Internal Analysis: Distinctive Competencies,competitive Advantage,and Profitability

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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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Internal analysis is concerned with identifying a company's opportunities and weaknesses.

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Question 2

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Together with an analysis of the company's external environment,internal analysis gives managers the information they need to choose the business model and strategies that will enable their company to attain a sustained competitive advantage.

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Question 3

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If a company's profitability is higher than the industry average,it has a competitive advantage.

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Question 4

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Distinctive competencies are firm-specific strengths that allow a company to differentiate its products and/or achieve substantially lower costs than its rivals.

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Question 5

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Toyota's lean production system is the basis of its competitive advantage.

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Question 6

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All resources are tangible; there is no such thing as intangible resources.

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Question 7

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The more a resource is firm-specific and difficult to imitate,the more likely a company holding that resource is said to have a distinctive competency.

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Question 8

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According to Rose Marie Bravo of Burberry,creative ideas may come from a number of sources,but not from the accounting department,for good reasons.

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Question 9

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The price a company charges for a good or service is typically more than the utility placed on that good or service by the customer.

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Question 10

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The more utility a company creates for its customers,the more flexibility it has in determining prices.

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Question 11

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At the heart of any company's business model is the combination of congruent strategies aimed at creating distinctive competencies that differentiate its products and result in a lower cost structure.

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Question 12

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When a company has differentiated products,they have less pricing options.

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Question 13

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A value chain is a sequence of activities for transforming inputs into outputs that are valued by customers.

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Question 14

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At Adam's bicycle repair shop,the primary value chain activity of production occurs each time a customer's bicycle is repaired.

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Question 15

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Walmart pursues a low cost operator policy.

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Question 16

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The building blocks of competitive advantage are efficiency,quality,innovation,and profitability.

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Question 17

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Employee productivity is a common measure of efficiency.

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Question 18

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Imitating a company's capabilities tends to be more difficult than imitating its tangible and intangible resources.

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Question 19

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Patents typically provide the greatest barrier to imitation.

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Question 20

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Absorptive capacity refers to the ability of an enterprise to identify,value,assimilate,and use new knowledge.

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