42.
Whether buyer bargaining power poses a strong or weak source of competitive pressure on industry
members depends in part on
43.
Which of the following is NOT a factor that causes buyer bargaining power to be stronger?
44.
Buyer bargaining power is stronger when
45.
Which of the following factors is NOT a relevant consideration in determining the strength of buyer
bargaining power?
46.
Collaborative relationships between particular sellers and buyers in an industry can represent a source of
strong competitive pressure when
47.
In which of the following circumstances are competitive pressures associated with the bargaining power
of buyers relatively moderate–to-weak?
48.
Competitive pressures stemming from buyer bargaining power tend to be weakest in which of the
following circumstances?
49.
Which of the following conditions acts to weaken buyer bargaining power?
50.
Buyers are in position to exert strong bargaining power in dealing with sellers when
51.
Which of the following factors is NOT a relevant consideration in judging whether buyer bargaining
power is relatively strong or relatively weak?
52.
Not all buyers of an industry’s product have equal degrees of bargaining power with sellers, because
53.
A competitive environment where 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
54.
A competitive environment where 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
55.
The stronger the collective impact of competitive pressures associated with the five competitive forces,
56.
Based on an analysis of the five competitive forces, in which of the following industries is profitability
likely to be lowest?
57.
Based on an analysis of the five competitive forces, in which of the following industries is profitability
likely to be highest?
58.
As a rule, the collective impact of competitive pressures associated with the five competitive forces
59.
A company’s strategy is increasingly effective the more it can match the company strategy to
competitive conditions, so the firm can
60.
The value net framework includes an analysis of
61.
Which of the following is NOT an example of a complementor?
62.
The “driving forces” in an industry
63.
Industry conditions change because of
64.
The task of driving-forces analysis is to
65.
One of the steps of driving–forces analysis is to identify which
66.
Which of the following is NOT generally a “driving force” capable of producing fundamental changes
in industry and competitive conditions?
67.
Which of the following is most UNLIKELY to qualify as driving forces?
68.
Which of the following does NOT qualify as potential driving forces capable of inducing fundamental
changes in industry and competitive conditions?
69.
Which of the following is MOST likely to qualify as a driving force?
70.
Which of the following is NOT a common type of driving force?
71.
Increasing globalization of the industry can be a driving force because
72.
Driving-forces analysis helps managers identify whether
73.
Evaluating the industry’s driving forces, as a whole, requires understanding their influence on the
attractiveness of industry environment and generally are
74.
In analyzing driving forces, the strategist’s role is to
75.
Which of the following is NOT an integral part of driving-forces analysis?
76.
The real payoff of driving forces is to help managers understand
77.
Driving-forces analysis has
78.
Which of the following driving forces would have the LEAST impact on the attractiveness of the
automobile industry?
79.
What is the best technique for revealing the different market or competitive position that rival firms
occupy in the industry?
80.
A strategic group
81.
Not all positions on a strategic group map are equally attractive because
82.
An industry contains one strategic group when all sellers