SWOT analysis is a powerful tool for

B) sizing up a company’s resource capabilities and deficiencies, its market opportunities, and the external threats to its future well-being.

A) gauging whether a company has a cost competitive value chain.

C) evaluating whether a company is in the most appropriate strategic group.

D) determining a company’s competitive strength vis-à-vis close rivals.

E) identifying the market segments in which a company is strongly positioned and weakly positioned.

D) provides a good overview of whether a company’s situation is fundamentally healthy or unhealthy.

A) is a way to measure whether a company’s value chain is longer or shorter than the chains of key rivals.

B) is a tool for benchmarking whether a firm’s strategy is closely matched to industry key success factors.

C) reveals whether a company is competitively stronger than its closest rivals.

E) identifies the reasons why a company’s strategy is or is not working very well.

The payoff of doing a thorough SWOT analysis is

E) assisting strategy-makers in crafting a strategy that is well-matched to the company’s resources and capabilities, its market opportunities, and the external threats to its future well-being.

A) identifying whether the company’s value chain is cost effective vis-à-vis the value chains of rivals.

B) helping strategy-makers benchmark the company’s resource strengths against industry key success factors.

C) enabling a company to assess its overall competitive position relative to its key rivals.

D) revealing whether a company’s market share, measures of profitability, and sales compare favorably or unfavorably vis-à-vis key competitors.

A company resource strength can concern

A) a skill, specialized expertise, or competitively important capability.

B) valuable human assets and intellectual capital.

C) an achievement or attribute that puts the company in a position of market advantage.

D) competitively valuable alliances or cooperative ventures.

Which of the following most accurately reflect a company’s resource strengths?

A) Its human, physical and/or organization assets; its skills and competitive capabilities; and achievements or attributes that enhance the company’s ability to compete effectively

B) The sizes of its unit sales, revenues, and market share vis-à-vis those of key rivals

C) The sizes of its profit margins and return on investment vis-à-vis those of key rivals

D) Whether it has more primary activities in its value chain than close rivals and a better overall value chain than these rivals

E) Whether it has more core competencies than close rivals

The best example of a company strength is

C) having proven technological expertise and ability to churn out new and improved products on a regular basis.

A) having higher earnings per share and a higher return on shareholders’ equity investment than key rivals.

B) being totally self-sufficient such that the company does not have to rely in any way on key suppliers, partnerships with outsiders, or strategic alliances.

E) having more built-in key success factors than rivals.

Which of the following is not a good example of a company strength?

C) Having higher earnings per share and a higher stock price than key rivals

A) More intellectual capital and better e-commerce capabilities than rivals

B) Fruitful partnerships or alliances with suppliers that reduce costs and/or enhance product quality and performance

D) A well-known brand name and enjoying the confidence of customers

E) A lower-cost value chain than rivals

A company’s resource strengths are important because

B) they represent its competitive assets and are big determinants of its competitiveness and ability to succeed in the marketplace.

A) they pave the way for establishing a low-cost advantage over rivals.

C) they provide extra muscle in helping lengthen the company’s value chain.

D) they give it competitive protection against the industry’s driving forces.

E) they provide extra organizational muscle in turning a core competence into a key success factor.

A company’s resource strengths

C) signal whether it has the wherewithal to be a strong competitor in the marketplace

A) represent its core competencies.

B) are the most important parts of the company’s value chain.

D) give it excellent ability to insulate itself against the impact of the industry’s driving forces.

E) combine to give it a distinctive competence.

When a company has real proficiency in performing a competitively important value chain activity, it is said to have

C) a key value chain proficiency.

D) a competitive advantage over rivals.

When a company is good at performing a particular internal activity, it is said to have

A) a competitive advantage over rivals.

The difference between a company competence and a core competence is that

D) a company competence represents real proficiency in performing an internal activity whereas a core competence is a competitively relevant activity which a firm performs better than other internal activities.

A) a company competence refers to a company’s best-executed functional strategy and a core competence refers to a company’s best-executed business strategy.

B) a company competence refers to a company’s strongest resource whereas a core competence refers to a company’s lowest-cost and most efficiently performed value chain activity.

C) a company competence is a competitively relevant activity which a firm performs especially well relative to other internal activities, whereas a core competence is an activity that a company has learned to perform proficiently.

