A) market leaders that are strong.
B) runner-up firms with strengths in areas where the offensive-minded challenger is weaker.
C) large multinational companies with vast capabilities and resources.
D) runner-up firms that have amassed sufficient resources and capabilities to place them on the verge of becoming market leaders.
E) other offensive-minded companies that possess a sizable war chest of cash and marketable securities.
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A) are nearly always superior alternatives to forming alliances or partnerships with these same companies.
B) may offer considerable cost-saving opportunities and can also be beneficial in helping a company try to invent a new industry.
C) are a particularly effective way of pursuing a blue-ocean strategy and an outsourcing strategy.
D) seldom are superior alternatives to forming alliances with these same companies because of the financial drain of using the company's cash resources to accomplish the merger or acquisition.
E) are one of the best ways for helping a company strongly differentiate its product offering and use a differentiation strategy to strengthen its market position.
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A) causing the company to become partially integrated instead of being fully integrated.
B) hollowing out a firm's own capabilities and losing touch with activities and expertise that contribute fundamentally to the firm's competitiveness and market success.
C) hurting a company's R&D capability.
D) putting the company in the position of being a late mover instead of an early mover.
E) increasing the firm's risk exposure to both supply chain management failures and shifts in the composition of the industry value chain.
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A) remain steadfast to current product features and models to ensure resources are not diverted toward unproductive efforts.
B) avoid giving suppliers volume discounts or providing them with better financing terms from the strategic response in order to maintain current profitability levels.
C) use innovation and intellectual property protection to obtain product line exclusivity to force competitors to use other distributors.
D) void all lengthy warranties to save money.
E) avoid competitor's clients since their loyalty will not allow them to switch.
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A) strengthen the company's competitive position and/or boost its profitability.
B) achieve product differentiation and/or lengthen the company's value chain to include more activities performed in-house and thereby gain greater ability to reduce internal operating costs.
C) broaden the firm's product line and/or avoid the need for outsourcing.
D) expand into foreign markets and/or control more of the industry value chain.
E) enable use of offensive strategies and/or gain a first-mover advantage over rivals in revamping the industry value chain.
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A) pioneering helps build a firm's image and reputation with buyers.
B) rapid market evolution (due to fast-paced changes in technology or buyer preferences) presents opportunities to leapfrog a first-mover's products with more attractive next-version products.
C) early commitments to new technologies, new-style components, new or emerging distribution channels, and so on, can produce an absolute cost advantage over rivals.
D) moving first can constitute a preemptive strike, making imitation extra hard or unlikely.
E) first-time customers remain strongly loyal to pioneering firms in making repeat purchases.
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A) buyers respond immediately (to a dramatic cost-based price cut or imaginative ad campaign) .
B) competition creates an appealing new product.
C) the technology needs debugging.
D) new production capacity needs to be installed.
E) consumer acceptance of an innovative product takes time.
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The most serious drawbacks to vertical i...View Answer
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A) involves random offensive attacks used by a market leader to steal customers away from unsuspecting smaller rivals.
B) involves undertaking surprise moves to secure an advantageous position in a fast-growing and profitable market segment; usually the guerrilla signals rivals that it will use deep price cuts to defend its newly won position.
C) works best if the guerrilla is the industry's low-cost leader.
D) involves pitting a small company's own competitive strengths head-on against the strengths of much larger rivals.
E) involves unexpected attacks (usually by a small-to-medium size competitor) to grab sales and market share from complacent or distracted rivals.
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A) increasing a company's ability to strongly differentiate its product and be successful with either a broad differentiation strategy or a focused differentiation strategy.
B) obtaining higher quality and/or cheaper components or services, improving a company's ability to innovate, and reducing its risk exposure.
C) speeding a company's entry into foreign markets.
D) permitting greater use of strategic alliances and collaborative partnerships.
E) giving a firm more direct control over the costs of value chain activities.
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A) must first be a proficient manufacturer.
B) must be able to achieve the same scale economies as outside suppliers and match or beat suppliers' production efficiency with no drop-off in quality.
C) must have excess production capacity so that it has an ample in-house ability to undertake additional production activities.
D) needs to have a wide product line, so it can supply parts and components for many products.
E) should have a distinctive competence in production process technology and at least a core competence in manufacturing R&D.
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The principal offensive strategy options...View Answer
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A) picking a good partner
B) recognizing that the alliance must benefit both sides
C) minimizing the amount of resources that the partners commit to the alliance
D) ensuring that both parties live up to their commitments
E) structuring the decision-making process so actions can be taken swiftly when needed
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A) leapfrogging competitors by being first to market with next-generation products.
B) using hit-and-run or guerrilla warfare tactics to grab sales and market share.
C) launching a preemptive strike to secure an advantageous position that rivals are prevented or discouraged from duplicating.
D) pursuing continuous product innovation to draw sales and market share away from rivals.
E) blocking the avenues open to challengers.
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