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[solved] Which of the following is not one of the potential advantages of being the first competitor to initiate a strategic move?

When a first-mover's actions are protected by patents, copyrights, or other forms of property rights, thus thwarting a response by would-be followers

When pioneering helps build a firm's image and reputation with buyers and creates strong brand loyalty

When, for various reasons, an early lead helps a company gain an absolute cost advantage over later-moving rivals

When first-time customers face significant costs in later switching to the product offerings of later entrants

When a pioneer is using a broad differentiation strategy and is striving to achieve strong differentiation keyed to three or more value drivers

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25-09-22 | 07:55:21 am
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[solved] A company racing for global market leadership often finds it useful to enter into strategic alliances with firms in foreign countries in order to

get into critical country markets more quickly and gain inside knowledge from local partners about unfamiliar markets and cultures.

master new technologies and build valuable expertise and capabilities faster than would be possible through internal efforts alone

employ a low-cost provider strategy in those country markets where buyers are extremely price sensitive.

quickly achieve strong brand name recognition in those new country markets that are "top-priority" because of the large size of their populations.

access the financial resources needed to launch powerful offensive strategies in important country markets.

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25-09-22 | 07:52:07 am
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[solved] The Achilles heel (or biggest disadvantage/danger/pitfall) of relying heavily on strategic alliances and partnerships is

that partners will not fully cooperate or share all they know, preferring instead to guard their most valuable information and protect their more valuable know-how.

the added time and extra expenses associated with engaging in collaborative efforts.

becoming dependent on other companies for essential expertise and capabilities.

having to compromise the company's own priorities and strategies in reaching agreements with partners.

that the collaborative arrangements seldom live up to expectations and, therefore, turn out to be a waste of time and money.

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25-09-22 | 07:49:47 am
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[solved] A good example of vertical integration is

a large steak and seafood restaurant chain opening a retail store specializing in fresh seafood.

a large global bank acquiring a small local or regional bank.

a fast food chain acquiring a chain of casual dining restaurants.

a hospital opening up a wellness and fitness center.

a company that refines crude oil into gasoline purchasing a firm engaged in drilling and exploring for oil.

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25-09-22 | 07:46:30 am
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[solved] Based on Figure 6.1, which one of the following is not a strategic action that a company can take to complement its choice of one of the five generic competitive strategies and maximize the power of its overall strategy?

Entering into strategic alliances or partnerships with other enterprises

What type of website strategy to employ

Using merger and acquisition strategies to strengthen the company's competitiveness

Exerting additional efforts to achieve strong product differentiation

Employing defensive moves to protect the company's market position

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25-09-22 | 07:44:02 am
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[solved] Which one of the following statements about offensive strategies is false?

Among the best behaviors and principles to employ in an offensive strategy is employing the element of surprise as opposed to doing what rivals expect and are prepared for.

One of the most potent strategic offensives is to grant volume discounts or better financing terms to dealers and distributors to discourage them from experimenting with the products of rival firms, particularly those products of close competitors.

A strategic offensive spearheaded by relatively weak company resources and capabilities has dim prospects for success.

The best offensives use a company’s most potent resources and capabilities to attack rivals where they are competitively weakest.

It takes successful offensive strategies to build competitive advantage, widen an existing advantage, or narrow the advantage held by a strong competitor.

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25-09-22 | 07:41:23 am
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[solved] Which of the following is typically the most compelling strategic reason for pursuing forward vertical integration?

To reduce the risk of disruptions in the delivery of the company's products to end-users

To be able to establish personal relationships with consumers who purchase the company's products/services

To increase the volume and profitability of selling direct to customers at the company's website

To raise the overall caliber of customer service the company provides to buyers

To gain better access to end users, improve market visibility, and enhance brand name awareness

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25-09-22 | 07:39:12 am
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[solved] Which one of the following is not a defensive option for protecting a company's market share and competitive position?

Introducing new features, adding new models, and/or broadening the product line to close off gaps and vacant niches to opportunity-seeking challengers

Granting volume discounts or better financing terms to dealers and distributors to discourage them from experimenting with other suppliers 

Trying to convince dealers/distributors to handle the company's product line exclusively (which, if successful, forces competitors to use other distribution outlets)

Pursuing continuous product innovation to draw sales and market share away from rivals with comparatively weak product innovation capabilities

Thwarting the efforts of rivals to attack with a lower price by maintaining a lineup of product selections that includes economy-priced options for price-sensitive buyers

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25-09-22 | 07:36:04 am
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[solved] Which of the following is not among the potential advantages of outsourcing value chain activities presently performed in-house?

Streamlining company operations in ways that improve organizational flexibility or speed the time it takes to get new products to market

Helping the company assemble diverse kinds of expertise speedily and efficiently

Allowing a company to concentrate on its core business, leverage its key resources, and do even better what it already does best

Reducing a company's risk exposure to changing technology or shifting buyer preferences

Facilitating stronger product differentiation and the achievement of a differentiation-based competitive advantage

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25-09-22 | 07:33:16 am
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[solved] A blue ocean strategy

seeks to gain a dramatic and durable competitive advantage by abandoning efforts to beat out competitors in existing markets and, instead, moving to a "blue ocean" market space where the industry does not really exist yet, is untainted by competition, and offers wide open opportunity for profitable and rapid growth.

involves a preemptive strike to secure an advantageous position in a fast-growing market segment.

involves attacking strong rivals by offering buyers an equally good or better product at a lower price.

is a defensive strategy that can be used by a market leader to protect against rivals' efforts to steal its customers.

works best when a company has numerous resource strengths and capabilities and wishes to go on the offensive to become the global market share leader.

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25-09-22 | 07:31:19 am
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[solved] The difference between a merger and an acquisition is that

in a merger the companies retain their original names whereas in an acquisition the name of the company being acquired is changed to be the name of the acquiring company.

a merger is a combination of three or more companies whereas an acquisition is combination of just two companies

a merger is the combining of two or more companies into a newly created company that usually takes on a different name, whereas an acquisition is a combination in which one company, the acquirer, purchases and absorbs the operations of another company, the acquired.

a merger involves one company purchasing the assets of another company with cash, whereas an acquisition involves a company acquiring another company by buying all of the shares of its common stock.

a merger involves combining the strategies of the merged companies into a single new strategy whereas an acquisition involves both the acquiring company and the acquired company continuing to pursue their respective strategies.

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25-09-22 | 07:28:10 am
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[solved] When an alliance among two or more enterprises involves formal ownership ties, it is called

a merger.

a collaborative ownership arrangement.

a joint venture.

a partnership.

a multi-owner, mutually-beneficial enterprise.

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25-09-22 | 07:25:27 am
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[solved] Which of the following conditions do not constitute a late-mover advantage (or first-mover disadvantage)?

When customer loyalty to the pioneer is low and a first-mover's skills, know-how, and actions are easily copied or even surpassed

When technological change is rapid and follower firms (and maybe even cautious late-movers) find it easy to leapfrog a first-mover with more attractive next-version products

The lack of any barriers to entering into an alliance or merging with another firm

When pioneering leadership is more costly than imitating followership

When buyers are skeptical about the benefits of a new technology or product being pioneered by a first-mover

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25-09-22 | 07:22:54 am
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[solved] The two best reasons for investing company resources in vertical integration (either forward or backward) are to

improve the effectiveness of defensive actions to protect the company's market position and/or enable the company to be a leader in product innovation.

achieve a higher degree of product differentiation and/or shorten the time it takes to get new and improved products into the marketplace.

strengthen the company's competitive position and/or boost its profitability.

gain internal control over a bigger portion of the industry value chain and/or facilitate a company's efforts to expand into foreign geographic markets.

reduce operating costs and/or gain a first mover advantage over rivals in introducing next-generation products.

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25-09-22 | 07:19:44 am
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[solved] Which of the following is not one of the strategic options that companies have for using their websites?

Creating as much channel conflict as possible so as to quickly learn whether all customer-related transactions should be conducted at the company's website or whether the company needs to continue selling through traditional wholesalers, distributors, and retailers

Employing a brick-and-click strategy to sell direct to consumers at the company's website while at the same time utilizing traditional wholesalers/distributors and retail outlets to access customers

Using sales at the company's website as the exclusive channel for making sales to customers

Using online sales at the company's website as a relatively minor distribution channel for achieving incremental sales

Operating a website that provides existing and potential customers with extensive product information but that relies on click-throughs to distribution channel partners to handle orders and sales transactions

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25-09-22 | 07:16:57 am
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[SOLVED] Experience indicates that strategic alliances

stand a reasonable chance of helping a company reduce competitive disadvantage but rarely boost the competitive power of its resources and capabilities by enough to gain a competitive advantage.

are generally successful.

are rarely useful in helping a company reduce costs but may well help a company open up attractive new market opportunities.

work well when the purpose is to collaborate in developing new technologies but seldom work well in helping the partners gain better access to attractive new market opportunities.

work best when two companies that are fierce competitors decide to join forces and collaborate rather continue their warfare and ruin their chances for good profitability.

