Questi Question 11 O Quest O Questi O Questi Which of the following is not a means of lowering the otherwise high costs of internally O Questi performed value chain activities? O Questic O Questio Implementing an activity-based cost accounting system that identifies high-cost activities and 0 Question then eliminating those activities with the highest costs from the company's value chain O Question O Ceasing to perform activities of minimal value to customers O Question Relocating high-cost activities (such as manufacturing) to geographic areas like Southeast O Question Asia or Latin America or Eastern Europe where they can be performed more cheaply O Question O Outsourcing certain high-cost activities being performed internally to outside vendors or O Questi/ contractors who can perform them more cheaply than they can be performed in-house O Question 1 Implementing the use of best practices throughout the company, but most particularly for O Question 1 those activities where costs are higher than those of some or many rivals 0 Question 1 O Question 10 Copying, redistributing or website pouting is expressly prohibited and constitutes copyright violation O Question 17 Copyright 2020 by Glo-Bus Software, Inc O Question 18 O Question 19 Answered O No Answer 00000000000000000000 200 by GLOBUS Sot Privacy Poles of Use Question 12 Which of the following statements about a company's resources and capabilities is false? O A company requires a dynamically evolving portfolio of competitively valuable resources and capabilities to sustain its competitiveness and help drive improvements in its performance-otherwise, the power of its competitive assets grow stale Companies in the top tier 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 Diligent managerial attention to sharpening and recalibrating company competencies and capabilities protects a company's long-term competitiveness against the improving capabuties of rivals and their strategic maneuvering to win bigger sales and market shares. - When a company's executive management team achieves proficient dynamic capability to modily, deepen, and augment the company's resources and competitive capabilities, the company's competitiveness in the marketplace is significantly enhanced For a company's important resources and capabilities to remain competitively valuable over time, they must be continually polished, updated, and sometimes augmented with altogether new kinds of resources and expertise 7 0000000000000000 O Quest O Quest O Quest 0 Queste C - Answer O No Ansy Copying, redistributing or website posting is expressly prohibited and constitutes copyright violation Copyright 2020 by Glo Bus Software, Inc. 2000 by GLOBU Question 13 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 O the company has more competitively valuable resources and capabilities than do close rivals and also whether the company has more market opportunities than external threats. the company's present strategy is working well and whether the company is competitively stronger or weaker than key rivals. the company has the industry's lowest cost value chain. the company's strategy is well-matched to the industry's driving forces and key success factors the company's present strategy is producing better profit margins and higher earnings per Share than are the strategies of its close rivals and, if not what new resources and capabilities are needed to correct this 00000000000000000000 UUU Oo Copying, redistributing, or website posting is expressly prohibited and constitutes copyright violation Copyright 2020 by Glo-Bus Software Inc Que Answ O = No A 2000 by GLC Privacy Policy Question 15 As shown in Figure 4.2, the three steps of SWOT analysis include O (1) ascertaining how well the company's strategy is working. (2) considering alternative strategies for improving the company's performance, and then (3) deciding what specific actions should be taken to boost the company's long-term performance, (1) determining whether the company's competitive assets enable it to deliver good value to customers via the company's value chain, (2) drawing conclusions about the company's overall business situation, and (3) deciding whether it has adequate resources and competitive capabilities to improve the company's performance. (1) identifying how many market opportunities the company has. (2) deciding whether it has adequate resources and competitive capabilities to capture them, and (3) deciding what actions to take to improve the company's strategy and achieve sustainable competitive advantages over close rivals O (1) identifying the company's internal strengths and weaknesses, its market opportunities, and the external threats to its future well-being, (2) drawing conclusions from the SWOT listings about the company's overall business situation, and (3) translating these conclusions into strategic actions for improving the company's strategy and business prospects O (1) identifying the company's competitive strengths, (2) deciding whether it has adequate competitivo capabilities to capture all available market opportunities, and (3) deciding what actions to take to improve the company's profitability UUV00000000000000 B = Ans O = No A Question 16 Benchmarking involves O using activity-based cost accounting to determine how a company's resource costs compare against the resource costs of its close rivals. comparing how a company's own best practice costs stack up against the best practice costs of its rivals. using company financial statements to determine which companies in an industry have the lowest overall cost per unit sold. O comparing the best practices in one industry against the best practices in another industry. o comparing how different companies (both inside and outside the industry) perform various value chain activities and then making cross-company comparisons of the costs of these activities 00000000000000000000 99999 Copying, redistributing, or website posting is expressly prohibited and constitutes copyright violation Copyright 2020 by Glo-Bus Software, Inc. O Que O Quer E = Answ. O = No An 2000 by GLO Privacy Policy Question 17 A company's value chain O consists of all the activities that it performs in seeking to deliver value to shareholders (via higher dividends and a higher stock price) identifies all of the different activities a company performs and indicates what percentage of the company's total profits is contributed by each of the various activities. O concerns the basic process the company goes through in performing R&D and developing new products. depicts all of the different activities a company performs and indicates how much each activity contributes to overall shareholder value. consists of two broad categories of activities: the primary activities foremost in the company's scheme for creating and delivering value to customers and the requisite support activities that facilitate and enhance the performance of the primary activities 00000000000000000000 220Ronn Copying, redistributing, or website posting is capressly prohibited and constitutes copyright violation Copyright 2020 by Glo-Bus Software, Inc. 2020 by GLO Privacy Policy ) - 48 + 19. 