E) a core competence usually resides in a company’s technology and physical assets whereas a company competence usually resides in a company’s human assets and intellectual capital.

The difference between a core competence and a distinctive competence is that

C) a core competence is a competitively relevant activity which a firm performs especially well in comparison to the other activities it performs, whereas a distinctive competence is a competitively relevant activity which a firm performs especially well in comparison to other firms with which it competes.

A) a distinctive competence refers to a company’s strongest resource or competitive capability and a core competence refers to a company’s lowest-cost and most efficiently executed value-chain activity.

B) a core competence usually resides in a company’s base of intellectual capital whereas a distinctive competence stems from the superiority of a company’s physical and tangible assets.

D) a core competence represents a resource strength whereas a distinctive competence is achieved by having more resource strengths than rival companies.

E) a core competence usually resides in a company’s technology and physical assets whereas a distinctive competence usually resides in a company’s know-how, expertise, and intellectual capital.

A) adds to a company’s arsenal of competitive capabilities and competitive assets and is a genuine resource strength.

B) is typically knowledge-based, residing in a company’s intellectual capital and not in its tangible physical assets on the balance sheet.

C) is often grounded in cross-department combinations of knowledge and expertise.

D) is a competitively relevant activity which a firm performs especially well in comparison to the other activities it performs.

A) gives a company competitive capability and is a genuine company strength and resource.

B) typically has competitive value, the amount of which is reflected in the physical and tangible assets on a company’s balance sheet.

C) usually is grounded in the technological expertise of a particular department or work group.

D) is more difficult for rivals to copy than a distinctive competence.

E) refers to a company’s lowest-cost and most efficiently executed value-chain activity.

Which of the following does not represent a potential core competence?

D) Having a wider product line than rivals

A) Skills in manufacturing a high-quality product at a low cost

B) Know-how in creating and operating systems for cost-efficient supply chain management

C) The capability to fill customer orders accurately and swiftly

E) The capability to speed new or next-generation products to the marketplace

A distinctive competence

A) is a competitively important activity that a company performs better than its competitors.

B) gives a company competitively valuable capability that is unmatched by rivals.

C) is a basis for sustainable competitive advantage.

D) can underpin and add real punch to a company’s strategy.

Which one of the following is inaccurate as concerns a distinctive competence?

B) A distinctive competence is typically less difficult for rivals to copy than a core competence.

A) A distinctive competence is a competitively important activity that a company performs better than its competitors.

C) A distinctive competence can be a basis for sustainable competitive advantage.

D) A distinctive competence can underpin and add real punch to a company’s strategy.

E) A distinctive competence gives a company competitively valuable capability that is unmatched by rivals.

The competitive power of a company’s core competence or distinctive competence depends on

B) how hard it is to copy and how easily it can be trumped by substitute resource strengths and competitive capabilities of rivals.

A) whether it helps differentiate a company’s product offering from the product offerings of rival firms.

C) whether customers are aware of the competence and view the competence positively enough to boost the company’s brand name reputation.

D) whether the competence is one of the industry’s key success factors.

E) whether the competence is technology-based or based on superior marketing know-how.

The competitive power of a company resource strength or competitive capability hinges on

A) how hard it is for competitors to copy.

B) whether it is rare and something rivals lack.

C) whether it is really competitively valuable and having the potential to contribute to a competitive advantage.

D) how easily it can be trumped by the substitute resources/capabilities of rivals.

For a particular company resource/capability to have real competitive power and perhaps qualify as a basis for competitive advantage, it should

A) be hard for competitors to copy, be rare and something rivals lack, be competitively valuable, and not be easily trumped by substitute resource strengths possessed by rivals.

B) be something that a company does internally rather than in collaborative arrangements with outsiders.

D) be an industry key success factor and occupy a prime position in the company’s value chain.

E) have the potential for lowering the firm’s unit costs.

The competitive power of a company resource strength is not measured by which one of the following tests?

B) Is the resource strength something that a company does internally rather than in collaborative arrangements with outsiders?

A) Is the resource rare and something rivals lack?

C) Is the resource strength easily trumped by the substitute resources/capabilities of rivals?

D) Is the resource strength hard to copy?

E) Is the resource strength competitively valuable, having the potential to contribute to a competitive advantage?

