Exam 6: Strengthening a Companys Competitive Position: Strategic Moves, Timing, and Scope of Operations

A) combat the bargaining power of foreign suppliers and help defend against the competitive threat of substitute products produced by foreign rivals.
B) help raise needed financial capital from foreign banks and use the brand names of their partners to make sales to foreign buyers.
C) get into critical country markets quickly,gain inside knowledge about unfamiliar markets and cultures,and access valuable skills and competencies that are concentrated in particular geographic locations.
D) help wage price wars against foreign competitors.
E) exercise better control over efforts to revamp the global industry value chain.

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A) Expanding a company's geographic coverage.
B) Gaining quick access to new technologies or complementary resources and capabilities.
C) Leading the convergence of industries whose boundaries are being blurred by changing technologies and new market opportunities.
D) Extending the company's business into new product categories.
E) All of these.

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A) establishing strong interpersonal relationships to facilitate communication.
B) incorporating contractual safeguards.
C) making opportunities for learning a routine management process.
D) establishing a system to manage alliances in a systematic fashion.
E) creating organizational learning barriers across boundaries.

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Strategic alliances and collaborative pa...

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A) whether to focus on building competitive advantages.
B) whether to employ the element of surprise as opposed to doing what rivals expect and are prepared for.
C) whether to display a strong bias for swift,decisive,and overwhelming actions to overpower rivals.
D) whether to create and deploy company resources to cause rivals to defend themselves.
E) All of these.

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A) a joint venture.
B) a limited liability company.
C) a partnership.
D) sole proprietorship.
E) an S corporation.

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A) The range of activities the firm performs externally and its social responsibility activities
B) To gain competitive advantage based on where it locates its various value chain activities
C) The firm's capability to employ vertical integration strategies
D) The range of activities the firm performs internally and the breadth of its product offerings,the extent of its geographic market,and its mix of businesses
E) To prevent foreign competition from affecting the market

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A) whether horizontal integration can limit the performance of strategy-critical activities in ways that increase cost,build expertise,protect proprietary know-how,or increase differentiation.
B) raising the firm's capital investment in the industry and increasing business risk,as well as providing less flexibility in accommodating shifting buyer preferences by locking the firm into relying on its own in-house activities.
C) the environmental costs of coordinating operations across vertical chain activities.
D) the ease to manage a set of skills and capabilities needed to operate in another stage of the vertical chain.
E) the difficulties faced in entering outside vertical and horizontal markets.

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A) To improve access to new markets.
B) To expedite the development of promising new technologies or products.
C) To enable greater opportunities for employee advancement.
D) To improve supply chain efficiency.
E) To overcome disadvantages of small production volumes that limit scale economies and low production costs.

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A) Whether to focus on building competitive advantages.
B) Whether to employ the element of surprise as opposed to doing what rivals expect and are prepared for.
C) Whether to employ a market share leadership strategy.
D) Whether to display a strong bias for swift,decisive,and overwhelming actions to overpower.
E) Whether to create and deploy company resources to cause rivals to defend themselves.

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A) Streamlines company operations in ways that improve organizational flexibility and cuts the time it takes to get new products into the marketplace.
B) Allows a company to concentrate on its core business,leverage its key resources,and do even better what it already does best.
C) Helps the company assemble diverse kinds of expertise speedily and efficiently.
D) Enables a company to gain better access to end users and better market visibility.
E) Improves a company's ability to innovate.

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A) are nearly always successful in achieving their desired purpose.
B) frequently do not produce the hoped-for outcomes.
C) are generally less effective than forming alliances or partnerships with these same companies.
D) are highly risky because of the financial drain that comes from using the company's cash resources to pay for the costs of the merger or acquisition.
E) are usually more successful in achieving cost reductions than in expanding a company's market opportunities.

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A) strategy and competitive advantage.
B) the presence of available resources and competitive capabilities.
C) whether the end result is related to horizontal or vertical scope.
D) creating a more cost-efficient operation out of the combined companies.
E) the details of ownership,management control,and the financial arrangements.

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A) gain better access to end users and better market visibility.
B) achieve the same scale economies as wholesale distributors and/or retail dealers.
C) control price at the retail level.
D) bypass distributors and dealers and sell direct to consumers at the company's website.
E) build a core competence in mass merchandising.

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A) must first be a proficient manufacturer.
B) must be able to achieve the same scale economies as outside suppliers and match or beat suppliers' production efficiency with no drop-off in quality.
C) must have excess production capacity so that it has an ample in-house ability to undertake additional production activities.
D) needs to have a wide product line,so it can supply parts and components for many products.
E) should have a distinctive competence in production process technology and at least a core competence in manufacturing R&D.

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A) expanding a company's geographic coverage or extending its business into new product categories.
B) reducing the number of industry key success factors.
C) reducing the number of strategic groups in the industry.
D) facilitating a company's shift from a low-cost leadership strategy to a focused low-cost strategy.
E) lengthening a company's value chain and thereby putting it in a better position to deliver superior value to buyers.

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A) are generally successful.
B) work well in cooperatively developing new technologies and new products but seldom work well in promoting greater supply chain efficiency.
C) work best when they are aimed at achieving a mutually beneficial competitive advantage for the allies.
D) can suffer culture clash and integration problems due to different management styles and business practices.
E) are rarely useful in helping a company win the race for global industry leadership.

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