Management of Strategy ch 1 - 4

In a global competitive landscape, what is increasing?

• •Market volatility and instability due to the rapid pace of change in markets

• •Need for flexibility, speed, innovation, and integration in the use of technology

• •Strategic and operational complexity of global-scale competition

  •Rising product quality standards
  

• All of that

What is needed to build a competitive advantage?

• Resources

• Capability

• Core Competency

• All of that

What are the assumptions of a resource-based model?

• Firms acquire different resources.

• Firms develop unique capabilities based on how they combine and use resources.

• Resources and certain capabilities are not highly mobile across firms.

• All of that

How can resources become a core competency? When they are

• Costly to imitate and valuable

• Rare

• Nonsubstitutable

• All of that

The set of factors directly influencing a firm and its competitive actions and competitive responses:

• –threat of new entrants

• –threat of product complement

• intense rivalry among suppliers

• All of that

A condition in the general
environment that, if exploited
effectively, helps a firm achieve
strategic competitiveness.

• Strength

• Weakness

• Opportunity

• Threats

A condition in the general environment that may hinder a firm’s efforts to achieve strategic competitiveness.

• Strength

• Weakness

• Opportunity

• Threats

Product differentiation, capital requirements, switching costs, distribution channel access, government policy, retaliation among the current players are examples of which of the following?

• Rivalry between customer

• Rivalry among suppliers

• Barriers to entry

• All of that

What is the ethical gathering of needed information
and data that provides understanding of what drives the competitor, what is the competitor doing and can do, what the competitor believes about the industry and what are the competitor’s capabilities.

• Competitor Intelligence

• Power of Competitors

• Rivalry of Competitors

• All of that

_________ are the source of a firm’s capabilities.

• Resources

• Leaders

• Good decisions

• All of that