Chapter 10 - Strategic Elements of Competitive Advantage

1、Chapter 15 Strategic Elements of Competitive AdvantageTrue/False1. Competition in an industry tends to drive rates of return on invested capital up towards the level of "perfect competition." a. Trueb. False2. Michael Porter's generic strategy framework is derived from the basic types

2、of competitive advantage and the scope of the target market served.a. Trueb. False3. Rugman and D'Cruz's development of the flagship model was influenced by their study of Japanese keiretsu. a. True b. False4. Key suppliers, key customers, and key consumers are all elements of a flagship com

3、panys partner network.a. Trueb. False5. The "layers of advantage" approach to global competitive innovation is based on using know-how developed by other companies.a. Trueb. False 6. In the strategic intent model of competitive advantage, Canons successful entry into the photocopier market

4、 is an example of changing the rules of engagement.a. True b. False7. According to competitive advantage guru Michael Porter, a company whose management has global aspirations can benefit when its home-country customers are very quality conscious.a. True b. False8. Research by Morgan Stanley indicat

5、es that the United States is home to more companies with global competitive advantage than any other country.a. True b. FalseMultiple Choice9. According to Porter, the nature of the interaction between potential industry entrants, buyers, substitute products, suppliers, and rival firms determines:a.

6、 whether or not the government will launch an antitrust investigationb. the industry's profit potential in terms of long-run return on invested capitalc. whether country can generate a balance of payments surplusd. whether a country can create a comparative advantage in the production of differe

7、ntiated products10. Before being acquired by Ford, Jaguar produced so few cars that it couldn't get volume discounts from components suppliers. Jaguar managers sometimes could not even determine the "fair" price for a particular part. In terms of Porter's competitive forces framewo

8、rk, Jaguar's strategic disadvantage stemmed from low: a. buyer powerb. supplier powerc. threat of new entrantsd. threat of substitute products11. Competitive advantage results from the:a. organizational mission statementb. creation of value for customersc. creation of possession utilityd. execut

9、ion of marketing tacticse. implementation of organizational budgets12. Porter's four generic strategies for achieving competitive advantage are:a. price determination, cost leadership, product differentiation, distribution savingsb. cost leadership, differentiation, cost challenger, product chal

10、lengerc. price leadership, differentiation, price challenger, cost differentiationd. cost leadership, differentiation, cost focus, focused differentiation 13. Consumers pay a premium to an iPod digital music player from Apple Computer. The iPod is characterized by distinctive styling and superior ea

11、se of use; Apple currently commands about 80 percent of the market for digital music players. Which of Porters generic strategies best describes Apples approach with its iPod:a. cost leadershipb. differentiation c. cost focusd. focused differentiation14. Iridium Satellite LLC offers satellite Intern

12、et service with global coverage to customers who operate in remote areas not served by other connections. Which generic strategy does this illustrate:a. cost leadershipb. differentiationc. cost focusd. focused differentiation 15. Hundreds of small companies such as Martin-Logan and Mark Levinson com

13、pete in the high-end audiophile segment of the consumer electronics industry. If analyzed in terms of Porter's generic strategies framework, such companies might be said to be pursuing competitive advantage via:a. cost leadershipb. differentiationc. cost focusd. focused differentiation16. Buildi

14、ng layers of advantage, searching for loose bricks, changing the rules of competitive engagement, and collaborating are elements of Hamel and Prahalad's framework for:a. quality advantageb. positioningc. competitive innovation d. marketing managemente. innovation leadership17. In the 1960s, Hond

15、a took advantage of Harley-Davidson's focus on the heavyweight segment of the motorcycle market by offering smaller models and, eventually, larger ones. According to the strategic intent model, Honda was using a _ strategy.a. collaborationb. layers of advantagec. loose bricks d. generic18. In th

16、e 1950s, Sony licensed the technology for the transistor from Bell Labs and proceeded to become the world's leading manufacturer of portable radios. Which strategy was Sony using to gain competitive advantage:a. collaboration b. layers of advantagec. changing the rulesd. loose bricks19. Accordin

17、g to Michael Porter's research on the competitive advantage of nations, the success of the Swiss pharmaceuticals industry can be explained in terms of:a. factor conditionsb. demand conditionsc. strategy, structure, and rivalryd. related and supporting industries 20. In the global watch industry,

18、 the success of the Swatch brand resulted in a manufacturing renaissance for Switzerland. In the strategic framework known as hypercompetition, Swatchs success is an example of interactions in which arena:a. cost/quality b. timing and know howc. entry barriersd. deep pockets21. According to strategy guru Richard D'Aveni, the actions taken by Swatch in the global watch industry illustrate hypercompetitive dynamic maneuvering in which ar