26.
Which one of the following increases the competitive pressures associated with the threat of
entry?
27.
The competitive threat that outsiders will enter a market is weaker when
28.
Which of the following is generally
not
considered as a barrier to entry?
29.
The best test of whether potential entry is a strong or weak competitive force is
30.
The most powerful of the five competitive forces is usually the
31.
Factors that cause the rivalry among competing sellers to be weak include
32.
Which one of the following does
not
cause the rivalry among competing sellers to be weak?
33.
Rivalry among competing sellers tends to be less intense when
34.
Rivalry among competing sellers is generally more intense when
35.
Rivalry among competing firms tends to be more intense when
36.
A competitive environment in which there is weak to moderate rivalry among sellers, high
entry barriers, weak competition from substitute products, and little bargaining leverage on
the part of both suppliers and customers
37.
A competitive environment in which there is strong rivalry among sellers, low entry barriers,
strong competition from substitute products, and considerable bargaining leverage on the part
of both suppliers and customers
38.
As a rule, the stronger the collective impact of competitive pressures associated with the five
competitive forces, the
39.
The “driving forces” in an industry
40.
Industry conditions change
41.
Steps involved in driving forces analysis include:
42.
Driving forces analysis
43.
Which of the following is
not
generally a “driving force” capable of producing fundamental
changes in industry and competitive conditions?
44.
Which of the following are most unlikely to qualify as driving forces?
45.
Which of the following do not qualify as potential driving forces capable of inducing
fundamental changes in industry and competitive conditions?
46.
Which one of the following is
not
a common type of driving force?
47.
An industry’s driving forces
48.
A strategic group
49.
A strategic group consists of those firms in an industry that
50.
Which of the following is
not
an appropriate guideline for developing a strategic group map for
a given industry?
51.
Not all positions on a strategic group map are equally attractive because
52.
The payoff of good scouting reports on rivals is improved ability to