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25-09-22 | 06:23:02 am
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[SOLVED] Which of the following conditions do not constitute a late-mover advantage (or first-mover disadvantage)?

The lack of any barriers to entering into an alliance or merging with another firm

When buyers are skeptical about the benefits of a new technology or product being pioneered by a first-mover

When technological change is rapid and follower firms (and maybe even cautious late-movers) find it easy to leapfrog a first-mover with more attractive next-version products

When customer loyalty to the pioneer is low and a first-mover's skills, know-how, and actions are easily copied or even surpassed

When pioneering leadership is more costly than imitating followership

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25-09-22 | 06:19:40 am
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[SOLVED] A strategic alliance or partnership

has the advantage of being the cheapest means of developing new technologies and getting new products to market quickly.

is a formal agreement between two or more separate companies in which there is strategically relevant collaboration of some sort, joint contribution of resources, shared risk, shared control, and mutual dependence.

has the distinct disadvantage of preventing a company from being totally independent and self-sufficient with regard to each and every skill, resource, and capability it may need.

typically helps insulate a firm from the adverse impacts of both competitive pressures and industry driving forces, especially if the alliance is with suppliers.

is an important cross-business arrangement that allows rivals firms to operate their businesses in a more collaborative and cooperative fashion rather than resorting to competitive warfare that erodes their respective profitability.

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25-09-22 | 06:16:30 am
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[SOLVED] Mergers and acquisitions typically aim at achieving such objectives as

putting a company in better position to deliver superior value to buyers, increasing company revenues, having a bigger and more experienced work force, and becoming a global market leader.

facilitating company efforts to pursue a blue ocean strategy, create more core competencies, and expand the number of cost driver opportunities.

transforming an important core competence into a distinctive competence and better defending against external threats to the company's continued profitability.

expanding a company's geographic coverage, creating a more cost-efficient operation out of the combined companies, and/or extending the company's business into new product categories.

speeding product innovation, improving supply chain efficiency, and boosting product quality.

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25-09-22 | 06:13:10 am
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[SOLVED] Which of the following is not a potential advantage of backward vertical integration?

Sparing a company the uncertainty of being dependent on suppliers for crucial components or support services

Reduced business risk because of controlling a bigger portion of the overall industry value chain

Adding to a company's differentiation capabilities in those circumstances when, by performing certain activities internally that were formerly outsourced to suppliers, the company ends up with a better-quality or better-performing product, improved customer service capabilities, or in other ways is able to deliver added value to customers.

Reduced exposure to supplier price increases

Opportunities to improve a company's cost position and competitiveness by performing a broader range of value chain activities internally rather than having some of these activities performed by outside suppliers

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25-09-22 | 06:10:31 am
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[SOLVED] Which one of the following is not a good type of rival for an offensive-minded company to target?

Small local and regional firms with limited capabilities

Runner-up firms with weaknesses in areas where the challenger is strong

Market leaders that are vulnerable

Struggling enterprises that are on the verge of going under

Companies with proven capabilities as a low-cost provider or as a best-cost provider and that also have a sizable war chest of cash and marketable securities

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25-09-22 | 06:06:51 am
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[SOLVED] The two best reasons for investing company resources in vertical integration (either forward or backward) are to

reduce operating costs and/or gain a first mover advantage over rivals in introducing next-generation products.

achieve a higher degree of product differentiation and/or shorten the time it takes to get new and improved products into the marketplace.

improve the effectiveness of defensive actions to protect the company's market position and/or enable the company to be a leader in product innovation.

strengthen the company's competitive position and/or boost its profitability.

gain internal control over a bigger portion of the industry value chain and/or facilitate a company's efforts to expand into foreign geographic markets.

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25-09-22 | 06:03:00 am
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[SOLVED] In which of the following instances is being a first-mover not particularly advantageous?

When first-time customers do not remain strongly loyal to pioneering firms in making repeat purchases

When the first-mover is pioneering a new technology rather than a new product

When a pioneer is already the industry's low-cost provider or best-cost provider

When the first-mover is employing a blue ocean strategy

When the first-mover already has a sizable global market share

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25-09-22 | 05:58:34 am
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[SOLVED] Which of the following is not a potential defensive move to ward off challenger firms?

Granting volume discounts or better financing terms to dealers/distributors to discourage them from experimenting with other suppliers/brands and/or trying to convince them to handle its product exclusively and force competitors to use other distribution outlets

Maintaining a war chest of cash and marketable securities

Making an occasional strong counter-response to the moves of weak competitors to enhance the firm's image as a tough defender

Using a blue ocean strategy to maneuver around competitors and concentrate on capturing unoccupied or less contested market territory

Lengthening warranties, offering free or low-cost training and support services, and providing coupons and sample giveaways to buyers most prone to experiment with using rival brands

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25-09-22 | 05:55:18 am
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[SOLVED] Which one of the following is an example of an offensive strategy?

Pursuing disruptive product innovation to create new markets

Signaling challengers that retaliation is likely

Blocking the avenues open to challengers

Introducing new features or models to fill vacant niches in its overall product offering and better match the product offerings of key rivals

Maintaining a war chest of cash and marketable securities

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25-09-22 | 05:42:34 am
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[SOLVED] Which of the following is not among the common reasons why companies enter into strategic alliances?

To overcome deficits in their own expertise and capabilities and/or bring together the personnel and expertise needed to create desirable new skill sets and capabilities

To expedite the development of promising new technologies or products

To avoid the need to employ outsourcing strategies or risk impairing their ability to strongly differentiate their products or services from the offerings of industry rivals

To improve supply chain efficiency

To acquire or improve market access through joint marketing agreements

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25-09-22 | 05:40:09 am
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[SOLVED] gain better access to end users, improve the company's market visibility, and enhance brand name awareness.

To overcome deficits in their own expertise and capabilities and/or bring together the personnel and expertise needed to create desirable new skill sets and capabilities

To expedite the development of promising new technologies or products

To avoid the need to employ outsourcing strategies or risk impairing their ability to strongly differentiate their products or services from the offerings of industry rivals

To improve supply chain efficiency

To acquire or improve market access through joint marketing agreements

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25-09-22 | 05:35:58 am
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[SOLVED] The strategic impetus for forward vertical integration is to

gain greater ability to control the retail price at which its products are sold.

achieve the same scale economies as wholesale distributors and/or retail dealers.

develop greater expertise in sales and marketing activities.

bypass distributors-dealers and sell direct to consumers at the company's website.

gain better access to end users, improve the company's market visibility, and enhance brand name awareness.

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25-09-22 | 05:34:02 am
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[solved] Based on Figure 6.1, which one of the following is not a strategic action that a company can take to complement its choice of one of the five generic competitive strategy options and maximize the power of its overall strategy?

Whether to outsource selected value chain activities

Initiating actions to compete globally instead of nationally

Initiating offensive and/or defensive strategic moves

Employing backward or forward vertical integration strategies

Entering into strategic alliances or partnerships

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25-09-22 | 05:30:23 am
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[solved] Which of the following is not one of the strategic options that companies have for using their websites?

Creating as much channel conflict as possible so as to quickly learn whether all customer-related transactions should be conducted at the company's website or whether the company needs to continue selling through traditional wholesalers, distributors, and retailers

Using sales at the company's website as the exclusive channel for making sales to customers

Using online sales at the company's website as a relatively minor distribution channel for achieving incremental sales

Operating a website that provides existing and potential customers with extensive product information but that relies on click-throughs to distribution channel partners to handle orders and sales transactions

Employing a brick-and-click strategy to sell direct to consumers at the company's website while at the same time utilizing traditional wholesalers/distributors and retail outlets to access customers

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25-09-22 | 05:24:41 am
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[solved] The big danger of outsourcing value chain activities is

increasing the firm's risk exposure to supply chain management failures and the price increases of suppliers.

making it harder and more costly for the company to control the quality of its product offering, thus impairing the value it delivers to its customers.

curtailing the company's ability to achieve strong differentiation of its products or services.

farming out too many or the wrong types of activities, thereby narrowing the scope of its capabilities in ways that unwittingly reduce or degrade its long-term competitiveness and prevent it from being a master of its own destiny.

impairing a company's distribution capability and weakening its ability to access customers directly.

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25-09-22 | 05:19:44 am
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[solved] According to Figure 4.1, which of the following is not pertinent in identifying a company's present strategy?

