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Question
Walmart went against business-level strategy and made changes to attract upscale customers. These changes had which of the following results?
a. It strengthened Walmart's position against rivals such as Dollar Stores and Amazon.
b. It made Walmart vulnerable to Dollar Store and Amazon.
c. It attracted significant numbers of new customers.
d. Family Dollar, Dollar Tree, and Dollar General all experienced losses in sales as many of their customers went to Walmart.
Answer
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Related questions
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a. True
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Q:
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Capabilities of an organization emerge spontaneously through the interaction of tangible and intangible resources.
a. True
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Valuable capabilities allow the firm to exploit strengths or neutralize weaknesses in the internal environment.
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Q:
The Renault Nissan alliance (Chapter 9 Mini Case) is an example of a _______ created to gain economies of scope by sharing resources and capabilities.
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Q:
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Q:
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a. predatory alliances.
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Q:
Research in the airline industry suggests that tacit collusion reduces service quality and on-time performance.
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Q:
A global corporate-level strategy differs from a multi-domestic corporate-level strategy in that in a global strategy:
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Q:
A fundamental reason for a country's development of advanced and specialized factors of production is often its:
a. lack of basic resources.
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Q:
A large domestic market can provide the country's industries a chance at dominating the world market because:
a. they have been able to develop economies of scale at home.
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Q:
A multi-domestic corporate-level strategy has ____ need for global integration and ____ need for local market responsiveness.
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Q:
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Q:
Which of the following is NOT one of the five dimensions thought to characterize an employee's entrepreneurial mind-set?
a. Autonomy
b. Reactivity
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Q:
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a. True
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Q:
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Q:
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a. True
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Q:
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a. True
b. False
Q:
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b. False
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a. True
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Q:
The most critical ability of a strategic leader is the ability to attract and then manage human capital.
a. True
b. False
Q:
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a. True
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Q:
Transformational leadership is the most effective strategic leadership style.
a. True
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Q:
What is organizational culture? What must strategic leaders do to develop and sustain an effective organizational culture?
Q:
Define the three major dimensions of organizational structure: specialization, centralization, and formalization. How do these dimensions vary in organizations implementing the cost leadership, differentiation, and cost leadership/differentiation strategies?