If a company doesn’t possess stand alone resource strengths capable of contributing to competitive advantage

C) it may have a bundle of resources that can be leveraged to develop a distinctive competence.

A) all potential for competitive advantage is lost.

B) it is unlikely to survive in the marketplace and should exit the industry.

D) it is virtually blocked from using offensive strategies and must rely on defensive strategies.

E) its best strategic option is to revamp its value chain in hopes of creating stronger competitive capabilities.

A resource-based strategy

B) uses a company’s valuable and rare resource strengths and competitive capabilities to deliver value to customers that rivals have difficulty matching.

A) is often based on cross-department combinations of intellectual capital and expertise.

C) is typically based on a stand-alone resource strength such as technological expertise.

D) refers to a company’s most efficiently executed value-chain activity.

E) uses industry key success factors to provide a company with a core competence that rivals cannot effectively imitate.

A resource-based strategy

D) deliberately develops valuable competencies and capabilities that add to a company’s competitive power in the marketplace.

A) focuses on exploiting a company’s best-executed operating strategy.

B) is based upon efficient performance of the company’s primary value chain activites.

C) concentrates on minimizing the costs associated with the design of a product or service.

E) focuses on working with forward channel allies to develop capabilities to outmatch the capabilities of rivals.

A company resource weakness or competitive deficiency

E) is something a company lacks or does poorly (in comparison to rivals) or a condition that puts it at a disadvantage in the marketplace.

A) represents a problem that needs to be turned into a strength because weaknesses prevent a firm from being a winner in the marketplace.

B) causes the company to fall into a lower strategic group than it otherwise could compete in.

C) prevents a company from having a distinctive competence.

D) usually stems from having a missing link or links in the industry value chain.

A company’s resource weaknesses can relate to

A) inferior or unproven skills, expertise, or intellectual capital in competitively important parts of the business.

B) something that it lacks or does poorly (in comparison to rivals).

C) deficiencies in competitively important physical, organizational, or intangible assets.

D) missing or competitively inferior capabilities in key areas.

In doing SWOT analysis, which one of the following is not an example of a potential resource weakness or competitive deficiency that a company may have?

B) Having a single, unified functional strategy instead of several distinct functional strategies

A) Less productive R & D efforts than rivals

C) Lack of a strong brand image and reputation (as compared to rivals)

D) Higher overall unit costs relative to rivals

E) Too narrow a product line relative to rivals

Sizing up a company’s overall resource strengths and weaknesses

A) essentially involves constructing a “strategic balance sheet” where the company’s resource strengths represent competitive assets and its resource weaknesses represent competitive liabilities.

C) is called competitive strength assessment.

D) is focused squarely on ascertaining whether the company has more/less resource strengths than weaknesses

E) is called company resource mapping.

The external market opportunities which are most relevant to a company are the ones that

C) match up well with the firm’s financial resources and competitive capabilities, offer the best growth and profitability, and present the most potential for competitive advantage.

B) reinforce its overall business strategy.

D) correct its internal weaknesses and resource deficiencies.

E) help defend against the external threats to its well-being.

The market opportunities most relevant to a particular company are those that

A) offer the best growth and profitability.

B) provide a strong defense against threats to the company’s profitability.

C) hold the most potential for product innovation.

D) provide avenues for taking market share away from close rivals.

E) hold the most potential to reduce costs.

Which of the following best describes the market opportunities that tend to be most relevant to a particular company?

D) Those market opportunities that match up well with the firm’s financial resources and competitive capabilities, offer the best growth and profitability, and present the most potential for competitive advantage.

A) Those market opportunities that provide avenues for taking market share away from close rivals and enhance a company’s image as a leader in product innovation and product quality.

B) Those market opportunities that offer the company a chance to raise entry barriers.

C) Those market opportunities that help promote greater diversification of revenues and profits.

E) Those market opportunities that help correct a company’s biggest weaknesses and competitive deficiencies.

In doing SWOT analysis and trying to identify a company’s market opportunities, which of the following is not an example of a potential market opportunity that a company may have?

B) Growing buyer preferences for substitutes for the industry’s product

A) Serving additional customer groups or market segments

C) Acquiring rival firms or companies with attractive technological expertise or capabilities

D) Expanding into new geographic markets

E) Openings to win market share away from rivals

Which of the following is not an example of an external threat to a company’s future profitability?