Efforts to expand or narrow the company's geographic coverage and the initiatives being made to build competitive advantage

Management's planned, proactive moves to attract customers and outcompete rivals

The number and type of core competencies a company has and the kinds of activities that comprise its value chain

The company's actions to respond and react to changing conditions in the macro-environment or in industry and competitive conditions

The key functional strategies (R&D, supply chain management, production, sales and marketing, information technology, HR, and finance) a company is employing

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23-09-22 | 17:48:08 pm
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[solved] Which of the following most accurately qualify as valuable company resources?

Big profit margins, more than 2 core competencies, and more global distribution centers than key rivals

More distinctive competencies than core competencies, an above-average market share, national geographic coverage, and having more personnel assigned to customer service activities than close rivals

State-of-the-art manufacturing plants and/or equipment and/or distribution facilities; the cumulative learning and know-how of key personnel and work groups; cash and marketable securities; a strong balance sheet and credit rating; and a strong network of distributors and/or retail dealers

A large volume of unit sales, modern production plants, and a large number of newly-introduced products

More primary value chain activities than close rivals, more plants than any other company in the industry, and a bigger work force than key rivals

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23-09-22 | 17:44:57 pm
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[solved] The external market opportunities most relevant to a company are those that

help defend against the external threats to its well-being and future profitability.

will help the company increase its market share.

allow it to build a distinctive competence.

can be pursued with its competitively strong resources and capabilities, offer the best prospects of growth and profitability, and present the most potential for achieving competitive advantage.

allow it to operate at 100% of production capacity (so as to avoid incurring the added cost burdens of having too much unutilized plant capacity).

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23-09-22 | 17:42:48 pm
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[solved] SWOT analysis

is a tool for gauging how well a company's strategy is matched to industry key success factors and for benchmarking the cost-effectiveness of its value chain.

is a potent analytical tool for identifying the reasons why a company's strategy is or is not working very well and whether it has dynamic and competitively valuable capabilities.

is a reliable way to identify the drivers of a company's profitability.

is a simple and powerful tool for assessing a company's overall situation--specifically, its competitively important internal strengths and weaknesses, its market opportunities, and the external threats to its future well-being.

reveals whether a company has competitively stronger resources and capabilities than its closest rivals.

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23-09-22 | 17:40:41 pm
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[solved] The value of doing a weighted competitive strength assessment is to

learn how the company ranks relative to rivals on each of the important factors that determine market success and ascertain whether the company has a net competitive advantage or disadvantage versus its closest rivals.

determine whether a company's resources and capabilities are potent enough to allow it to capture a bigger market share than its closest rivals.

learn whether a company has enough resource and capabilities to be profitable.

determine how competitively powerful the company's core competencies are.

learn if the company has a more cost-efficient value chain than rivals.

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23-09-22 | 17:38:18 pm
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[solved] In Table 4.2, which of the following is not an example of an external threat to a company's future profitability?

Vulnerability to unfavorable industry driving forces; unfavorable trade policies and tariffs

Adverse demographic changes that threaten to curtail demand for the industry's product

Growing bargaining power of buyers and/or suppliers

Having too few resources and capabilities that are well-matched to the company's available market opportunities

Costly new regulatory requirements; rising prices for energy or other key inputs

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23-09-22 | 17:36:25 pm
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[solved] According to Figure 4.5, a company that does a first-rate job of managing its value chain activities relative to competitors

is in excellent position to strongly differentiate its product offering from the offerings of rival firms and thus achieve a differentiation-based competitive advantage.

may be able to achieve competitive advantage either by performing its certain differentiation-enhancing value chain activities more proficiently than rivals (thus gaining a differentiation-based competitive advantage keyed to delivering what customers perceive as a superior product offering) or by performing certain value chain activities more cheaply than rivals (thus achieving a cost-based competitive advantage).

stands a good chance of being the industry leader in using best practices to perform its primary value chain activities and thereby gaining a competitive advantage based on dedicated use of best practices.

is likely to have more cost-saving distinctive competencies than rivals and thus possess good ability to gain a competitive advantage over rivals based on performing value chain activities very cost-efficiently.

is likely to have a greater number of competitively potent resources and capabilities than rivals and thus greater ability to achieve a sustainable competitive advantage.

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23-09-22 | 17:34:50 pm
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[solved] In a weighted competitive strength assessment like the one illustrated in Table 4.3, the measures selected as indicators of competitive strength should be based on

industry key success factors and other telling measures of competitive strength or weakness.

those factors that are the biggest determinants of a company's revenues and sales volume.

those factors that are the biggest determinants of company profitability.

those factors that are the biggest determinants of whether industry members have above-average, close to average, or below-average market shares.

those factors and product attributes that buyers will find most appealing.

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23-09-22 | 17:33:10 pm
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[solved] Two useful tools for determining whether a company's customer value proposition, prices, and costs are competitive are

competitive strength analysis and SWOT analysis.

SWOT analysis and key success factor analysis.

SWOT analysis and activity-based costing analysis.

competitive position assessment and activity-based costing.

value chain analysis and benchmarking.

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23-09-22 | 17:31:23 pm
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[solved] Which one of the following statements is false when it comes to using value chain analysis to determine a company's cost competitiveness?

Whether a company's costs are competitive with those of its close rivals depends on how the costs of its internally-performed value chain activities compare with the costs of the internally-performed value chain activities of its close rivals.

The combined costs of all the various primary and support activities comprising a company's value chain define the company's internal cost structure.

Evaluating a company's cost-competitiveness involves using what accountants call activity-based costing to determine the costs of performing each value chain activity.

A company's cost-competitiveness depends not only on the costs of internally performed activities (its own value chain) but also on costs in the value chains of its suppliers and distribution channel allies.

A company's own internal costs are insufficient to assess whether its product offering and customer value proposition are competitive with those of rivals.

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23-09-22 | 17:25:47 pm
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[solved] When a company performs a competitively important activity better than rivals, it is said to have

a distinctive competence in performing that activity.

a core competence in performing that activity.

a sustainable competitive advantage over rivals based on dynamic capabilities.

a competitive capability.

a competitively valuable resource strength.

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23-09-22 | 17:21:37 pm
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[solved] The competitive power of a company resource or capability does not hinge on which one of the following?

Whether the resource or capability represents a technological asset or a marketing asset

How much it helps a company improve its customer value proposition, its role in the company's profit proposition, and the degree to which it enables the company to compete effectively against rivals

Whether many or most rivals have much the same resource or capability

How easily it can be trumped by substitute resources and capabilities of rivals

How hard it is for competitors to copy

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23-09-22 | 17:19:14 pm
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[solved] In Table 4.2, which one of the following is not an example of a potential weakness or competitive deficiency that a company may have?

A weaker dealer network than key rivals and/or weak global distribution capability

No distinctive competence in producing a high-quality product

Weaker product quality, R&D, and/or technological know-how than key rivals

Too much underutilized plant capacity and/or short on financial resources to grow the business and pursue promising initiatives

In an overcrowded strategic group; plagued with internal operating problems or obsolete facilities

 

 

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23-09-22 | 17:15:57 pm
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[solved] The three steps of SWOT analysis are

determining whether the company has more internal strengths than internal weaknesses, determining whether the company has good market opportunities, and evaluating the seriousness of the threats to the company's future well-being.

identifying the company's competitive assets, determining whether it enjoys a competitive advantage, and deciding how best to correct the company's competitive deficiencies.

identifying the company's competitively important strengths and weaknesses and its opportunities and threats, drawing conclusions about the company's overall business situation, and translating the conclusions into strategic actions and an overall strategy that is well-matched to the company's overall situation.

determining if the company has more resource strengths than close rivals, identifying the company's market opportunities and the external threats it faces, and determining the company's potential for achieving a sustainable competitive advantage.

matching the company's strategy to its competitive strengths, correcting the company's two to three biggest competitive weaknesses, and identifying the company's best market opportunities.

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23-09-22 | 17:14:11 pm
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[solved] Which of the following is an accurate interpretation of the overall competitive strength ratings that result from doing a competitive strength assessment (as illustrated in Table 4.3 and explained in the accompanying discussion)?

The higher a company's overall competitive strength score/rating the stronger is its competitiveness and ability to compete successfully against rival industry members; low scores signal weak competitiveness and probable competitive disadvantage compared to rivals with higher scores.

The company with the highest score/rating is excellently positioned to be the most profitable company in the industry while the company with the lowest score is likely to be the least profitable company in the industry.

The company with the highest score/rating has the greatest number of competitively valuable resources and capabilities while the company with the lowest score has the smallest number of competitively valuable resources and capabilities.

