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Four key constructs that describe the organization include all but one of the following:




Question 23 of 50;2.0 Points;Four key constructs that describe the organization include all but one of the following;A.People;B.Competitor's commitment;C.Systems;D.Culture;Synergy;A.May seem more exciting than it really is;B.Seldom involves implementation difficulties;C.Is usually established quickly and with limitied difficulties;D.Does not contribute materially to competitive advantage;Question 31 of 50;2.0 Points;Porter's five factor model provides insight into the present and future profitability of an industry.;A. True;B. False;Question 32 of 50;2.0 Points;Key success factors are assets and/or competencies that provide the basis for any competitor to be successful in an industry.;A. True;B. False;Question 34 of 50;2.0 Points;A strategic uncertainty should be evaluated with respect to its impact and relevance to future strategy.;A. True;B. False;Competencies should be evaluated based on strength and revenue potential.;A. True;B. False;Question 36 of 50;2.0 Points;One of the more important assets of many firms is the size of the customer base.;A. True;B. False;Question 38 of 50;2.0 Points;Synergy will result in one or more of the following: decreased revenues, increased operating costs or increased investment.;A. True;B. False;Question 39 of 50;2.0 Points;Business strategies should offer a clear value proposition to customers and be supported by assets and competencies and functional strategies and programs.;A. True;B. False;Value should be determined by the firm and not by the customer.;A. True;B. False;Question 41 of 50;2.0 Points;The three types of brand assets are brand awareness, brand equity, and brand loyalty.;A. True;B. False;Question 42 of 50;2.0 Points;Differentiation is increasingly difficult to create and maintain as competitors proliferate products and quickly copy advances.;A. True;B. False;Question 43 of 50;2.0 Points;Existing product markets are often attractive growth avenues because a firm has a base on which to build and momentum that can be exploited.;A. True;B. False;Question 44 of 50;2.0 Points;Three steps to determine which assets and competencies should be leveraged were suggested. The first was to inventory assets and competencies, the second was to find an area where the assets and competencies can be applied to generate advantage and the third was to analyze the potential synergy.;A. True;B. False;Question 45 of 50;2.0 Points;Entering into new markets or launching new products are met with the challenges of resistance to new products, lacking firm's assets and competencies in the new product's market and organizational access to resources necessary for launches.;A. True;B. False;Question 46 of 50;2.0 Points;Innovator's advantage provides the competitive advantages such as competitors' inability to respond in a timely manner, competitors' inability to respond at all or that the innovator cultivates a customer loyalty with its position in the market.;A. True;B. False;Question 47 of 50;2.0 Points;A strategic alliance is a collaboration leveraging the strengths of two or more organizations to achieve strategic goals.;A. True;B. False;Question 48 of 50;2.0 Points;A frequently unforeseen consequence of global expansion is that healthy markets, especially the home market, are put at risk by the diversion of resources.;A. True;B. False;Question 49 of 50;2.0 Points;Motivations for exiting include avoidance of drain on profits by dog businesses in portfolio and purging businesses that do not fit the strategy of the firm.;A. True;B. False;Question 50 of 50;2.0 Points;An organizational culture involves three elements: a set of shared values, a set of norms of behavior, and a context or environment.;A. True;B. False


Paper#25296 | Written in 18-Jul-2015

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