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Question
Discuss the relationships between competitive advantage, distinctive competencies, resources, and capabilities.Answer
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Which form of control was transmitted by Walt Disney?
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a) inputs.
b) work processes.
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d) both work processes and outputs.
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The two main innovations in a multidivisional structure (over a functional or product structure) are
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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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The most common measures managers and other stakeholders use to monitor and evaluate a company's performance are financial controls.
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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.
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List and briefly discuss each of the elements of Michael Porter's Five Forces Model.
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b) Social forces
c) Embryonic forces
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The threat from new entrants is greatest in the _________ stage of the industry life cycle.
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In growth industries,
a) replacement demand is increasing rapidly.
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c) rivalry is high.
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e) buyers are familiar with the industry's product.
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Which of the following is not a determinant of the extent of rivalry among established companies?
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Within Porter's framework, a _________ competitive force can be regarded as a(n) __________.
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The stability of a mature industry is threatened by price wars.
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Within an industry, each strategic group may face a different set of opportunities and threats.
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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.
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Which of the following is not one of the criteria for evaluating potential acquisition candidates?
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Hamel and Prahalad have developed a model that can help managers assess how and when they should expand beyond their current market or industry. They find that it is useful to view a company as a
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A hospital examines its processes closely and then changes them to become more patient-centered. Among the changes are new ways of doing tasks and new groupings of workers. This is an example of
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b) reengineering.
c) TQM.
d) benchmarking.
e) downsizing.