43.
Whether a broad differentiation strategy ends up enhancing a company’s profitability depends mainly on
whether
44.
Opportunities to differentiate a company’s product offering
45.
What are value drivers?
46.
A differentiation strategy works best when
47.
Which of the following is NOT one of the ways managers can enhance differentiation based on value
drivers?
48.
Brands create customer loyalty, which in turn
49.
Approaches to enhancing differentiation through changes in the value chain do NOT include
50.
The objective of differentiation is to
51.
A route to take in developing a differentiation advantage includes
52.
A healthy fast-casual restaurant that offers only vegetarian and vegan meals insists on portraying
organic ingredients in its advertisements, charges a higher price for its meals, and has a rigorous quality
control process to insure the cleanliness of its facilities. What strategy is the manufacturer using to
deliver superior value to customers?
53.
A differentiation-based competitive advantage
54.
Which of the following is NOT one of the four basic routes to achieving a differentiation-based
competitive advantage?
55.
Achieving a differentiation-based competitive advantage does NOT involve
56.
Perceived value and signaling value are often an important part of a successful differentiation strategy
because
57.
Broad differentiation strategies are well-suited for market circumstances where
58.
Broad differentiation strategies generally work best in market situations where
59.
A broad differentiation strategy works best in situations where
60.
A broad differentiation strategy generally produces the best results in situations where
61.
In which of the following market circumstances is a broad differentiation strategy generally NOT well–
suited?
62.
A low-cost provider strategy can defeat a differentiation strategy when
63.
A pitfall to avoid in pursuing a differentiation strategy is
64.
Which of the following is NOT one of the pitfalls of pursuing a differentiation strategy?
65.
Focused strategies keyed either to low cost or differentiation are especially appropriate for situations
where
66.
What sets focused (or market niche) strategies apart from low–cost leadership and broad differentiation
strategies is
67.
A focused low-cost strategy seeks to achieve competitive advantage by
68.
A focused low-cost strategy can lead to attractive competitive advantage when
69.
Which one of the following does NOT represent market circumstances that make a focused low-cost or
focused differentiation strategy attractive?
70.
A focused differentiation strategy aims at securing competitive advantage by
71.
The major difference between a low-cost provider strategy and a focused low-cost strategy is the
72.
A drink manufacturer finds setting up a plant to make its own bottle caps expensive and technically
difficult. Which of the following will be most helpful in solving the manufacturer’s problem?
73.
A government oil company is having trouble with the private refineries and transporters to whom it
delegates important stages of production. It decides to become more active along the entire supply chain
from locating deposits to retailing the fuel to consumers. Which of the following does it intend to
achieve?
74.
The risks of a focused strategy based on either low–cost or differentiation include the
75.
Focusing carries several risks, one of which is the
76.
Focusing the ability can secure a competitive edge but also carries some risks that could be detrimental
to the focused firm, such as
77.
Best-cost provider strategies are those that
78.
To profitably employ a best-cost provider strategy, a company must have the resources and capabilities
to
79.
A firm pursuing a best-cost provider strategy
80.
The objective of a best-cost provider strategy is to
81.
The competitive objective of a best-cost provider strategy is to