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




Question;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#53770 | Written in 18-Jul-2015

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