The company with the highest score/rating is excellently positioned to have the biggest market share in the industry while the company with the lowest score is likely to have the lowest market share in the industry.

High scores/ratings indicate which rivals are most vulnerable to competitive attack and low scores indicate companies with strong defenses against competitive attack.

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23-09-22 | 17:12:07 pm
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[solved] Which one of the following provides the most accurate picture of whether a company is cost competitive with its rivals?

How the combined costs of a company's internally performed activities, the activities performed by its suppliers, and the activities performed by its forward channel allies compare against the costs of the supplier-performed, internally-performed, and forward channel ally-performed value chain systems employed by rival firms

How the costs of the company's production and marketing activities compare against the costs of the production and marketing activities of rival companies

How the costs of the company's primary value chain activities compare against the costs of the primary value chain activities of rival companies

How the costs of the company's internally performed activities compare against the costs of the internally-performed activities of rival companies

How the value chain costs of a company's suppliers and forward channel allies compare against the value chain costs of rival companies' suppliers and forward channel allies

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23-09-22 | 17:09:44 pm
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[solved] Which of the following is not a component of evaluating a company's collection of resources and capabilities, the competitiveness of its prices and internal operating costs, and its competitive strength versus rivals?

Pinpointing what strategic issues and problems top management need to address in crafting a strategy to fit the company's situation

Evaluating whether the company is competitively stronger or weaker than key rivals

Identifying the company's important resources and capabilities, and evaluating whether they have the competitive power to produce a competitive advantage over rival companies?

Scanning the external environment to determine which company strengths offer the best prospects for achieving sustainable competitive advantage

Assessing whether the company's costs and prices are competitive with those of key rivals, and whether it has an appealing customer value proposition

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23-09-22 | 17:07:53 pm
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[solved] Compiling a "worry list" that zeros in on exactly which strategic issues company managers need to worry about and consider in crafting a strategy well-suited to the company's specific circumstances is an important analytical step because

the "worry list" serves as an agenda of items that need to be addressed in crafting a set of strategic actions that fit the company's overall external and internal situation.

without a precise fix on what problems/roadblocks a company confronts, managers are less clear about which value chain activities to benchmark and what resources and capabilities are needed to be competitively successful.

the worry list identifies the specific issues and problems that company managers must address and resolve in order to wisely chart a strategic path for the company to take and decide upon an appropriate strategic intent.

the "worry list" helps company managers determine how best to modify the company's value chain, what type of competitive advantage to try to create, and how best to maximize profitability.

without a clear fix on what problems/issues a company confronts, managers cannot know what the industry's driving forces and key success factors are.

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23-09-22 | 17:05:05 pm
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[solved] Which of the following is not one of the objectives of benchmarking?

To take action to emulate the "best practice" of another company whenever benchmarking reveals that the company's own costs and results of performing an activity are not on a par with what one or more other companies have achieved

To identify the best means of performing an activity that is being benchmarked

To develop cross-company comparisons of the costs of performing specific value chain activities

To learn which company in an industry is using the greatest number of best practices in performing its value chain activities and thus very likely has the industry's lowest cost value chain

To learn how other companies have actually achieved lower costs or better results in performing benchmarked activities

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23-09-22 | 17:02:25 pm
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[solved] Which of the following is not a means of lowering the otherwise high costs of internally-performed value chain activities?

Outsourcing certain high-cost activities being performed internally to outside vendors or contractors who can perform them more cheaply than they can be performed in-house

Implementing the use of best practices throughout the company, but most particularly for those activities where costs are higher than those of some or many rivals

Implementing an activity-based cost accounting system that identifies high-cost activities and then eliminating those activities with the highest costs from the company's value chain

Ceasing to perform activities of minimal value to customers

Relocating high-cost activities (such as manufacturing) to geographic areas like Southeast Asia or Latin America or Eastern Europe where they can be performed more cheaply

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23-09-22 | 16:57:02 pm
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[solved] The term "triple bottom line" refers to

the three most frequently used measures of profitability--gross profit, operating profit, and net profit.

the three outcomes that underlie good corporate citizenship: conducting business according to high ethical standards, demonstration of an exemplary environmental sustainability strategy, and significant ongoing contributions to the better of society as a whole.

the three performance measures that a company considers to be most important.

the three types of bottom line results society should rightfully expect of all businesses: delivering value to shareholders, delivering value to customers, and delivering value to society as a whole.

the practice among some companies to measure their performance in the social responsibility arena by setting formal performance targets in three areas: "profit, people, and planet"--this set of performance targets is often referred to as the company's "triple bottom line" or TBL.

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22-09-22 | 07:21:30 am
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[solved] Multinational companies

are well advised to rely upon the principle of ethical relativism for guidance in how to conduct their activities because it is far more sensible for a multinational company to take the position that it is ethically okay for company personnel to pay bribes and kickbacks in countries where such payments are customary but that it is not ethically permissible for company personnel to pay bribes and kickbacks in those countries where bribes and kickbacks are considered unethical or illegal.

operating in countries where ethical standards vary considerably from country to country quickly find themselves on a slippery slope with no locally credible guiding moral authority if they insist on having a single companywide code of ethical standards that applies to all company personnel in all countries where the company operates.

that wish to be respectful of local customs and ethical standards should give company personnel sufficient wiggle room to pay bribes and kickbacks in those countries where the payment of bribes and kickbacks are customary and to forbid the payment of bribes and kickbacks in those countries where they are considered unethical or illegal.

face a real dilemma in basing their standards of what is ethical and what is unethical on the principle of ethical universalism because it is much better and easier for them to operate with multiple sets of ethical standards (sometimes one for each country, so as to be respectful and accommodative of local customs and traditions).

that forbid the payment of bribes and kickbacks in their codes of ethical conduct and that are serious about enforcing this prohibition are acting in accord with the principles of the school of ethical universalism and are rejecting the principles underlying the school of ethical relativism.

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22-09-22 | 07:19:21 am
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[solved] According to ongoing research by Berlin-based Transparency International,

corruption in business transactions is relatively low across the world but corruption among public officials in a majority of the world's countries is a serious problem.

corruption among public officials and in business transactions is widespread across the world.

corruption in business occurs in roughly 30% of business transactions across the world and the percentage has been steady for the past 5 years.

businesspeople are more corrupt on average than public officials.

corruption in business transactions is a problem in fewer than 15% of the countries of the world, but the percentage is increasing.

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22-09-22 | 07:17:29 am
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[solved] A company's environmental sustainability strategy concerns

its deliberate actions to protect the environment, provide for the longevity of natural resources, maintain ecological support systems for future generations, and guard against ultimate endangerment of the planet.

its action plan for reducing global warming.

its action plan for reducing energy consumption and shifting to renewable energy sources.

its plans for promoting organic farming and increased public consumption of organic foods.

the time and money it plans to spend in collaborating with other businesses to prevent climate change.

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22-09-22 | 07:14:54 am
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[solved] Ethical principles in business

are universal and do not vary significantly from country to country.

concern the company-specified values and behaviors that senior executives expect all personnel to observe and display in the course of doing their jobs.

are generally less permissive than the ethical principles for society at large.

are generally more permissive than the ethical principles for society at large.

are not materially different from ethical principles in general because business actions must be judged in the context of society's standards of what is ethically right and wrong, not by a special set of rules that apply just to business conduct.

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22-09-22 | 07:12:07 am
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[solved] According to the ethical relativism school of thought,

if the payment of bribes/kickbacks is legal in a particular country, then it is ethical for a company to pay bribes/kickbacks in conducting its business activities in that country, no matter what the legality of paying bribes/kickbacks happens to be in other countries.

whether the payment of bribes/kickbacks is ethically acceptable or not hinges upon the ethical standards that each industry establishes for its member businesses.

it is very clear that the payment of bribes and kickbacks is ethically impermissible even in those countries and situations where it is the local custom to engage in such payments.

because local ethical standards take precedence over ethical standards elsewhere, then if the payment of bribes/kickbacks is acceptable in a particular country, it is ethically acceptable for a company to pay bribes/kickbacks in conducting its business activities in that country.

businesses have the flexibility to set their own standards for deciding whether the payment of bribes/kickbacks is ethically acceptable or not.

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22-09-22 | 07:09:14 am
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[solved] Which of the following are major drivers of unethical strategies and business behavior?

