Exam (elaborations)
Globus Final Exam | Latest Questions with 100% Correct Answers
- Course
- Institution
Globus Final Exam | Latest Questions with 100% Correct Answers
[Show more]
Content preview
Globus Final Exam | Latest Questionswith 100% Correct Answers
Once managers have identified the external threats to the company's well-being
and future prospects, they should✔ ✔ evaluate what strategic actions can be
taken to neutralize or lessen the impact of these external threats
When a company performs a competitively important activity better than rivals, it
is said to have✔ ✔ a distinctive competence in performing that activity
Which of the following is most likely to represent a competitively valuable
resource or capability?✔ ✔ One or more core competencies in
performing competitively important value chain activities
SWOT analysis is a powerful tool for✔ ✔ Sizing up a company's competitively
important strengths and weaknesses, its market opportunities, and the
external threats to its future well-being
Which of the following is not an option for lowering the costs of distribution-
related activities?✔ ✔ Implementing an activity-based cost accounting system
for all distribution-related activities and ceasing to perform all those
distribution-related activities having unacceptably high costs
According to the illustration in Table 4.3 and the accompanying discussion,
the methodology for doing a weighted competitive strength assessment
,entails✔ ✔ determining the most telling measures of competitive strength or
weakness (which usually include most of the industry's key success factors),
assigning weights to these measures, rating each company's strength on each
measure (often using a scale of 1 to 10), multiplying each company's strength
rating by its respective weight, and summing the weighted scores to get an overall
competitive strength score; the company with the highest weighted score is the
competitively strongest and the company with the lowest weighted score is the
weakest
Evaluating a company's collection of resources and capabilities, the
competitiveness of its prices and internal operating costs, and its competitive
strength versus rivals entails examining whether✔ ✔ the company's present
strategy is working well and whether the company is competitively stronger or
weaker than key rivals
In table 4.2, which one of the following is not an example of a potential
weakness or competitive deficiency that a company may have✔ ✔ A product
offering that is not strongly differentiated from rivals
According to Figure 4.1, which of the following is not pertinent in identifying a
company's present strategy?✔ ✔ The number and type of core competencies
a company has and the kinds of activities that comprise its valued chain
Which of the following statements about company value chains is
false?✔ ✔ Identifying the primary and secondary activities that comprise a
company's value chain and comparing these activities to the value chain
activities of rivals is called benchmarking
In a weighted competitive strength assessment like the one illustrated in Table
4.3, the measures selected as indicators of competitive strength should be based
,on✔ ✔ industry key success factors and other telling measures of
competitive strength or weakness
Which of the following statements about a company's resources and capabilities
is false?✔ ✔ Companies in the top of their industry typically have at least two
and sometimes as many as four distinctive competencies, plus a management
team that has proven dynamic capability to periodically freshen and renew the
company's resource portfolio
Which of the following statements in not accurate as concerns the task of
identifying the strategic issues and problems that management needs to address
and try to resolve in deciding what upcoming strategic actions to
take?✔ ✔ Identifying the strategic issues and problems that the company faces is
the first thing that company managers need to do before starting to analyze the
company's external environment, resources, capabilities, and overall
competitiveness
The three main areas in the value chain where significant differences in the costs
of competing firms can occur include✔ ✔ the costs of internally-performed
activities, the costs of activities performed by suppliers, and the costs of
activities performed in the forward part of the industry value chain (especially
distribution related activities)
Two useful tools for determining whether a company's customer value
proposition, prices, and costs are competitive are✔ ✔ value chain analysis
and benchmarking
which of the following is not an action that a company can take to do a better job
than rivals of performing value chain activities✔ ✔ outsourcing all production-
related activities
, which of the following statements about best-cost provider strategy is
false✔ ✔ what makes a best-cost provider strategy so attractive is the ability to
translate best-cost status into achieving the highest profit margins of any firm in
the industry.
A company achieves best-cost provider status by✔ ✔ developing the capability
to incorporate attractive upscale attributes at a lower cost than those rivals
with comparable upscale product offerings
Focused strategies keyed either to low cost or differentiation are especially
appropriate for situations where✔ ✔ the industry has many different niches and
segments, thereby allowing a focuser to pick a competitively attractive niche
that is not only suited to its competitively valuable resources and capabilities but
also lessens the risk of overcrowding that occurs when too many rivals attempt
to focus their energies on the same target segment.
a focused differentiation strategy aims at securing competitive advantage✔ ✔
with a product offering carefully designed to appeal to the unique preferences
and needs of a narrow, well-defined group of buyers.
The chief difference between a low-cost provider strategy and a focused low-cost
strategy is✔ ✔ the size of the buyer group that a company is trying to appeal to.
which one of the following is not a "value driver" (as shown in figure 5.3)
that, when properly used, can be a particularly effective pathway to creating
value-adding differentiating attributes for customers.✔ ✔ automation and
robotics technology that enhance labor productivity.
The benefits of buying summaries with Stuvia:
Guaranteed quality through customer reviews
Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.
Quick and easy check-out
You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.
Focus on what matters
Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!
Frequently asked questions
What do I get when I buy this document?
You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.
Satisfaction guarantee: how does it work?
Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.
Who am I buying these notes from?
Stuvia is a marketplace, so you are not buying this document from us, but from seller Examsplug. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy these notes for $13.49. You're not tied to anything after your purchase.
Can Stuvia be trusted?
4.6 stars on Google & Trustpilot (+1000 reviews)
77254 documents were sold in the last 30 days
Founded in 2010, the go-to place to buy study notes for 14 years now
