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WPC 480 Final Exam Questions and Answers
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WPC 480 Final Exam Questions and Answers
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WPC 480 Final Exam Questions andAnswers
Strategic iiiimanagement iiii- iiiiAnswers iiii-An iiiiintegrative iiiimanagement iiiifield iiiithat
iiiicombines iiiianalysis, iiiiformulation, iiiiand iiiiimplementation iiiiin iiiithe iiiiquest iiiifor
iiiicompetitive iiiiadvantage.
Vision iiiiStatement iiii- iiiiAnswers iiii-describes iiiiwhat iiiiorganizations iiiiwant iiiito
iiiiaccomplish.
How iiiiis iiiia iiiivision iiiistatement iiiidifferent iiiithan iiiia iiiimission iiiistatement? iiii- iiiiAnswers iiii-
mission iiiiis iiiian iiiiaction iiiiplan. iiiiit iiiitalks iiiiabout iiiihow iiiiwere iiiigoing iiiito iiiiaccomplish
iiiithese iiiigoals.
Product-Oriented iiiiVision iiiiStatements iiii- iiiiAnswers iiii-defines iiiia iiiibusiness iiiiin iiiiterms
iiiiof iiiia iiiigood iiiior iiiiservice iiiiprovided. iiiiTends iiiito iiiimake iiiimanagers iiiitake iiiia iiiimore
iiiimyopic iiiiview iiiiof iiiithe iiiicompetitive iiiilandscape.
Customer iiiioriented iiiivision iiiistatement iiii- iiiiAnswers iiii-defines iiiia iiiibusiness iiiiin iiiiterms
iiiiof iiiiproviding iiiisolutions iiiito iiiicustomer iiiineeds. iiiiCan iiiimore iiiieasily iiiiadapt iiiito
iiiichanging iiiienvironments.
Vision iiiistatements iiiiand iiiifirm iiiiperformance iiiican iiiibe iiiipositively iiiiassociated iiiiif... iiii-
iiiiAnswers iiii-1) iiiiinternal iiiistake iiiiholders iiiihelp iiiidefine iiiithe iiiivision
2) iiiiorganizational iiiistructures iiiialign iiiiwith iiiithe iiiivision iiiistatement.
Mission iiiistatement iiii- iiiiAnswers iiii-It iiiidescribed iiiihow iiiithe iiiivision iiiiwill iiiibe
iiiiaccomplished iiii(what iiiithe iiiiorganization iiiidoes iiiito iiiiachieve iiiithe iiiivision)
How iiiidoes iiiia iiiimission iiiistatement iiiidiffer iiiifrom iiiia iiiivision iiiistatement? iiii- iiiiAnswers iiii-
Competitive iiiiadvantage iiii- iiiiAnswers iiii-superior iiiiperformance iiiirelative iiiito iiiiother
iiiicompetitors iiiiin iiiithe iiiisame iiiiindustry iiiior iiiithe iiiiindustry iiiiaverage.
Sustainable iiiicompetitive iiiiadvantage: iiii- iiiiAnswers iiii-outperforming iiiicompetitors iiiior
iiiithe iiiiindustry iiiiaverage iiiiover iiiia iiiiprolonged iiiiperiod iiiiof iiiitime.
Stakeholders: iiii- iiiiAnswers iiii-organizations, iiiigroups, iiiiand iiiiindividuals iiiiwho iiiican
iiiiaffect iiiior iiiiare iiiiaffected iiiiby iiiia iiiifirm's iiiiactions. iiii
(who iiiihave iiiia iiiivested iiiiclaim iiiior iiiiinterest iiiiin iiiithe iiiiperformance iiiiand iiiicontinued
iiiisurvival iiiiof iiiithe iiiifirm.
, Stakeholder iiiistrategy iiii- iiiiAnswers iiii-managing iiiistakeholders iiiiin iiiiorder iiiito iiiigain iiiiand
iiiisustain iiiicompetitive iiiiadvantage. iiii
(not iiiionly iiiishareholders iiiibut iiiialso iiiiother iiiiexternal iiiiand iiiiinternal iiiistakeholders
iiii(employees, iiiisuppliers, iiiicustomers, iiiienvironment, iiiicommunity...)
The iiiipurpose iiiiof iiiiexternal iiiianalysis
-Why iiiidoe iiiiwe iiiianalyze iiiian iiiiindustry iiiistructure iiiiand iiiiexternal iiiienvironment? iiii-
iiiiAnswers iiii-
What iiiiis iiiithe iiiiPESTEL iiiiframework? iiii- iiiiAnswers iiii-it iiiiallows iiiithe iiiiscanning,
iiiimonitoring, iiiiand iiiievaluating iiiiof iiiichanges iiiiand iiiitrends iiiiin iiiia iiiifirm's iiiimacro
iiiienvironment.
Six iiiifactors iiiiof iiiiPESTEL iiii- iiiiAnswers iiii-1. iiiiPolitical
2. iiiilegale
3. iiiiecological iiii
4. iiiitechnological
5. iiiisocio-cultural
6. iiiieconomic
Porter's iiiifive iiiiforces iiiimodel iiii- iiiiAnswers iiii-Key iiiifeatures iiiiof iiiifive iiiiforces- iiiiexternal
iiiienvironment iiiianalysis iiiimeasuring iiiithe iiiioverall iiiiattractiveness iiiiof iiiithe iiiiindustry. iiii
Each iiiiforce iiii
-threat iiiiof iiiientry iiiiis iiiihigh iiiiwhen...
-threat iiiiof iiiisubstitutes iiiiis iiiihigh iiiiwhen... iiii
-power iiiiof iiiibuyers iiiiis iiiihigh iiiiwhen...
-power iiiiof iiiisuppliers iiiiis iiiihigh iiiiwhen...
-rivalry iiiiamong iiiiexisting iiiicompetitors iiiiis iiiiintense iiiiwhen...
Industry iiiieffects iiii- iiiiAnswers iiii-firm iiiiperformance iiiiattributed iiiito iiiithe iiiistructure iiiiof
iiiithe iiiiindustry iiiiin iiiiwhich iiiithe iiiifirm iiiicompetes.
Firm iiiieffects iiii- iiiiAnswers iiii-firm iiiiperformance iiiiattributed iiiito iiiithe iiiiactions iiiistrategic
iiiileaders iiiitake.
Which iiiiis iiiimore iiiiimportant iiiiin iiiiexplaining iiiifirm iiiiperformance, iiiiindustry iiiieffect iiiivs
iiiifirm iiiieffect? iiii- iiiiAnswers iiii-
Core iiiicompetencies iiii- iiiiAnswers iiii-allows iiiia iiiifirm iiiito iiiidifferentiate iiiiits iiiiproduct iiiisand
iiiiservices iiiifrom iiiiits iiiirivals, iiiicreating iiiihigher iiiivalue iiiiof iiiithe iiiicustomer iiiior iiiioffering
iiiithe iiiiproducts iiiiand iiiiservices iiiiof iiiicomparable iiiivalue iiiiat iiiilower iiiicost.
What iiiiderives iiiicore iiiicompetencies? iiii- iiiiAnswers iiii-
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