A company culture that puts profitability and good business performance ahead of ethical behavior; lax oversight by company boards of directors that enables unscrupulous pursuit of personal gain, wealth, and other selfish interests; and heavy pressures on company managers to meet or beat short-term performance targets

The drive among most businesses to maximize profits and return on capital investment, the ethically corrupt nature of most businesspeople, and a lack on the part of many companies to implement and strongly enforce codes of ethical conduct

Fierce competitive pressures that inflict losses on companies and may even force some to file for bankruptcy, lax government enforcement of ethical standards and ethical business conduct, and the ease with which businesspeople who engage in unethical behavior can bribe corrupt public officials not to prosecute them or their companies

A lack on the part of many companies to implement and strongly enforce codes of ethical conduct, the excessively strong profit motive that pervades the business community, and the obscenely high bonuses and stock options paid to top executives that motivate/cause these overpaid executives to violate ethical standards

The excessively strong profit motive that pervades the business community, the excessive bonuses and stock options that top executives can earn if company profits are excellent, and a widespread belief in the business community that ethical behavior is not necessary or even relevant

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22-09-22 | 07:07:45 am
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[solved] Moral managers

are ethically-principled as long as they see such behavior being in their own self-interest.

try to stay within ethical bounds for fear of being caught doing something unethical and having their careers ruined.

are sometimes skeptical about certain ethical standards but they feel strongly obligated to observe the company's code of ethics and ethical standards in general.

see themselves as stewards of ethical behavior, are ethically principled, and believe it is important to pursue success in business within the confines of both the letter and spirit of what is ethical and legal.

view what is legal as also ethical.

 

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22-09-22 | 07:04:39 am
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[solved] According to the school of ethical universalism,

it is up to each business to set its own standards for deciding whether the use of underage labor is ethically acceptable or not.

if the use of underage labor is acceptable in a particular culture/society/country, then it is ethical for a company to use underage labor in conducting its business activities in that culture/society/country.

if the use of underage labor is legal in a particular country, then it is ethical for a company to use underage labor in conducting its business activities in that country, no matter what the legality of using underage labor happens to be in other countries.

there are ample grounds for rejecting the principle of ethical relativism that the use of underage labor is ethically permissible in those countries, societies, and situations where the use of child labor is normal and customary (and also legal).

whether the use of underage labor is ethically acceptable or not hinges upon the ethical standards that each country government establishes for businesses located within its boundaries.

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22-09-22 | 07:02:24 am
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[solved] Which one of the following is not a particularly sound or valid reason why deliberate pursuit of unethical strategies and tolerance of unethical conduct is a risky business practice?

Companies that engage in shady behavior usually suffer big drops in sales revenues and are unlikely to be profitable for as many as 5 to 10 years after their unethical conduct is exposed in the media

An unethical strategy and/or unethical conduct on the part of company personnel can badly damage a company's reputation and also damage the reputations and job security of the personnel involved

The costs of ethical misconduct can easily run into the hundreds of millions and even billions of dollars, especially if they provoke widespread public outrage and many people were harmed

Buyers shun companies caught up in highly publicized ethical scandals and companies with tarnished reputations have difficulty in recruiting and retaining talented employees because many people consider a company's ethical reputation when deciding whether to accept a job offer

A company's unethical behavior can do considerable damage to shareholders in the form of lost revenues, higher costs, lower profits, lower stock prices, and a diminished business reputation

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22-09-22 | 07:00:09 am
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[solved] Which one of the following is not an aspect of socially responsible behavior and good corporate citizenship?

Actions to protect or enhance the environment and, in particular, to minimize or eliminate any adverse impact on the environment stemming from the company's own business activities

Actions to build a workforce that is diverse with respect to gender, race, national origin, and perhaps other aspects that different people bring to the workplace

Actions to keep the prices the company charges for its products/services low enough to prevent the company's profits from being viewed by the general public as obscenely high or exorbitant

Actions to create a work environment that enhances the quality of life for employees and makes the company a great place to work

Making charitable contributions, supporting worthy organizational causes, participating in community service activities, helping to make a difference in the lives of the disadvantaged, and trying to better the quality of life in society at large

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22-09-22 | 06:57:16 am
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[solved] The categories of managerial morality include:

managers with lots of integrity, managers with some integrity, and managers with no integrity.

mostly ethical managers, somewhat ethical managers, and totally unethical managers.

managers who behave ethically virtually all of the time, managers who behave ethically most of the time, and managers who behave ethically when it is in their best interest to do so and unethically when it is in their best interest to do so.

moral managers, immoral managers, and amoral managers.

managers who are "true believers" in high ethical standards, managers who claim to believe in high ethical standards but who nonetheless engage in unethical behavior whenever they deem it in their best economic interest to do so, and if-it-is-legal-then-it-is-ethical managers.

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22-09-22 | 06:55:13 am
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[solved] According to integrative social contracts theory,

a company's first duty and responsibility is to be respectful of and responsive to the ethical standards and norms of the each of the countries in which it operates.

the slippery slope of ethical universalism should be rejected and the principles of ethical relativism should be embraced.

the Code of Expected Ethical Conduct developed by the United Nations represents a pragmatic and effective compromise of the best parts of the ethical standards advocated by the school of ethical universalism and the ethical standards advocated by the school of ethical relativism.

each country's ethical norms and customs form a "social contract" that all individuals, groups, organizations, and businesses in that country have a duty to observe; this contract draws a clear and bright the line between actions and behaviors that are ethically permissible and those that are not and must be strictly observed in all circumstances in that particular country.

universal ethical principles or norms based on the collective views of multiple cultures and societies combine to form a "social contract" that is binding on all individuals, groups, organizations, and businesses; however, within the bounds defined by universal ethical principles, there is legitimate room (or "moral free space") for local cultures or groups to specify what other actions may or may not be ethically permissible.

 

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22-09-22 | 06:51:03 am
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[solved] The thesis that common moral agreement about right and wrong actions and behaviors across multiple cultures and countries form the basis for universal ethical standards applicable to the members of all societies, all companies, and all businesspeople is associated with

the school of ethical relativism.

integrative social contracts theory.

the Code of Ethical and Moral Behavior adopted by the United Nations and ratified by a majority of member nations.

the widely used and authoritative Statement of Universal Ethical Principles developed by the Global Center for Universal Ethical Standards in Brussels, Belgium.

the school of ethical universalism.

 

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22-09-22 | 06:47:38 am
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[solved] According to the school of ethical relativism,

it is generally best to avoid use of a "one-size-fits-all" template for judging the ethical appropriateness of business actions and the behaviors of company personnel because any standard of ethically right and wrong behavior is subject to varying interpretation.

what constitutes ethical or unethical conduct varies according to the religious convictions of each society or each culture within a country.

differing religious beliefs, historic traditions and customs, core values and beliefs, and behavioral norms across countries and cultures give rise to multiple sets of standards concerning what is ethically right or wrong; these different standards translate into differences about what is considered ethical or unethical in the conduct of business activities,

there can be no single standard for judging ethically right and wrong behavior because each culture and each country should always have complete freedom to determine its own standards of what is and is not ethically permissible.

it is appropriate for ethical standards as they apply to business behavior to vary from business situation to business situation because of the varying circumstances that accompany different business situations.

 

 

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22-09-22 | 06:42:41 am
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[solved] Which one of the following statements about the projected unit sales volumes per company in the table on p.6 of the Player's Guide is false?

 

 

Unit sales volumes per company of private-label footwear in Years 11-13 are projected to be higher in the Asia-Pacific and Latin America regions than in the North America and Europe-Africa regions.

The unit sales volumes of private-label footwear per company in the Asia-Pacific region in Years 11-13 are projected to be the same as in Latin America. 

The unit sales volumes of private-label footwear per company in the Europe-Africa region in Years 11-13 are projected to be the same as in North America. 

The projected unit sales volumes of private-label footwear per company in Europe-Africa in Years 11-13 are higher than in North America.

The unit sales volumes per company in North America in Year 12 are projected to be 2,640,000 pairs of branded footwear and 246,000 pairs of private-label footwear.

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14-09-22 | 12:41:54 pm
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[solved] The projected percentage growth in buyer demand for private-label athletic footwear is

10-12% annually in North America region during the Year 16-Year 20 period and 12-14% annually in Europe-Africa region during the Year 16-Year 20 period.

higher than the projected growth for branded footwear in the Asia Pacific and Latin America regions in both the Year 11-15 and Year 16-20 periods.

10-12% annually in Latin America during the Year 11-Year 15 period, declining to 8-10% annually during the Year 16-Year 20 period.

5-7% annually worldwide, during the Year 11-Year 15 period, increasing to 7-9% annually during the Year 16-Year 20 period.

12-14% annually in the Europe-Africa region during Years 11-15 and 10-12% annually in Latin America during Years 11-15.

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14-09-22 | 10:53:23 am
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Cozy's product manager continues to perform well

Cozy's product manager continues to perform well in the market. However, a competing product is coming on strong and is looking to take over as the market share leader in the segment. Without sacrificing contribution margin, what can the Cozy product manager do in order to improve upon the buying criteria, and thus potentially increase demand?