A) The lack of a distinctive competence

B) New legislation that entails burdensome and costly government regulations

D) More intense competitive pressures

E) The introduction of restrictive trade policies in countries where the company does business

Which of the following is not an example of an external threat to a company’s future profitability?

B) The lack of a well-known brand name with which to attract new customers and help retain existing customers

A) Likely entry of potent new competitors

C) Shifts in buyer needs and tastes away from the industry’s product

D) Costly new regulatory requirements

E) Growing bargaining power on the part of the company’s major customers and major suppliers

One of the lessons of SWOT analysis is that a company’s strategy should

A) be grounded in its resource strengths and capabilities.

B) be aimed at those market opportunities that offer the best potential for both profitable growth and competitive advantage.

C) seek to defend against threats to the company’s future profitability.

D) generally not place heavy demands on areas where company resources are weak or unproven.

Which one of the following is not part of conducting a SWOT analysis?

B) Benchmarking the company’s resource strengths and competitive capabilities against industry key success factors

A) Identifying a company’s resource strengths and competitive capabilities

C) Identifying a company’s market opportunities

D) Drawing conclusions about the company’s overall business situation—what is attractive and what is unattractive about the company’s circumstances?

E) Translating the results of the analysis into actions for improving the company’s strategy and market position

The two most important parts of SWOT analysis are

D) drawing conclusions from the SWOT listings about the company’s overall situation and translating these into strategic actions to better match the company’s strategy to its resource strengths and market opportunities, correct the important weaknesses, and defend against external threats.

A) pinpointing the company’s competitive assets and pinpointing its competitive liabilities.

B) identifying the company’s resource strengths and identifying the company’s best market opportunities.

C) identifying the external threats to a company’s future profitability and pinpointing how many market opportunities it has.

E) making accurate lists of the company’s strengths, weaknesses, opportunities, and threats and then using these lists as a basis for ascertaining how well the company’s strategy is working.

The three steps of SWOT analysis are

A) identifying the company’s resource strengths and weaknesses and its opportunities and threats, drawing conclusions about the company’s overall situation, and translating the conclusions into strategic actions to improve the company’s strategy.

B) pinpointing the company’s competitive assets, pinpointing its competitive deficiencies, and determining whether it enjoys a competitive advantage.

C) determining whether the company has more competitive assets than competitive liabilities, determining whether the company has good market opportunities, and evaluating the seriousness of the threats to the company’s future profitability.

D) matching the company’s strategy to its resource strengths, correcting the company’s important resource weaknesses, and identifying the company’s best market opportunities.

E) benchmarking the company’s strengths and weaknesses against those of key rivals, identifying its market opportunities and the external threats it faces, and determining the company’s potential for establishing a competitive advantage over rivals.

Which one of the following is not something that can be gleaned from identifying a company’s resource strengths, resource weaknesses, market opportunities, and external threats?

D) How to turn a core competence into a distinctive competence

A) How to improve a company’s strategy by using company strengths and capabilities as cornerstones for its strategy

B) Which market opportunities are best suited to a company’s strengths and capabilities

C) Which resource weaknesses and deficiencies need to be corrected so as to better enable the pursuit of important market opportunities and to better defend against certain external threats

E) Whether any of the company’s resource strengths can be used to help lessen the impact of external threats

One of the most telling signs of whether a company’s market position is strong or precarious is

B) whether its prices and costs are competitive with those of key rivals.

A) whether its product is strongly or weakly differentiated from rivals.

C) whether it has a lower stock price than key rivals.

D) the opinions of buyers regarding which seller has the best product quality and customer service.

E) whether it is in a bigger or smaller strategic group than its closest rivals.

Two analytical tools useful in determining whether a company’s prices and costs are competitive are

C) value chain analysis and benchmarking.

A) SWOT analysis and key success factor analysis.

B) SWOT analysis and benchmarking.

D) competitive position assessment and competitive strength assessment.

E) driving forces analysis and SWOT analysis.

STR CH4

Authored by Naif Alharbi

Business

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MULTIPLE CHOICE QUESTION

15 mins • 1 pt

Which of the following is not one of the five questions that comprise the task of evaluating a company’s resources and competitive position?

A) What are the company’s most profitable geographic market segments?