110 Question 18 When a company performs a competitively important activity better than rivals, it is said to have O a sustainable competitive advantage over rivals based on dynamic capabilities. o a competitively valuable resource strength. O a core competence in performing that activity. O a competitive capability O a distinctive competence in performing that activity 000000000000000000 9900 Copying, redistributing, or website posting is expressly prohibited and constitutes copyright violation Copyright 2020 by Glo-Bus Software, Inc. According to Figure 4.1, which of the following is not pertinent in identifying a company's present strategy? O Management's planned, proactive moves to attract customers and outcompete rivals and its initiatives to build a particular type of competitive advantage The company's strategic intent and the moves it has made to build an attractive value chain The company's actions to respond to changing conditions in the macroenvironment or in industry and competitive conditions Efforts to build competitively valuable partnerships and strategic alliances with other enterprises Efforts to expand or narrow the company's geographic coverage UUD0000000000000 oo odo Copying, redistributing, or website posting is expressly prohibited and constitutes copyright violation Copyright 2020 by Glo-Bus Software, Inc. Which of the following statements about company value chains is false? The "outputs" of an organization's value chain activities are the value delivered to customers and the resulting revenues it collects The activities that comprise a company's value chain reveal just how well a company's resources and capabilities are well-matched to the industry's key success factors and distinctive competence requirements Typically, there are important differences in the value chains of rival companies The puts of an organization's value chain are all of the resources required to conduct the vanous value chain activities, use of these resources creates costs When the revenues generated from an organization's activities are sufficient to cover the vanous resource costs and yield an attractive profit, then the organization has an appealing value chain-its customer value proposition and its profit proposition are well-aligned and signal a successful business model. 0000000000000000000 222 DOO Copying, redistributing or website posting is expressly prohibited and constitutes copyright violation Copyright 2020 by Glo-Bus Software, Inc O Que O Que C = Answ - No A 2000 by GLO Pacy Pot Question 6 Next > Previous According to the illustration in Table 4.3 and the accompanying discussion, the methodology Tor doing a weighted competitive strength assessment entails O picking 5-8 types of profit-enhancing resources, assigning positive or negative weights to cach measure (such that the sum of the weights equal 0), rating each company on each resource type (often using a scale of 1 to 10), multiplying each company's resource rating by its respective weight, and summing the weighted scores to get an overall profil enhancing resource strength score, the company with the highest positive score is the competitively strongest and the company with the highest negative score is the weakest. O picking 5-8 measures of competitive strength, assigning weights to each measure based on their perceived importance in determining whether a company will be profitable or lose money, rating each company's strength on each measure (typically using a scale of 1 to 10), multiplying each strength rating by its respective importance to profitability, and summing the weighted ratings to get an overall strength score--the company with the highest weighted score is best positioned to make the largest profit and the company with the lowest score is destined to be the least profitable (or maybe lose money) O picking 5-8 types of valuable resources, rating each company's strength on each resource type (often using a scale of 1 to 10), and summing the ratings to get an overall resource Strength score for each company--the company with the highest overall resource strength Score is the competitively strongest and the company with the lowest score is the weakest. Opicking 5-8 types of competitively important resources, assigning weights to each resource type based on their perceived importance in determining a company's market share, rating 000000 CEA ON 2000 by Privacy Po I 110 1 11 Opicking 5-8 types of profit-enhancing resources, assigning positive or negative weights to each measure (Such that the sum of the weights equal 0), rating each company on each resource type (often using a scale of 1 to 10), multiplying each company's resource rating by its respective weight, and summing the weighted scores to get an overall profil enhancing resource strength score, the company with the highest positive score is the competitively strongest and the company with the highest negative score is the weakest. o picking 5-8 measures of competitive strength, assigning weights to each measure based on their perceived importance in determining whether a company will be profitable or lose money, rating each company's strength on each measure (typically using a scale of 1 to 10), multiplying each strength rating by its respective importance to profitability, and summing the weighted ratings to get an overall strength score--the company with the highest weighted score is best positioned to make the largest profit and the company with the lowest score is destined to be the least profitable (or maybe lose money). Opicking 5-8 types of valuable resources, rating each company's strength on each resource type (often using a scale of 1 to 10), and summing the ratings to get an overall resource strength score for each company--the company with the highest overall resource strength score is the competitively strongest and the company with the lowest score is the weakest. O picking 5-8 types of competitively important resources, assigning weights to each resource type based on their perceived importance in determining a company's market share, rating each company's strength on each resource type (typically using a scale of 1 to 10), multiplying each strength rating by its respective weight, and summing the weighted scores to get an overall resource strength score the company with the highest weighted score is best positioned to be the industry's market share loader and the company with the lowest score is destined to have the lowest market share and probably be driven out of business by its rivals. 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 00000000000000000000 220 2200DDA o Que e Answe O No Ang Privacy P L