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WPC 480 ASU final Exam Questions and Answers (Graded A)
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WPC 480 ASU final Exam Questions and Answers
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WPC 480 ASU final Exam Questions andAnswers
The iitwo iibusiness iimodels iiwe iireviewed—Industrial iiOrganization iiand iiResource-
Based—focus, iirespectively, iion ii_____ iiand ii_____ iianalysis: ii- iiAnswers ii-external;
iiinternal
What iiis iithe iiprimary iiobjective iiof iia iicompany iistrategy? ii- iiAnswers ii-Achieving
iisustainable iicompetitive iiadvantage.
Below iiare iiseveral iistatements iifrom iicompanies. iiWhich iiof iithese iiis iia iivision
iistatement? ii- iiAnswers ii-Habitat iifor iiHumanity: iiA iiworld iiwhere iieveryone iihas iia
iidecent iiplace iito iilive.
A iimission iistatement iican iidescribe: ii- iiAnswers ii-what iithe iicompany iidoes iiin iiterms iiof
iiits iicustomers iiand iitheir iineeds iiand iiwhat iicore iicompetencies iiit iiutilizes iito iimeet
iithose iineeds.
When iisegmenting iiglobal iigeographical iimarkets, iiwhat iicountries iiwould iian iianalyst
iireview iiwhen iidoing iia iiMINT iianalysis? ii- iiAnswers ii-Mexico, iiIndonesia, iiNigeria,
iiTurkey
A iitelecommunications iicompany iiis iiimpacted iiby iigovernment iiregulations iiof iithe
iiwireless iispectrum, iicell iitower iilocations, iiand iiinternet iiaccessibility. iiThe iicompany
iidecides iito iihire iia iilobbying iifirm iito iirepresent iiits iiinterests iiwith iithe iiU.S. iigovernment,
iispecifically iithe iiFCC, iiFTC, iiand iiCongress. iiThis iiis iian iiexample iiof iia iicompany
iimanaging iiwhich iiPESTEL iienvironmental iifactor? ii- iiAnswers ii-Political
The iilikelihood iiof iientry iiof iinew iicompetitors iiis iiaffected iiby ii_____ iiand ii_____. ii-
iiAnswers ii-barriers iito iientry; iiexpected iiretaliation iiof iicurrent iiindustry iiorganizations
From iiFive iiForces iianalysis, iisuppliers iiare iimost iipowerful iiwhen iia iicompany: ii-
iiAnswers ii-would iihave iiswitching iicosts iiif iiit iiwent iito iia iidifferent iisupplier iibecause iithe
iicurrent iisupplier's iiproducts iiare iiunique.
An iiintangible iiresource iiis iione iithat: ii- iiAnswers ii-is iirooted iideeply iiin iithe iicompany
iihistory iiand iiculture, iiis iigathered iiover iitime, iiand iiis iidifficult iifor iicompetitors iito
iianalyze iior iiimitate.
All iicore iicompetencies iihave iithe iipotential iito iibecome iicore: ii- iiAnswers ii-rigidities.
, In iithe iiresource-based iimodel iiof iiabove-average iireturns, iia iicore iicompetency iiis ii-
iiAnswers ii-something iithat iigives iia iicompany iian iiedge iiover iithe iicompetition,
iisomething iithat iithe iicompany iipossesses iithat iiits iicompetitors iido iinot iihave, iiand
iisomething iithat iiis iitoo iidifficult iior iicostly iifor iicompetitors iito iicopy iior iiproduce iian
iialternative.
A iicompany iiis iianalyzing iiits iivalue iichain iito iidiscover iiits iivalue-creating iiactivities.
iiWhile iiformulating iiits iistrategy, iithe iifirm iiwill: ii- iiAnswers ii-evaluate iithe iiprimary
iiactivities iiand iisupport iifunctions iito iidetermine iiwhich iiof iithese iicontribute iithe iigreatest
iivalue iiin iithe iiproduct iior iiservice iibeing iisold iito iicustomers.
An iialternative iito iithe iiCost iiLeadership iivs. iiDifferentiation iiapproach iiwas iipresented iiin
iiclass. iiWhich iiof iithe iifollowing iiwas iiNOT iione iiof iithe iithree iivalue iidisciplines iifrom iithe
iibook iiThe iiDiscipline iiof iiMarket iiLeaders? ii- iiAnswers ii-Continual iiInnovation
Research iiindicates iithat iia iicompetitive iiadvantage iiin iilogistics iiis iia iiprimary iistrategy
iithat iicreates iithe iimost iivalue iifor iia iicost iileadership iistrategy. iiChoose iiwhich iiof iithese
iivalue-creating iiactivities iishould iibe iia iifocus iifor iia iicompany iipursuing iia iicost
iileadership iistrategy. ii- iiAnswers ii-Supply iichain
Market iisegmentation iiis iia iipart iiof iiall iibusiness-level iistrategies iiand iiis iiused iito
iidetermine iiwhich iicustomers iito iiserve. iiThis iiis iimost iicritical iifor iiwhich iibusiness-level
iistrategies? ii- iiAnswers ii-
All iiof iithe iifollowing iiare iiconsidered iigeneric iibusiness-level iistrategies iiEXCEPT: ii-
iiAnswers ii-product iidiversification.
Which iicharacteristic iibest iidescribes iitactical iiactions? ii- iiAnswers ii-
FedEx iiand iiUnited iiPostal iiService iicompete iiin iimany iiof iithe iisame iimarkets iiand iihave
iisimilar iitypes iiof iitruck iiand iiairplane iifleets, iisimilar iilevels iiof iifinancial iicapital, iiand
iiother iisimilarities. iiThese iitangible iiand iiintangible iiresources iibetween iithe iitwo iifirms
iidescribes iithe: ii- iiAnswers ii-resource iisimilarity.
Apple iiquickly iilaunches iitheir iinext iiwave iiof iiinnovative iiiPhones iiin iiorder iito iikeep iiup
iiwith iicompetitors iilike iiSamsung iiand iiMicrosoft. iiImitation iiis iirapid iiand iiinexpensive iiin
iithe iismartphone iiindustry. iiApple iiis iia iipart iiof iiwhat iikind iiof iimarket? ii- iiAnswers ii-
Fast-cycle iimarket
A iifirm iithat iiresponds iito iithe iifirst iimover's iicompetitive iiaction, iitypically iithough
iiimitation, iiis iicalled iia: ii- iiAnswers ii-second iimover.
The iiultimate iitest iiof iithe iivalue iiof iia iicorporate-level iistrategy iiis iiwhether iithe: ii-
iiAnswers ii-businesses iiin iithe iiportfolio iiare iiworth iimore iiunder iithe iimanagement iiof
iithe iicompany iiin iiquestion iithan iithey iiwould iibe iiunder iiany iiother iiownership.
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