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12-09-22 | 06:02:14 am
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Cozy's product manager continues to perform well

Cozy's product manager continues to perform well in the market. However, a competing product is coming on strong and is looking to take over as the market share leader in the segment. Without sacrificing contribution margin, what can the Cozy product manager do in order to improve upon the buying criteria, and thus potentially increase demand?

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12-09-22 | 06:01:58 am
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[solved] Which of the following are most unlikely to qualify as driving forces?

Changes in an industry's long-term growth rate, the entry or exit of major firms, and changes in cost and efficiency

Emerging new Internet technology applications, reductions in uncertainty and business risk, regulatory influences, and government policy changes

Mounting competition from substitutes, increasing efforts on the part of industry members to collaborate with suppliers, and the speed with which the number of industry key success factors is either rising or falling

Product innovation and changes in who buys the industry's product and how they use it

Increasing globalization of the industry and marketing innovation

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11-09-22 | 17:52:40 pm
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[solved] Whether buyer bargaining power poses a strong or weak source of competitive pressure on industry members depends in part on

whether entry barriers are high or low and the pool of likely entry candidates is big or small.

the price sensitivity of buyers, whether buyer switching costs are high or low, and how well-informed buyers are about the product offerings of industry members.

whether the profit margins of sellers are relatively high or low.

whether buyer demand is local, regional, national, or global.

whether the overall quality of the products/services of industry members is rising or falling

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11-09-22 | 17:51:16 pm
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[solved] The bargaining leverage of suppliers is stronger when

suppliers provide an item that accounts for a sizable fraction of the costs of the industry's product.

there are no good substitutes for the items being furnished by the suppliers and when there are only a few "preferred" suppliers of a particular input.

industry members purchase in large quantities and thus are important customers of the suppliers.

the products of suppliers are weakly differentiated and the supplier industry is composed of more than five suppliers.

industry members are a threat to integrate backward into the business of suppliers and to self-manufacture their own requirements.

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11-09-22 | 17:50:09 pm
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[solved] Which of the following is generally not considered as a barrier to entry?

Weak brand preferences and low degrees of customer loyalty to existing brands

High capital requirements

The ability and willingness of industry incumbents to launch strong defensive maneuvers to maintain their positions and make it harder for a newcomer to build a clientele

The cost advantages enjoyed by industry members due to scale economies (in production, distribution, or other activities), favorable locations, and/or low fixed costs

The difficulties of building a network of distributors-retailers and securing adequate space on retailers' shelves

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11-09-22 | 17:48:54 pm
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[solved] A very revealing indicator of whether potential entry is a strong or weak competitive force in the marketplace is

whether potential entrants have ample cash on hand to fund the capital requirements to enter the industry.

how formidable the entry barriers are for each type of potential entrant and whether most companies already in the industry are making money or losing money.

whether existing industry members have sufficient capacity to supply the expected growth in buyer demand.

whether industry incumbents will or will not have a cost advantage over new entrants.

whether the industry's growth and profit prospects are strongly attractive to potential entry candidates.

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11-09-22 | 17:47:07 pm
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[solved] Which one of the following generally does not act to weaken the rivalry among competing sellers?

Strongly differentiated products among rival sellers

Industry conditions that tempt rivals to use price cuts or other competitive weapons to boost unit sales

A situation where a few large sellers have the majority of sales and dominant market shares

Rapid growth in buyer demand

High buyer switching costs

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11-09-22 | 17:45:34 pm
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[solved] Just how strong the competitive pressures are from substitute products depends in part on whether

the producers of substitutes have strong product innovation capabilities.

industry members face strong bargaining power from their most influential customers.

the readily available substitute products have comparable or better performance features and are attractively priced.

industry members make purchases frequently or infrequently.

there are fewer than five online sellers of substitute products with widespread brand name recognition.

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11-09-22 | 17:44:02 pm
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[solved] The term strategic group refers to

those members of an industry that confront the same types of competitive pressures and are combating the same kinds of driving forces.

those industry rivals that are charging about the same prices for their products/services.

a cluster of industry rivals that employ similar competitive approaches, have product offerings that appeal to similar types of buyers, and thus occupy similar market positions.

those industry rivals whose products are of very similar quality.

a cluster of industry rivals that have differentiated their product offerings in essentially identical ways.

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11-09-22 | 17:42:43 pm
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[solved] As a rule, the stronger the collective impact of the five competitive forces,

the fewer the number of industry key success factors.

the larger the number of competitive advantage opportunities for industry members.

the lower the combined profitability of industry participants.

the stronger are the industry's driving forces.

the fewer the number of industry members that can earn a profit by charging premium prices for highly differentiated products.

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11-09-22 | 17:41:26 pm
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[solved] The competitive threat that outsiders will enter a market is weaker when

existing industry members are looking to expand their market reach by entering product segments or geographic areas where they currently do not have a presence.

it takes new entrants longer than 6 months to secure attractive amounts of space on retailers' shelves and build a well-recognized brand name.

entry barriers are high, the pool of entry candidates is small, and buyer demand is growing slowly or is stagnant.

more than three of the existing industry members have lost money during the past 5 years.

buyers have little loyalty to the brands and product offerings of existing industry members.

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11-09-22 | 17:39:27 pm
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[solved] Competitive pressures stemming from the threat of entry are stronger when

the industry outlook is risky or uncertain.

industry incumbents have competitive arsenals that are formidable enough to put obstacles in a newcomer's path and potentially defeat its strategic efforts to become a successful and profitable competitor.

there are fewer than 20 potential entry candidates and more than 10 firms are already in the industry.

incumbent firms have cost advantages that are difficult for a newcomer to replicate.

the pool of entry candidates is large and some have adequate resources to overcome entry barriers and combat defensive actions of existing industry.

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11-09-22 | 17:38:00 pm
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[solved] What makes the marketplace a competitive battlefield is

the ongoing jockeying and maneuvering among rivals to cut costs, charge the lowest price in the industry, steal customers away from rivals, and drive their weakest rivals out of business.

the constant jockeying of industry members to deploy whatever means in their business arsenals they believe will attract and retain buyers, enhance their competitive strength vis-a-vis rivals, and yield the best profitability.

the ongoing race among rival sellers to add new and improved product features so as to have the highest quality product in the industry.

the race among industry members to see who can employ the most powerful strategic offensive, take sales and market share away from rivals, and drive one or more rivals out of business.

the ongoing efforts of industry members to introduce innovative next-generation products/services at a faster rate than their rivals.

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11-09-22 | 17:36:15 pm
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[solved] The "driving forces" in an industry

are usually triggered by changing technology, the entry of important new competitors, or the exit of several important industry members.

are usually triggered by shifting buyer needs and expectations or by the appearance of new substitute products.

usually are spawned by growing demand for the product, the outbreak of price-cutting, and unexpectedly large reductions in entry barriers.

become more numerous and grow in intensity when the industry begins to mature and the rate of growth in buyer demand slows.

are the major underlying causes of changing industry and competitive conditions and have the biggest influence on how the industry landscape will be altered.

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11-09-22 | 17:34:40 pm
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[solved] Which one of the following factors is an important consideration in deciding whether the outlook for the industry presents the company with good prospects for attractive profitability?

Whether the company's strategy incorporates at least 5 of the industry's key success factors

Whether a company has the resources and competitive capabilities to capture the industry's most appealing market opportunities

How many industry members are currently making money and how many are losing money

Whether and to what degree industry profitability will be favorably or unfavorably affected by the industry's driving forces

How many industry members are pursuing offensive strategies to gain sales and market share and how many are pursuing defensive strategies to protect their present sales levels and market shares

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11-09-22 | 17:32:37 pm
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[solved] In which one of the following instances is the rivalry among competing sellers generally stronger?

When he industry's product entails low inventory storage costs

When there are so many rivals that any one company's actions have little direct impact on the businesses of rivals

When one or more rivals are dissatisfied with their business performance and are making aggressive moves to attract more customers

When the loyalty of buyers to their preferred brand is high

When buyer switching costs are high and competing sellers seldom make fresh moves to improve their market standing and business performance

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11-09-22 | 17:30:51 pm
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[solved] While doing the necessary detective work can be tedious and time-consuming, studying the strategies and situations of rival companies (most especially close rivals) well enough to be able to anticipate many of their next moves has the big advantage of

enabling company managers to determine which successful strategy elements of rival companies need to be quickly incorporated into the company's own strategy.

helping company managers determine which rivals in other strategic groups need to be monitored very closely.

enabling managers to prepare effective countermoves (perhaps to even beat a rival to the punch) and to take rivals' probable actions into account in crafting their own best course of action.

allowing company managers to accurately predict which rival companies are destined to gain market share and which ones are destined to lose market share over the next 3-5 years.

enabling a company to successfully underprice rival companies and steal away some of their sales and market share.

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11-09-22 | 17:29:01 pm
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[solved] Which of the following is not a factor to be considered in the five-forces model of competition?

Competitive pressures created by shifting industry key success factors

The attempts of companies in other industries to win buyers over to their own substitute products

The threat of new entrants into the market

The exercise of supplier bargaining power

The market maneuvering and jockeying for buyer patronage among rival sellers in the industry

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11-09-22 | 17:27:26 pm
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[solved] Which of the following is a major question to ask in assessing a company's industry and competitive environment?

To what extent are competitive forces influenced by societal values and lifestyles?

Is the industry considered to be a fiercely competitive high-tech industry or a moderately competitive low-tech industry?

What impact do buyer demographics and purchasing power have on the industry's outlook for good profitability?

What forces are driving changes in the industry, and what impact will these changes have on competitive intensity and industry profitability?

How extensively and tightly is the industry regulated?

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11-09-22 | 17:23:49 pm
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[solved] Based on Figure 3.4, which of the following is not a typical competitive weapon that a company can use to battle rivals and attract buyers?

Charging whatever price the industry leader is charging

Providing quicker or cheaper delivery

Building a bigger/better dealer network

Offering coupons and/or improving warranties

Improving selection of models/styles

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11-09-22 | 17:21:32 pm
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[solved] Strategic group mapping is a technique for determining

industry key success factors.

whether the collective impact of the five competitive forces is strong, moderate, or weak and which companies are best shielded from the most powerful competitive forces.

how many rivals are profitable, who the industry leader is, and how big a competitive advantage the industry leader has.

the different market positions that rival firms occupy in an industry and which companies are close competitors and which are distant competitors.

what strategic moves key rivals are likely to make next.

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11-09-22 | 17:19:17 pm
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[solved] The concept of strategic groups is relevant to industry and competitive analysis because

strategic group maps help identify which industry members are close rivals and which are distant rivals.

a company's profit potential depends on which strategic group it is in.

competition grows in intensity as the number and diversity of the strategic groups in an industry increases.

firms in the same strategic groups are rarely close competitors--a firm's closest competitors are usually in distant strategic groups.

competitive pressures tend to be weaker within strategic groups than across strategic groups.

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11-09-22 | 16:53:11 pm
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[solved] Which of the following statements about the market maneuvering for buyer patronage that goes on among rival sellers of a product or service is false?

The ever-changing competitive maneuvering among industry rivals produces a continually evolving competitive landscape where the market battle ebbs and flows, sometimes takes unpredictable twists and turns, and produces winners and losers.

Each competing company endeavors to deploy whatever means in its business arsenal it believes will attract and retain buyers, enhance its competitive strength vis-a-vis rivals, and yield good profits.

When one industry competitor makes a new strategic move or boosts its competitive efforts in ways that yield good results, its rivals typically respond with offensive or defensive countermoves of their own.

The ongoing jockeying of rivals leads to some companies gaining or losing momentum in the marketplace based on the success or failure of their latest competitive efforts and maneuvering in the marketplace.

A market is a competitive battlefield where the winners are usually companies with a large market share of industry sales and the losers are companies with a small market share. 

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11-09-22 | 16:51:28 pm
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[solved] The best test of whether potential entry is a strong or weak competitive force is whether

the industry's growth and profit prospects are strongly attractive to potential entry candidates.

capital requirements for new entrants are high or low.

a majority of the existing industry members have earned a profit for 3 consecutive years.

buyer loyalty to existing brands is high or low.

the number of entry barriers.

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11-09-22 | 16:50:01 pm
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[solved] Which of the following are most unlikely to qualify as driving forces?

Changes in an industry's long-term growth rate, the entry or exit of major firms, and changes in cost and efficiency

Increasing globalization of the industry and marketing innovation

Product innovation and changes in who buys the industry's product and how they use it

Emerging new Internet technology applications, reductions in uncertainty and business risk, regulatory influences, and government policy changes

Mounting competition from substitutes, increasing efforts on the part of industry members to collaborate with suppliers, and the speed with which the number of industry key success factors is either rising or falling

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11-09-22 | 16:47:31 pm
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[solved] Just how strong the competitive pressures are from substitute products depends in part on whether

how much bargaining power industry members face from both their suppliers and their most influential customers.

buyers make purchases frequently or infrequently and whether the producers of substitutes have idle production capacity.

the producers of substitutes provide high levels of customer service and their product offerings are strongly differentiated from one another.

there are at least five well-known and highly regarded sellers of substitute products.

substitutes are attractively priced and have comparable or better performance features.

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11-09-22 | 16:46:09 pm
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[solved] Driving forces analysis entails

learning what the drivers of industry success are and which industry key success factor is the most important determinant of company profitability.

identifying what the driving forces are, assessing whether the drivers of change are, on the whole, acting to make the industry more or less attractive, and determining what strategy changes are needed to prepare for the impacts of the driving forces.

determining which of the five competitive forces is the biggest driver of industry change and deciding what changes a company needs to make to best protect itself from the adverse impacts of the very strong competitive force that is driving industry change.

identifying all of the potential causes of changing industry conditions.

predicting whether future market conditions are likely to be attractive or unattractive, predicting how the industry's driving forces will alter the factors for future competitive success, and then crafting a strategy that will shield the firm from as many of the different adverse driving forces as possible.

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11-09-22 | 16:44:30 pm
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[solved] Closely monitoring the strategies and situations of key rivals and trying to prepare for the actions they are likely to take

avoids the mistake of flying blind into competitive battle without having some inkling of what actions rivals may take, thereby reducing the risk of being caught napping and suffering a damaging loss of sales and profits.

makes it easy to predict which rivals are likely to gain market share in the upcoming years and which ones are likely to lose market share.

helps clarify which rivals are the firm's closest competitors and how to capitalize on their strategy flaws or mistakes.

helps company managers identify which rival has the best strategy and must be watched most closely.

is important because it enables company managers to identify which rivals are in the best and worst strategic groups.

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11-09-22 | 16:42:48 pm
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[solved] Which one of the following is not a factor that affects the strength of supplier bargaining power?

Whether it is difficult or costly for industry members to switch their purchases from one supplier to another or to switch to attractive substitute inputs.

Whether there are greater or fewer than ten suppliers of the item being purchased from suppliers

Whether industry members have sound business reasons to integrate backward into the business of suppliers and self-manufacture items they have been buying from suppliers

Whether suppliers provide an item that accounts for a sizable fraction of the costs of the industry's product

Whether the item being supplied is a commodity readily available from a host of suppliers or whether certain suppliers provide a differentiated input that enhances the performance or quality of the industry's product

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11-09-22 | 16:41:09 pm
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[solved] Which of the following generally do not qualify as a barrier to entry?

Rapid market growth and low degrees of customer loyalty to existing brands

The ability and willingness of industry incumbents to launch strong defensive maneuvers to maintain their positions and make it harder for a newcomer to compete successfully and profitably

High capital requirements and the cost advantages enjoyed by existing industry members

Tariffs and other burdensome international trade restrictions

The difficulties of building a network of distributors-retailers and securing adequate space on retailers' shelves

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11-09-22 | 16:39:00 pm
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[solved] A competitive environment where there is weak to moderate rivalry among sellers, high entry barriers, weak competition from substitute products, and little bargaining leverage on the part of both suppliers and customers

lacks powerful driving forces and is thus likely to be relatively slow-changing and cause industry members to have low profit margins.

typically results in a "buyers' market" where industry members are forced to reduce prices.

is conducive to industry members earning attractive profits.

gives each industry competitor the best potential for growing rapidly and strongly differentiating its product.

requires that industry members have low costs in order to be competitively successful.

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11-09-22 | 16:36:40 pm
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[solved] Which of the following is not a factor that causes buyer bargaining power to be stronger?

Buyers are well-informed and have compared the product offerings of industry members regarding prices, product features, quality, buyer reviews, and other pertinent factors.

The supply side of the marketplace is composed of a few large sellers and the demand side of the marketplace consists of numerous buyers that purchase in fairly small quantities

The costs incurred by buyers in switching to competing brands or to substitute products are relatively low

Some buyers are a threat to integrate backward into the business of sellers and become an important competitor

Buyers have considerable discretion over whether and when they purchase the product

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11-09-22 | 16:34:38 pm
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[solved] Rivalry among competing sellers grows in intensity when

buyer demand is growing rapidly.

a few large sellers have the majority of sales and dominant market shares.

the products of rival sellers are essentially identical or else weakly differentiated, resulting in little or no buyer brand loyalty.

the products/services of rival sellers are becoming more strongly differentiated.

rivals' products/services are sold at widely varying prices.

