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1Which among the adhering to is not helpful in identifying the contents of a single-business company"s strategy?
A)The company"s moves to answer to transforming conditions in its macro-environment and also in industry and competitive conditions
B)The scope of the company"s geographical coverage
C)The company"s resource strengths and weaknesses
D)The company"s crucial functional strategies
E)The company"s planned, proactive moves to outcompete rivals and its initiatives to build competitive advantage
2SWOT analysis
A)consists of three measures identifying a company"s source strengths and also weaknesses and also its opportunities and also threats, illustration conclusions about the company"s in its entirety situation, and translating the conclusions into strategic action to improve the company"s strategy and also business prospects.
B)provides a rapid overview of whereby on the scale from "alarmingly weak" come "exceptionally strong" the attractiveness of the company"s as whole business situation ranks.
C)helps provide a basis for equivalent the company"s strategy to its internal resource capabilities and also its exterior opportunities and also threats.
D)helps identify a company"s main point competencies and also competitive capabilities and also the seriousness of its source weaknesses and competitive deficiencies.
E)All the these.
3A core competence
A)is a an ext durable company source than a "distinctive competence."
B)usually stays in a company"s technology and physics assets (state-of-the-art plants and also equipment, attractive genuine estate locations, contemporary distribution facilities, and so on) vice versa, a agency competence usually stays in a company"s human assets.
C)is generally knowledge-based, residing in people and in a company"s intellectual capital and not in its heritage on the balance sheet; moreover, a main point competence often tends to be base in cross-department combine of knowledge and expertise quite than being the product of a single department or work group.
D)is typically tied very closely to the caliber the a company"s manufacturing ability and/or the proprietary an innovation and know-how.
E)is better suited to helping a firm defend against external dangers than in pursuing exterior market opportunities.
4Which of the following analytical tools are specifically useful for determining even if it is a company"s prices and costs space competitive?
A)SWOT analysis, strategy assessment, activity-based costing analysis, and crucial success aspect analysis.
B)SWOT analysis, competitive stamin assessment, ideal practices analysis, and also value chain analysis.
C)Value chain analysis and benchmarking.
D)Competitive place assessment, competitive stamin assessment, strategic group mapping, SWOT analysis, and value chain analysis.
E)SWOT analysis, best practices analysis, activity-based costing analysis, and also competitive toughness assessment.
5A company"s value chain is composed of
A)the activities a firm performs in converting its source weaknesses into resource strengths.
B)the arsenal of tasks it performs in the course of designing, producing, marketing, delivering, and supporting that product or service and delivering value to customers—these activities can be grouped right into (a) the primary activities that room foremost in producing value for customers and also (b) the connected support activities that facilitate and also enhance the power of the primary activities.
C)those activities a agency performs that stand for "best practices"—only finest practice tasks are capable of transporting value to customers and thus qualify to be part of a company"s value chain.
D)the activities that a agency performs in occurring a distinctive competence.
E)the tasks that represent a company"s competencies, main point competencies, distinctive competencies, and competitive capabilities—it is these tasks that underpin a company"s efforts to develop value for customers and also shareholders.
A)is naturally unethical if it involves companies that are direct competitors due to the fact that it requires gathering competitively perceptible information around the operations and also costs that rivals.
B)is not a valid device for measuring the cost-effectiveness the an activity unless the is restricted to suppliers in the same industry.
C)is a potent tool for enhancing a company"s own internal tasks that is based upon learning just how other companies carry out them and borrowing "best practices".
D)loses much of that is managerial usefulness if that is done v the aid of third-party institutions who firmly insist on protecting the confidentiality the individual agency data; moreover, benchmarking is not used really often by companies due to the fact that of "borderline" ethical considerations and because most of the moment the information and also data provided in law benchmarking studies has turned out to it is in unreliable and also untrustworthy.
E)entails calculating the expenses of performing every of the primary and related support activities in a company"s value chain.
7A company"s expense competitiveness is greatly a function of
A)whether the does a good enough job of benchmarking its value chain activities against the worth chains of competitors so that it knows specifically how low to journey its expenses to be cost-competitive.
B)how effectively it manages its all at once value chain activities relative to exactly how efficiently competitors manage theirs.
C)whether that does a far better job of structure its resource strengths an ext cost properly than rivals.
D)whether the possesses much more core competencies and also competitive capabilities than rivals.
E)how carefully its internally-performed tasks are linked to the activities performed by suppliers and also to the activities performed by forward channel allies.
8For a company to translate performance of worth chain tasks into competitive advantage, it
A)must (1) develop core competencies and also maybe a distinctive competence the rivals don"t have actually or can"t rather match and also that are crucial in help it deliver attractive worth to client or (2) be more cost effective in exactly how it performs value chain activities such that it has a low-cost advantage.
B)has to develop much more core competencies 보다 rivals.
C)must be much more adept than rivals in utilizing benchmarking and activity-based costing.
D)has to position itself in the strategic group where profit margins room highest.
E)must adopt an ext best methods than rival firms.
9Doing a weight competitive toughness assessment of just how a company compares against an essential rivals involves
A)developing a list of 6 to 10 telling measures of compete strength and also then assigning weights to each of these strength measures that shows their relative importance.
B)rating each company on each strength measure (using a range of 1 come 10) and also then multiply the toughness rating by the assigned load to obtain a weighted toughness score.
C)summing every company"s weighted toughness scores on the various strength procedures to obtain an in its entirety measure that competitive toughness for each competitor.
D)drawing conclusions around the size of a company"s network competitive benefit or disadvantage vis-à-vis that rivals (with the size of the advantage/disadvantage being suggested by the sizes of the differences among the companies" competitive stamin scores).

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E)All that the above.
10Which among the complying with is not something that can be learned native doing a competitive toughness assessment?
A)Identifying the competitive factors where a agency is strongest and weakest vis-à-vis key rivals and also the kinds of offensive/defensive plot the firm can use to exploit its vain strengths and also reduce its compete vulnerabilities
B)Whether a firm utilizes more best techniques than rivals in performing its value chain activities
C)Which the the rated suppliers is competitively strongest and also what size competitive benefit it enjoys
D)Whether a agency has a net competitive advantage or is a net competitive disadvantage loved one to an essential rivals (with the size of the advantage/disadvantage being suggested by the differences among the companies" competitive toughness scores)
E)Which rival firm is competitively weakest and the locations where that is most delicate to vain attack—when a agency has vital competitive toughness in areas where one or an ext rivals space weak, it provides sense to think about offensive move to exploit rivals" vain weaknesses