The external market opportunities which are MOST relevant to a company are the ones that:
A. can increase market share.
B. are reinforced by the overall business strategy and where the business model is appropriate.
C. match up well with the firm's competitive assets, offer the best prospects for growth and profitability, and present the most potential for competitive advantage.
D. qualify to correct its internal weaknesses and resource deficiencies.
E. are relevant for defending against the external threats to its well-being.
Answer: match up well with the firm's competitive assets, offer the best prospects for growth and profitability, and present the most potential for competitive advantage.
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Management Chapter 4
- Which of the following is NOT accurate as concerns the task of identifying the strategic issues and problems that merit front-burner managerial attention?
- Which of the following is NOT part of the task of identifying the strategic issues and problems that merit front-burner managerial attention?
- Identifying the strategic issues and problems that merit front-burner managerial attention:
- Identifying the strategy-related issues and problems that company managers need to address and resolve for the company to be more financially and competitively successful entails all of the following EXCEPT:
- Identifying the strategic issues a company faces and compiling a "worry list" of problems and roadblocks is an important component of company situation analysis because:
- A company's competitive strength scores pinpoint its strengths and weaknesses against rivals and:
- Calculating competitive strength ratings for a company and comparing them against strength ratings for its key competitors helps indicate:
- The company with the highest rating on a given measure has an implied competitive edge on that specific measure, with the size of its edge:
- Which one of the following is NOT something that can be learned from doing a competitive strength assessment?
- Which one of the following is an accurate interpretation of the scores that result from doing a competitive strength assessment?
- Quantitative measures of a company's competitive strength:
- Calculating competitive strength ratings for a company and its rivals using the industry's most telling measures of competitive strength or weakness:
- A higher company's overall weighted strength rating does not signal:
- In a weighted competitive strength analysis, each strength measure is assigned a weight based on:
- In a weighted competitive strength assessment, the sum of the weights should add up to:
- Competitive strength can be determined by assigning measures based on perceived importance because:
- Assigning a weight to each measure of competitive strength assessment is generally analytically superior because:
- Understanding where the company is competitive requires:
- The value of doing competitive strength assessment is to:
- The road to competitive advantage begins with management's efforts:
- When companies engage in value-creating activities, they do so by:
- Resource analysis is a tool:
- To build a competitive advantage by out-managing rivals in performing value chain activities, a company must:
- For a company to translate its performance of value chain activities into competitive advantage, it must:
- A company's value-creating activities can offer a competitive advantage in one of two ways: