Building Competitive Advantage Through Functional-level Strategy

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Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage
External Analysis: The Identification of Opportunities and Threats
Internal Analysis: Distinctive Competencies,Competitive Advantage,and Profitability
Building Competitive Advantage Through Functional-Level Strategy
Building Competitive Advantage Through Business-Level Strategy
Business-Level Strategy and the Industry Environment
Strategy and Technology
Strategy in the Global Environment
Corporate-Level Strategy: Horizontal Integration,Vertical Integration,and Strategic Outsourcing
Corporate-Level Strategy: Related and Unrelated Diversification
Corporate Performance,Governance,and Business Ethics
Implementing Strategy in Companies That Compete in a Single Industry
Implementing Strategy in Companies That Compete Across Industries and Countries

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Question 1

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Functional strategies,because they occur at a low level in the firm,play only a small role in organizational success.

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Question 2

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Distinctive competencies shape the functional-level strategies that a company can pursue.

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Question 3

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Diseconomies of scale are the unit cost increases associated with a large scale of output.

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Question 4

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The law of economies of scale suggests that unit costs continue to fall indefinitely as output volume increases.

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Question 5

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Learning effects tend to be more significant when a technologically complex task is performed only occasionally.

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Question 6

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No matter how complex the task is,learning effects typically die out after a limited period of time.

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Question 7

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Unfortunately,Harvard Business School found no differences in learning effects among hospitals performing a new cardiac procedure.

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Question 8

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All else being equal,if a company moves down the experience curve faster than its rivals,it should realize a lower cost structure.

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Question 9

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Flexible manufacturing technologies enable companies to produce small batches of high-quality customized products at a cost that,at one time,could be achieved only through mass production.

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Question 10

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Mass customization describes the ability of companies to use flexible manufacturing technology to reconcile the two goals of low cost and differentiation through product customization.

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Question 11

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There is a negative relationship between the length of time that a customer stays with a company and profit per customer.

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Question 12

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A benefit of long-time customer loyalty is the free advertising that customers provide for a company through referrals.

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Question 13

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Six Sigma is a quality and efficiency program derived from the concept of Total Quality Management,and was widely used in Japan before acceptance in the U.S.

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Question 14

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The Six Sigma name refers to the Greek letter meaning standard deviation from the mean.

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Question 15

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Six Sigma encompasses the activities necessary to get inputs and components to a production facility,through the production process,and out through a distribution system to the end user.

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Question 16

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The challenge for a company's human resource function is to find ways to lower wage and benefits costs.

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Question 17

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While Information Systems (IS)have greatly improved externally focused decision making,they have had little impact on lowering costs.

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Question 18

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Poor commercialization occurs when there is definite customer demand for a new product,but the product is not well adapted to customer needs because of factors such as poor design and poor quality.

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Question 19

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Poor positioning strategy arises when a company introduces a potentially attractive new product but sales fail to materialize because it is poorly positioned in the marketplace.

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Question 20

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A vital source of information about the causes of poor quality are the firm's own employees.

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