B) How well is the company’s present strategy working?

C) Are the company’s prices and costs competitive?

D) Is the company competitively stronger or weaker than key rivals?

E) What strategic issues and problems merit front-burner management attention?

MULTIPLE CHOICE QUESTION

15 mins • 1 pt

Which of the following is not a component of evaluating a company’s resources and competitive position?

A) Evaluating how well the present strategy is working

B) Scanning the environment to determine a company’s best and most profitable customers

C) Assessing whether the company’s costs and prices are competitive

D) Evaluating whether the company is competitively stronger or weaker than key rivals

E) Pinpointing what strategic issues and problems merit front-burner management attention

MULTIPLE CHOICE QUESTION

15 mins • 1 pt

The spotlight in analyzing a company’s resources, internal circumstances, and competitiveness includes such questions/concerns as

A) whether the company’s present strategy is better than the strategies of its closest rivals based on such performance measures as earnings per share, ROE, dividend payout ratio, and average annual increase in the common stock price.

B) whether the company’s key success factors are more dominant than the key success factors of close rivals.

C) whether the company has the industry’s most efficient and effective value chain.

D) what are the company’s resource strengths and weaknesses and its external opportunities and threats.

E) what new acquisitions the company would be well advised to make in order to strengthen its financial performance and overall balance sheet position.

MULTIPLE CHOICE QUESTION

15 mins • 1 pt

Which of the following is not pertinent in identifying a company’s present strategy?

A) The key functional strategies (R&D, supply chain management, production, sales and marketing, HR, and finance) a company is employing

B) Management’s planned, proactive moves to outcompete rivals (via better product design, improved quality or service, wider product lines, and so on)

C) The company’s mission, strategic objectives, and financial objectives

D) Moves to respond and react to changing conditions in the macro-environment and in industry and competitive conditions

E) The strategic role of its collaborative partnerships and strategic alliances with others

MULTIPLE CHOICE QUESTION

15 mins • 1 pt

One important indicator of how well a company’s present strategy is working is whether

A) it has more core competencies than close rivals.

B) its strategy is built around at least two of the industry’s key success factors.

C) the company is achieving its financial and strategic objectives and whether it is an above-average industry performer.

D) it is customarily a first-mover in introducing new or improved products (a good sign) or a late-mover (a bad sign).

E) it is subject to weaker competitive forces and pressures than close rivals (a good sign) or stronger competitive forces and pressures (a bad sign).

MULTIPLE CHOICE QUESTION

15 mins • 1 pt

The best quantitative evidence of whether a company’s present strategy is working well is

A) whether the company has more competitive assets than it does competitive liabilities.

B) whether the company is in the industry’s best strategic group.

C) the caliber of results the strategy is producing, specifically whether the company is achieving its financial and strategic objectives and whether it is an above-average industry performer.

D) whether the company has a shorter value chain than close rivals.

E) whether the company is in the Fortune 500.

MULTIPLE CHOICE QUESTION

15 mins • 1 pt

Which one of the following is not a reliable measure of how well a company’s current strategy is working?

A) Whether the company’s sales are growing faster, slower, or about the same pace as the industry as a whole, thus resulting in a rising, falling, or stable market share

B) Whether it has a larger number of competitive assets than competitive liabilities and whether it has a superior quality product

C) The firm’s image and reputation with its customers

D) Whether its profit margins are rising or falling and how large its margins are relative to those of its rivals

E) How well the firm stacks up against rivals on technology, product innovation, customer service, product quality, price, speed in getting newly developed products to market, and other relevant factors on which buyers base their choice of which brand to purchase

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STR CH4

Which of the following is not one of the five questions that comprise the task of evaluating a company’s resources and competitive position?

Which of the following is not a component of evaluating a company’s resources and competitive position?

The spotlight in analyzing a company’s resources, internal circumstances, and competitiveness includes such questions/concerns as

Which of the following is not pertinent in identifying a company’s present strategy?

One important indicator of how well a company’s present strategy is working is whether

The best quantitative evidence of whether a company’s present strategy is working well is

Which one of the following is not a reliable measure of how well a company’s current strategy is working?

Identifying and assessing a company’s resource strengths and weaknesses and its external opportunities and threats is called

SWOT analysis is a powerful tool for

SWOT analysis

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