External Analysis: The Identification Of Opportunities And Threats

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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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In determining its opportunities and threats,a firm should focus on internal processes and capabilities.

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Question 2

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Opportunities arise when a company takes advantage of conditions in its environment to formulate and implement strategies that allow it to be more profitable.

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Question 3

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Over the last few decades,the United States steel industry has become less concentrated.

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Question 4

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The Cott Corporation,in the soft drink industry,is an example of how a company failed to overcome barriers to entry in an industry.

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Question 5

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The bottled water industry created new competitors for Coca-Cola,but did not change the basic industry boundaries.

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Question 6

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In Porter's framework,the stronger the five forces,the more limited the ability of established companies to raise prices and earn greater profits.

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Question 7

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Fortunately,substitute products are not a threat if a company is the market leader.

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Question 8

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The personal computer industry is uniquely dependent upon a powerful supplier,Intel.

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Question 9

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Access to cheaper capital is an example of an economy of scale.

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Question 10

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Even when entry barriers are very high,new firms may still enter an industry if they perceive that the benefits outweigh the costs of entry.

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Question 11

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In general,the more that an industry's product is like a commodity,the lower the intensity of any price war that may develop.

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Question 12

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Strong brand loyalty and high customer switching costs are low barriers to entering an industry.

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Question 13

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High exit barriers are most serious as a competitive threat when industry demand is declining.

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Question 14

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Government deregulation of telephone service lowered the barriers to entry and lowered industry profit margins.

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Question 15

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When buyers are in a weak bargaining position,companies in the supplying industry must lower their prices to increase profits.

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Question 16

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Intense rivalry lowers prices and raises costs.

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Question 17

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High tech industries are often dependent on complementor industries for their mutual success.

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Question 18

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Starbucks and an independent local café both sell coffee and therefore belong to the same strategic group.

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Question 19

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Strategic groups within an industry compete amongst themselves even though their business models may vary greatly.

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Question 20

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Rapid growth in industry demand enables companies to expand their revenues and profits without taking market share away from competitors.

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