A) Its human,physical and/or organization assets;its skills and competitive capabilities;and its 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
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A) R&D,technology,and product design strategies.
B) Production and information technology and supply chain management strategies.
C) Human resource and finance strategies.
D) Sales,marketing,and distribution strategies.
E) Alliance and partnerships as well as merger and acquisition growth strategies.
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A) A distinctive competence is a competitively important activity that a company performs better than its rivals.
B) A distinctive competence is typically less restrictive for rivals to copy than a core competence.
C) A distinctive competence can be a basis for sustainable competitive advantage.
D) A distinctive competence qualifies as a superior internal strength.
E) A distinctive competence enables delivering stand-out value to customers (in the form of lower prices,better product performance,or superior service) .
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A) from published reports,industry research firms,and trade groups.
B) from talking to knowledgeable industry leaders.
C) from field trips to the facilities of competitors or non-competing firms.
D) from independent firms and consulting firms to gather best practices and comparative cost data without identifying competing firms.
E) All of these.
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A) signal which competitor has the most distinctive competencies and which competitor has the fewest.
B) provide useful indicators of how a company compares against key rivals,factor by factor and capability by capability-thus indicating whether the company has a net overall competitive advantage or disadvantage against each rival.
C) reveal which competitors are in the best and worst strategic groups.
D) show which industry rival has the best overall market opportunities and which competitor has the poorest market opportunities.
E) pinpoint which industry rival is subject to the least amount of competitive pressures from the five competitive forces.
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A) is an accounting system that assigns a company's expenses to whichever activity in a company's value chain is responsible for creating the cost.
B) involves using benchmarking techniques to develop cost estimates for the value chain activities of each major rival.
C) is a powerful tool for identifying the different pieces of a company's value chain and classifying them as primary activities and support activities.
D) involves determining which value chain activities represent variable costs and which represent fixed costs.
E) is a tool for identifying the activities that cause a company's product to be strongly differentiated from the products of rivals.
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A) probing the caliber of a firm's competitive assets relative to those of rival firms.
B) achieving price stability.
C) analyzing only internal strengths and weaknesses through a matrix comparison model.
D) cost-benefit analysis of the company's core product sales.
E) performing resource-specific activities within the organization to allocate available capital.
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A) placing heavy reliance on the company's best competitive assets is the soundest route to attracting customers and competing successfully against rivals.
B) they represent what the company considers relevant despite the prevailing opportunities.
C) they can overpower the impact of important external threats.
D) they form the foundation of the firm's position in the marketplace.
E) All of these.
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A) The factors on which a company is competitively strongest and weakest vis-à-vis key rivals
B) Whether a company should correct its weaknesses by adopting best practices and revamping the makeup of its value chain
C) Which of the rated companies is competitively strongest and what size competitive advantage it enjoys
D) Whether a company has a net competitive advantage or a net competitive disadvantage relative to key rivals (with the size of the advantage/disadvantage being indicated by the differences among the companies' competitive strength scores)
E) Which rival company is competitively weakest and the areas where it is most vulnerable to competitive attack
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A) Finding ways to detour around activities or items where costs are high
B) Redesigning the product or some of its components to permit more economical manufacture or assembly
C) Implementing aggressive strategic resource mapping to permit across-the-board cost reduction
D) Outsourcing high-cost activities to vendors or contractors who can perform them more economically
E) Relocating high-cost activities (like manufacturing) to geographic areas (like China or Latin America or Eastern Europe) where they can be performed more cheaply
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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 cost structure and customer value proposition competitive?
D) Is the company competitively stronger or weaker than key rivals?
E) What strategic issues and problems merit front-burner managerial attention?
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A) leverage resource strengths,capitalize on market opportunities,overcome important weaknesses,and defend against external threats.
B) be aimed at opportunities that offer the best potential for improved profitability.
C) seek aggressively to defend against those threats to the company's immediate profitability.
D) be designed to place heavy demands on areas where the company has proven competencies to meet the threats head-on.
E) concentrate on making the SWOT's four lists relevant for strategic discussion and planning.
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A) be in sync with changes in the company's own strategy.
B) be in sync with its efforts to achieve a resource-based competitive advantage.
C) fully support company efforts to attract customers.
D) combat competitors' newly launched offensives to win bigger sales and market shares.
E) All of these.
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A) whether it helps differentiate a company's product offering from the product offerings of rival firms.
B) how hard it is to copy and how easily it can be trumped by substitute resource strengths and competitive capabilities of rivals.
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.
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A) Resource and capability analysis
B) SWOT analysis
C) Value chain analysis
D) Bench-pressing analysis
E) Competitive strength analysis
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