43.
The best reason for investing company resources in vertical integration (either forward or backward) is
to
44.
A good example of vertical integration is a
45.
A vertical integration strategy can expand the firm‘s range of activities
46.
The two most compelling reasons for a company to pursue vertical integration (either forward or
backward) are to
47.
For backward vertical integration into the business of suppliers to be a viable and profitable strategy, a
company
48.
Vertical integration strategies do not aim at
49.
Which of the following is NOT a potential advantage of backward vertical integration?
50.
Backward vertical integration can produce a
51.
The strategic impetus for forward vertical integration is to
52.
Which of the following is typically the strategic impetus for forward vertical integration?
53.
Which of the following is NOT a strategic disadvantage of vertical integration?
54.
A good example of forward vertical integration is a
55.
Bypassing regular wholesale/retail channels in favor of direct sales and Internet retailing can have
appeal if it
56.
A strategy of vertical integration can have substantial drawbacks, including
57.
For a backward vertical integration strategy into the business of suppliers to be viable and profitable, a
company must possess
58.
An outsourcing strategy
59.
The two big drivers of outsourcing are
60.
Outsourcing strategies
61.
Outsourcing the performance of value chain activities presently performed in-house to outside vendors
and suppliers makes strategic sense EXCEPT when
62.
Which of the following is NOT one of the benefits of outsourcing value chain activities presently
performed in-house?
63.
Which of the following is NOT one of the key benefits of employing an outsourcing strategy?
64.
Relying on outsiders to perform certain value chain activities offers such strategic advantages as
65.
Outsourcing strategies can offer such advantages as
66.
The big risk of employing an outsourcing strategy is
67.
Strategic alliances are
68.
Which of the following is defined as a formal agreement between two or more separate companies in
which they agree to work cooperatively toward some common objective?
69.
Which of the following is NOT a factor that makes an alliance “strategic” as opposed to just a
convenient business arrangement?
70.
The formation of a new corporation, jointly owned by two or more companies agreeing to share in the
revenues, expenses, and control, is known as
71.
Entering into strategic alliances and collaborative partnerships can be competitively valuable because
72.
An alliance becomes “strategic” as opposed to just a convenient business arrangement when it serves all
of the following strategic purposes EXCEPT
73.
The best strategic alliances
74.
Which of the following is NOT a strategically beneficial reason why a company may enter into strategic
partnerships or cooperative arrangements with key suppliers, distributors, or makers of complementary
products?
75.
Companies racing against rivals for global market leadership need strategic alliances and collaborative
partnerships with companies in foreign countries to
76.
A company racing to seize opportunities on the frontiers of advancing technology often utilizes strategic
alliances and collaborative partnerships to
77.
Which of the following is NOT one of the factors that affects whether a strategic alliance will be
successful and realize its intended benefits?
78.
Strategic alliances are more likely to be long-lasting when they involve