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This document summarizes key concepts from Chapter 2 on strategy analysis. It discusses the importance of analyzing a firm's strategy to understand risks, profitability, and competitive advantages. It also covers Porter's five forces framework for industry analysis, competitive and corporate strategy analysis. Specific examples analyze the European airline industry and IKEA's strategy of low-cost differentiation.
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"50% off" sale every month
Divest
Niche or harvest
Invest in R&D
2. Amazon's strategy involves offering expanded variety but at very competitive prices. This is primarily achieved through
Economies of scope
Focus on international markets
Economies of scale
Innovative products
3. Uber is an example of industry chaining in which of the following ways?
Economies of scale for service providers
Economies of scope for customers
Improving access and reduced search costs for customers and service providers
Lower wages for service providers and lower prices for customers
4. Shareholder returns are primarily derived from
Growth in share value and dividend payments
dividend payments only
Growth in company profits
Growth in the share value only
5. Strategy is defined best as:
A unique value proposition supported by sound financial decisions
A unique value proposition supported by synergies in operations
A unique value proposition supported by aggressive marketing
A unique value proposition supported by a complex supply chain
6. The cost of attracting new customers is the highest with which of the following groups?
Early adopters
Late majority
Laggards
Innovators
7. In the context of the Differentiation (Quality) vs Efficiency trade-off curve, the efficient frontier refers to:
The company that provides maximum quality for a given cost
The company that provides minimum cost
The company that provides maximum quality
The company that maximizes efficiency
8. Nike hiring sports stars to be brand ambassadors is an example of which of the following mechanisms?
Market development
Customer segmentation
Product development
Market penetration
9. Which of the following is an indication of strategic committment of a company in an industry
Lowering wages of the workforce
Increased technology investment
Acquiring real-estate in an urban location of demand
Increased divident payments for two years in a row
10. A pharma company with a deep roster of capable engineers and scientists and that is the market leader is best advised to begin development of a new drug as:
A partnership with smaller competitors
License its innovation from other laboratories
An independent venture
Smaller scale effort
11. The most valuable competency in the declining phase of an industry is:
Resposiveness
Innovation
Efficiency
Quality
12. There is often limited capacity relative to demand in the early growth period of an industry because:
Capacity is very expensive in the later stages of an industry
Only few companies have products or technologies in a budding industry
Prices tend to be low in the embryonic stage
Many companies compete for early advantage in an emerging industry
13. If the willingness to pay of .
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Divest
Niche or harvest
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Economies of scope
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Economies of scale for service providers
Economies of scope for customers
Improving access and reduced search costs for customers and service providers
Lower wages for service providers and lower prices for customers
4. Shareholder returns are primarily derived from
Growth in share value and dividend payments
dividend payments only
Growth in company profits
Growth in the share value only
5. Strategy is defined best as:
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A unique value proposition supported by synergies in operations
A unique value proposition supported by aggressive marketing
A unique value proposition supported by a complex supply chain
6. The cost of attracting new customers is the highest with which of the following groups?
Early adopters
Late majority
Laggards
Innovators
7. In the context of the Differentiation (Quality) vs Efficiency trade-off curve, the efficient frontier refers to:
The company that provides maximum quality for a given cost
The company that provides minimum cost
The company that provides maximum quality
The company that maximizes efficiency
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Market development
Customer segmentation
Product development
Market penetration
9. Which of the following is an indication of strategic committment of a company in an industry
Lowering wages of the workforce
Increased technology investment
Acquiring real-estate in an urban location of demand
Increased divident payments for two years in a row
10. A pharma company with a deep roster of capable engineers and scientists and that is the market leader is best advised to begin development of a new drug as:
A partnership with smaller competitors
License its innovation from other laboratories
An independent venture
Smaller scale effort
11. The most valuable competency in the declining phase of an industry is:
Resposiveness
Innovation
Efficiency
Quality
12. There is often limited capacity relative to demand in the early growth period of an industry because:
Capacity is very expensive in the later stages of an industry
Only few companies have products or technologies in a budding industry
Prices tend to be low in the embryonic stage
Many companies compete for early advantage in an emerging industry
13. If the willingness to pay of ...
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607f4627e883654ac4ea0199_Porters 5 Forces.pdf
This document provides an overview of Porter's Five Forces model for analyzing industry competition and profitability. It describes the five competitive forces as the bargaining power of suppliers and customers, the threat of new entrants and substitutes, and the intensity of rivalry between existing competitors. Factors that influence each force are also outlined. The document explains how the model can be used for static industry analysis, dynamic analysis accounting for changes over time, and identifying options for improving a company's position within an industry by influencing the competitive forces.
607f4627e883654ac4ea0199_Porters 5 Forces.pdf
This document provides an overview of Porter's Five Forces model for analyzing industry competition and profitability. It describes the five competitive forces as the bargaining power of suppliers and customers, the threat of new entrants and substitutes, and the intensity of rivalry between existing competitors. Factors that influence each force are also outlined. The document explains how the model can be used for static industry analysis, dynamic analysis accounting for changes over time, and identifying options for improving a company's position within an industry by influencing the competitive forces.
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4. External Environ.ppt
1) The document discusses Porter's five forces model for analyzing industry competition. The five competitive forces are the threat of new entrants, rivalry among existing competitors, bargaining power of buyers, bargaining power of suppliers, and threat of substitute products.
2) Within Porter's framework, strong competitive forces are threats that depress profits while weak forces are opportunities to earn greater profits.
3) The document provides details on each of the five competitive forces, how to assess their strength, and their implications for industry competition and company profitability.
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