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Topic: Types of Competitive Advantage and Sustainability
119.
At one CVS drugstore, a four-pack of Energizer AA batteries was on sale at 2.99 USD compared with a
Duracell four-pack at 4.59 USD. The Duracell market share dropped 2 percent in a recent two-year
period, and its profits declined over 30 percent. Why did this happen?
120.
The text discusses three approaches to combining overall cost leadership and differentiation competitive
advantages. Which of the following is not one of these three approaches?
121.
A __________ can be defined as the total profits in an industry at all points along the industry value
chain.
122.
Which of the following is not a potential pitfall of an integrated overall low cost and differentiation
strategy?
123.
Mass customization permits companies to manufacture unique products in relatively _________
quantities at ______ costs.
124.
Anderson Windows lowered costs, enhanced quality and variety, and improved its response time to
customers by
125.
A risk for a firm that tries to attain both cost and differentiation advantages is that it can be stuck in the
middle. An example of this is supermarkets because their _____ structure is _____ than discount
retailers and customers do not value their products and services as being high-end such as those offered
by Whole Foods.
126.
The Pepsi algorithm that permits it to lower out of stock inventory is a result of using
127.
Corporations increasingly collect and analyze data on their customers. This is known as
128.
Many firms have achieved success by integrating activities throughout the extended value chain by
using _______ to link their own value chain with the value chains of their customers and suppliers.
129.
Outside the flight experience itself, airlines are generating revenue by charging fees for credit cards,
frequent-flyer programs, and access to airport lounges. This serves to
130.
By separating the value of the actual flight from the services associated with flying, airlines have greatly
expanded the __________ associated with flying.
131.
Underestimating expenses associated with coordinating value-creating activities in the extended value
chain can be a result of ______ integration of cost leadership and differentiation.
132.
Which of the following is not a reason for the possible erosion of company competitive advantage?
133.
Atlas Door created competitive advantage by reducing the time to receive and process an order and
through installing a just-in-time logistics operation. Which of the following is not a reason for their
favorable position relative to the five forces of industry competition?
134.
Dell lost its competitive advantage starting in 2007 because it
135.
Company competitive advantages can be eroded by all of the following except
136.
Barnes and Noble lost its market share in book retailing to Amazon. It tried to regain market share by
offering a similar electronic reader, the Nook, to the Amazon Kindle series. This demonstrates that
Barnes and Noble lacked
137.
Atlas Door tightly controlled logistics so that it always shipped only fully complete orders to
construction sites. In regards to the five forces model, which of the following is a reason this might give
them competitive advantage?
138.
In evaluating the sustainability of the Atlas Door competitive advantages over the long run, it is
important to evaluate the ability of rivals to
139.
Atlas Door created competitive advantages in overall low cost and differentiation by creating
___________ among value-chain activities.
140.
Atlas Door relies on technologies that are rather well known and non-proprietary. This opens it up to the
potential of
141.
Atlas Door could lose competitive advantage for all of the following reasons except
142.
Rivals would find it difficult to challenge Atlas Door in the short run because of
143.
Rivals would find it difficult to challenge Atlas Door in the short run because of
144.
Which of these statements regarding the industry life cycle is true?
145.
Which of the following statements about the introduction stage of the market life cycle is true?
Topic: Industry Life Cycle Stages: Strategic Implications
146.
In the __________ stage of the industry life cycle, the emphasis on product design is very high, the
intensity of competition is low, and the market growth rate is low.
147.
The growth stage of the industry life cycle is characterized by
148.
In the __________ stage of the industry life cycle, there are many segments, competition is very intense,
and the emphasis on process design is high.
149.
In a given market, key technology no longer has patent protection, experience is not an advantage, and
there is a growing need to compete on price. What stage of its life cycle is the market in?
150.
A market that mainly competes on the basis of price and has stagnant growth is characteristic of what
life cycle stage?
151.
As markets mature,
152.
The size of pricing and differentiation advantages between competitors decreases in which stage of the
market life cycle?
153.
Which of the following is most often true of mature markets?
154.
In the __________ stage of the industry life cycle, there are few segments, the emphasis on process
design is low, and the major functional areas of concern are general management and finance.
155.
The most likely time to pursue a harvest strategy is in a situation of
156.
Research shows that which one of the following is not a strategy used by firms engaged in successful
turnarounds?
157.
Piecemeal productivity improvements during a turnaround typically do not involve
158.
Which of the following is not a reason for the successful turnaround HSN experienced by 2014 under
CEO Mindy Grossman?
159.
Proctor and Gamble announced that it would sell off or close down up to 100 of its brands. This is an
example of which turnaround strategy used by successful companies?
160.
Outright sales or sale and leaseback free up considerable cash and improve returns. This is an example
of which turnaround strategy used by successful companies?
161.
Improving business processes by reengineering them, benchmarking specific activities against industry
leaders, encouraging employee input to identify excess costs, increasing capacity utilization, and
improving employee productivity lead to a significant overall gain. These are examples of which
turnaround strategy used by successful companies?
162.
Most turnarounds require a firm to carefully analyze its relevant environments. The _______ analysis
leads to identification of market segments or customer groups that may still find the product attractive.
163.
Most turnarounds require a firm to carefully analyze its relevant environments. ________ analysis
results in actions aimed at reduced costs and higher efficiency.
