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Exam 5: Global and Regional Economic Cooperation and Integration

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Question 61

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According to Mintzberg, the percent of intended strategy that becomes a reality is:

A) Less than 10
B) 10-30
C) 30-50
D) more than 50

E) A) and B)
F) All of the above

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Question 62

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What happens in the industry when firms attempt to maximize their productive capacity?

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Excess capacity is created on an industr...

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Question 63

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Which of the following is considered an intangible resource?

Owning resources which do not meet the VRIO test of value puts the firm at a competitive advantage.

Knowledge possessed by human capital is among the most significant of an organization's capabilities.

A cost-focus strategy is a low-cost, narrowly focused market strategy.

By drawing on external analysis and emphasizing core competencies when formulating strategies, companies learn to compete primarily on the basis of firm-specific differences.

A tool that will help you understand how clearly and completely you have crafted a strategy is called the __________________.

_____________ exists when an organization participates in multiple businesses that are in some way distinct from each other, as Taco Bell is from Pizza Hut.

Where does strategy formulation fit within the POLC framework?

Strategy is a pattern of resource allocation choices and organizational arrangements that result from managerial decision making.

Why are partnership-based growth referred to as co-opetition?

What industry environments may call for combination strategies?

In the value chain, which of the following activities is deemed to add direct value to a firm?

A firm that possesses a valuable and rare resource will not gain a competitive advantage unless it can actually put that resource to effective use.

Almost anything a firm possesses can be considered a core competency.

A ________________ strategy is the marketing of a differentiated product to a narrow market, often involving a unique product and a unique market.

Cost leadership is a low-cost, broad-based market strategy.

The hardest thing for an organization to do is to develop its competitive advantage into ______________ competitive advantage, where the organization's strengths cannot be easily duplicated or imitated by other firms, nor made redundant or less valuable by changes in the external environment.

_______________ defines the breadth of a company's target market.