Exam 4: Evaluating a Companys Resources, Capabilities, and Competitiveness

A) operating profit margin.
B) return on capital employed.
C) net return on assets.
D) inventory turnover.
E) return on stockholders' equity.

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The means to enhancing differentiation t...

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A) SCIR test, which asks if a resource is sustainable, competitive, internalized, and reproducible.
B) competitive advantage sustainable method test.
C) reliability resources simulation.
D) VRIN test, which asks if a resource is valuable, rare, inimitable, and nonsubstitutable.
E) organizational capability metric analysis.

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A) all potential for competitive advantage is lost.
B) it is unlikely to survive in the marketplace and should exit the industry.
C) it may have a bundle of resources that can be leveraged to develop a distinctive competence.
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.

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A) published reports, industry research firms, and trade groups.
B) talking to knowledgeable industry leaders.
C) field trips to the facilities of competitors or non-competing firms.
D) independent firms and consulting firms to gather best practices and comparative cost data without identifying competing firms.
E) classified government documents.

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Blue Apron and Domino's Pizza possess di...

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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
D) Having a sprawling factory
E) The capability to speed new or next-generation products to the marketplace

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A) SWOT analysis and key success factor analysis.
B) SWOT analysis and benchmarking.
C) value chain analysis and benchmarking.
D) competitive position assessment and competitive strength assessment.
E) driving forces analysis and SWOT analysis.

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A) the likely entry of potent new competitors
B) the lack of a well-known brand name with which to attract new customers and help retain existing customers
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

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A) known as productive inputs or competitive assets, while human assets and intellectual capital are, which are considered capabilities or competencies.
B) representative of physical resources only.
C) part of an inventory or collection of the firm's strengths, weaknesses, opportunities, and threats.
D) categorized as tangible and/or intangible resources
E) intangible resources only, because they consist of patents, copyrights, and technological processes.

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The beauty of SWOT analysis is its simpl...

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Simply making lists of a company's stren...

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A) by strengthening the traditions that company executives are committed to maintaining
B) through deployment of a company's resources or some combination of its resources
C) by talking openly about the problems of the present company and determining how new behaviors will improve performance
D) by shifting from decentralized to centralized decision-making
E) by urging company personnel to search outside the company for work practices and operating approaches that may be an improvement over what the company is presently doing

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A) without a precise fix on what problems/issues a company confronts, managers cannot know what the industry's key success factors are.
B) the worry list sets the management agenda for taking actions to improve the company's performance and business outlook.
C) without a precise fix on what problems/roadblocks a company confronts, managers are less clear about what value chain activities to benchmark.
D) these issues and obstacles must be cleared before management can focus clearly on what is the best strategy for the company to pursue.
E) the worry list helps company managers clarify their thinking about how best to modify the company's value chain.

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A) engaging in cooperative advertising and promotions.
B) creating exclusive arrangements with downstream sellers or other mechanisms that increase their incentives for enhanced-delivery customer value.
C) creating and enforcing standards for downstream activities.
D) assisting in training channel partners in business practices.
E) enhancing cost-reducing activities with defensive functionality designed to create incentives.

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A) gauging whether a company has a cost-competitive value chain.
B) sizing up a company's resources and capabilities, strengths and deficiencies, its market opportunities, and the external threats to its future well-being.
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.

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A) investing in productivity-enhancing, cost-saving technological improvements.
B) redesigning the product or some of its components to facilitate speedier and more economical manufacture or assembly.
C) implementing the use of best practices throughout the company, particularly for high-cost activities.
D) eliminating some cost-producing activities altogether by revamping the value chain.
E) performing activities in the same way as done earlier.

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A) has durable competitive assets that are central to its strategy and superior to those of rival firms.
B) has sufficient resources to expedite its strategy.
C) realizes its inherent weaknesses are transformable to advantages.
D) can stand out relative to rivals because of resource utilization.
E) has resources in well-populated geographical locations.

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