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Question
A Japanese automaker begins selling its compact cars in Southeast Asia. This firm is pursuing a strategy ofa) market penetration.
b) market signaling
c) product proliferation.
d) market development
e) product development.
Answer
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Related questions
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Which form of control was transmitted by Walt Disney?
a) Bureaucratic control through rules and procedures
b) Control through norms and values
c) Financial control through accurate financial statements
d) Output control
e) Incentive systems
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Standardization is employed to squeeze out costs in manufacturing. Standardization may be achieved through standardization of
a) inputs.
b) work processes.
c) outputs.
d) both work processes and outputs.
e) inputs, conversion activities, and outputs.
Q:
The two main innovations in a multidivisional structure (over a functional or product structure) are
a) a matrix structure at the divisional level and a flat structure at the corporate level.
b) a product structure at the divisional level and a functional structure at the corporate level.
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d) self-contained divisions with operating responsibility and a group of divisional managers with collective strategic responsibility.
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A camera manufacturer that has separate divisions for making personal cameras, movie cameras, and film acquired a small film developer and a car battery supplier. Which of the following structures is most appropriate for this firm?
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As new, small firms grow and mature, which structure are they likely to choose?
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_______________ provides the vehicle through which managers can coordinate the activities of a company's various functions, divisions, and business units to take advantage of their skills and competencies.
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d) Span of control
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Q:
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When more than two functions or divisions share a common problem, a task force may be the appropriate integrating mechanism.
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An organization that divides manufacturing and operations be regions uses geographic structure.
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The degree of horizontal differentiation in the product structure is higher than in the functional structure.
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The role of organizational structure is to provide managers with specific feedback on how well an organization and its members are performing and building competitive advantage.
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In the value chain, support activities are those involved in the physical creation of the product, its marketing and delivery to buyers, and its after-sales service.
Q:
List and briefly discuss each of the elements of Michael Porter's Five Forces Model.
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a) Economic forces
b) Social forces
c) Embryonic forces
d) Political forces
e) Demographic forces
Q:
The threat from new entrants is greatest in the _________ stage of the industry life cycle.
a) embryonic
b) growth
c) shakeout
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In growth industries,
a) replacement demand is increasing rapidly.
b) technological expertise is the most important entry barrier.
c) rivalry is high.
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Q:
Which of the following is not a determinant of the extent of rivalry among established companies?
a) The number and size distribution of companies in the industry
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Substitute products are the products of different businesses or industries that can satisfy similar customer needs.
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The bargaining power of suppliers is the ability to raise the price of inputs or to raise the costs of the industry in other ways.
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Exit barriers are the economic, strategic, and emotional factors that prevent companies from leaving an industry.
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Many fragmented industries are characterized by low entry barriers and commodity-type products that are hard to differentiate.
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Absolute cost advantage is enjoyed by incumbents in an industry and that new entrants cannot expect to match.
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Michael Porter argues that the stronger each of the five forces, the more limited the ability of established companies to raise prices and earn greater profits.
Q:
Which of the following is not one of the criteria for evaluating potential acquisition candidates?
a) Age
b) Product market position
c) Financial position
d) Management capabilities
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Q:
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b) exit barriers are high.
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Q:
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a) restructuring.
b) reengineering.
c) TQM.
d) benchmarking.
e) downsizing.