 

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11-09-22 | 16:32:37 pm
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[solved] Which one of the following generally does not act to weaken the rivalry among competing sellers?

Industry conditions that tempt rivals to use price cuts or other competitive weapons to boost unit sales

Strongly differentiated products among rival sellers

Rapid growth in buyer demand

A situation where a few large sellers have the majority of sales and dominant market shares

High buyer switching costs

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11-09-22 | 16:31:16 pm
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[solved] The competitive threat that outsiders will enter a market is weaker when

buyers have little loyalty to the brands and product offerings of existing industry members.

it takes new entrants longer than 6 months to secure attractive amounts of space on retailers' shelves and build a well-recognized brand name.

existing industry members are looking to expand their market reach by entering product segments or geographic areas where they currently do not have a presence.

entry barriers are high, the pool of entry candidates is small, and buyer demand is growing slowly or is stagnant.

more than three of the existing industry members have lost money during the past 5 years.

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11-09-22 | 16:29:25 pm
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[solved] The five-forces model of competition (as shown in Figure 3.3) does not include

competitive pressures stemming from the exercise of supplier bargaining power.

competitive pressures triggered by the unexpected appearance of new and powerful driving forces.

competitive pressures from companies in other industries selling substitute products

competitive pressures stemming from the threat of new entrants into the market.

competitive pressures stemming from the exercise of buyer (or customer) bargaining power.

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11-09-22 | 16:27:51 pm
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[solved] Competitive pressures stemming from the threat of entry are stronger when

there are fewer than 20 potential entry candidates and more than 10 firms are already in the industry.

incumbent firms have cost advantages that are difficult for a newcomer to replicate.

industry incumbents have competitive arsenals that are formidable enough to put obstacles in a newcomer's path and potentially defeat its strategic efforts to become a successful and profitable competitor.

the pool of entry candidates is large and some have adequate resources to overcome entry barriers and combat defensive actions of existing industry.

the industry outlook is risky or uncertain.

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11-09-22 | 16:26:18 pm
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[solved] Which of the following questions is not helpful in identifying an industry's key success factors?

On what basis do buyers of the industry's product or service choose between the competing brands of sellers?

What shortcomings are almost certain to put a company at a significant competitive disadvantage?

Which one of the five competitive forces must any company in the industry absolutely be able to cope with and defend against successfully in order to survive and have a reasonable chance at earning a profit?

Given the nature of competitive rivalry and the competitive forces prevailing in the marketplace, what resources and competitive capabilities must a company have to be competitively successful?

Is the long-term growth rate in buyer demand for the industry's product/service expected to decrease, remain about the same, or increase?

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11-09-22 | 16:24:54 pm
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[solved] Which of the following is not one of the six important "outer-ring" components of a company's macro-environment (as shown in Figure 3.2)?

Technological factors

Sociocultural forces 

Environmental factors and economic conditions

Political factors and legal/regulatory factors

The industry's profit outlook

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11-09-22 | 16:23:07 pm
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[solved] Based on Figure 3.4, which of the following is not a typical competitive weapon that a company can use to battle rivals and attract buyers?

Reducing price; granting discounts to win the business of particular buyers

Improving customer service

Running ads to inform buyers of new or special features and/or to strengthen brand awareness and brand image

Introducing more or different features

Winning a bigger market share

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11-09-22 | 16:21:48 pm
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[solved] Whether an industry presents a company with good prospects for attractive growth and profitability

is chiefly determined by how favorably the company is impacted by factors in the outer ring of its macro-environment.

depends almost entirely on whether a company has the resources and competitive capabilities to capture the industry's most appealing market opportunities.

involves (a) using a strategic group map to determine which strategic groups are likely to enjoy good profits in the future and which ones are likely to experience weak profitability and (b) determining if a company's strategy incorporates at least 5 of the industry's key success factors.

hinges in part on such considerations as the industry's growth potential, the anticipated strength of competitive forces, whether the company is strongly or weakly positioned on the industry's strategic group map, and whether and to what degree industry profitability will be favorably or unfavorably affected by the industry's driving forces.

is best gauged by how many industry members are currently making money and how many are losing money and whether the average profitability of industry members has risen or fallen over the past five years.

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11-09-22 | 16:20:30 pm
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[solved] Whether an industry presents a company with good prospects for attractive growth and profitability

is chiefly determined by how favorably the company is impacted by factors in the outer ring of its macro-environment.

depends almost entirely on whether a company has the resources and competitive capabilities to capture the industry's most appealing market opportunities.

involves (a) using a strategic group map to determine which strategic groups are likely to enjoy good profits in the future and which ones are likely to experience weak profitability and (b) determining if a company's strategy incorporates at least 5 of the industry's key success factors.

hinges in part on such considerations as the industry's growth potential, the anticipated strength of competitive forces, whether the company is strongly or weakly positioned on the industry's strategic group map, and whether and to what degree industry profitability will be favorably or unfavorably affected by the industry's driving forces.

is best gauged by how many industry members are currently making money and how many are losing money and whether the average profitability of industry members has risen or fallen over the past five years.

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11-09-22 | 15:54:40 pm
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[solved] In which one of the following instances is the rivalry among competing sellers generally stronger?

When buyer switching costs are high and competing sellers seldom make fresh moves to improve their market standing and business performance

When he industry's product entails low inventory storage costs

When the loyalty of buyers to their preferred brand is high

When there are so many rivals that any one company's actions have little direct impact on the businesses of rivals

When one or more rivals are dissatisfied with their business performance and are making aggressive moves to attract more customers

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11-09-22 | 15:48:43 pm
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[solved] Competitive jockeying and market maneuvering among industry rivals

is usually an industry's strongest driving force and acts to weaken customer loyalty.

is generally weak when both buyers and suppliers have strong bargaining power, there are few industry key success factors, and industry driving forces are weak.

is ever-changing as competing sellers initiate round after round of offensive and defensive moves, emphasizing first one mix of competitive weapons and then another in efforts to improve their market positions and profitability.

determines whether companies positioned in the upper right quadrant of the industry's strategic group map will have a strong or weak competitive advantage over industry members positioned in other parts of the map.

is usually one of the two or three weakest competitive forces when the outlook for the industry as a whole is not conducive to good profitability.

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11-09-22 | 15:47:22 pm
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[solved] Based on Figure 3.4, which of the following is not a typical competitive weapon that a company can use to battle rivals and attract buyers?

Charging whatever price the industry leader is charging

Offering coupons and/or improving warranties

Providing quicker or cheaper delivery

Building a bigger/better dealer network

Improving selection of models/styles

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11-09-22 | 15:45:47 pm
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[solved] The key success factors in an industry

concern those industry-related factors that play a major role in whether a company is able to gain a sustainable competitive advantage and/or will make it easier to overcome competitive pressures and industry driving forces.

are those competitive factors that most affect industry members' abilities to prosper in the marketplace--the particular strategy elements, product attributes, resource strengths, competitive capabilities, and market achievements that spell the difference between being a strong competitor and a weak competitor (and sometimes the difference between profit and loss).

relate to the kinds of business models and strategies that a company must employ in order to be profitable, win a competitive edge, and give the company a chance at being the global market leader.

concern the specific resource strengths and competitive capabilities that a company must always incorporate in its strategy in order to be profitable.

are determined by the industry's driving forces, by the number of different strategic groups in the industry, and by the number of different competitive strategies that industry members are employing.

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11-09-22 | 15:43:36 pm
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[solved] The bargaining leverage of suppliers is stronger when

industry members make frequent purchases in small quantities.

industry members are a threat to integrate backward into the business of suppliers and to self-manufacture their own requirements.

suppliers provide an item that accounts for a small fraction of the costs of the industry's product and when a needed input is in short supply.

the products of suppliers are strongly differentiated, which reduces the costs industry members incur in switching to alternative suppliers.

good substitutes exist for the items being furnished by the suppliers.

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11-09-22 | 15:42:04 pm
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[solved] The "driving forces" in an industry

are usually triggered by changing technology, the entry of important new competitors, or the exit of several important industry members.

are usually triggered by shifting buyer needs and expectations or by the appearance of new substitute products.

usually are spawned by growing demand for the product, the outbreak of price-cutting, and unexpectedly large reductions in entry barriers.

become more numerous and grow in intensity when the industry begins to mature and the rate of growth in buyer demand slows.

are the major underlying causes of changing industry and competitive conditions and have the biggest influence on how the industry landscape will be altered.

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11-09-22 | 15:40:47 pm
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[solved] While doing the necessary detective work can be tedious and time-consuming, studying the strategies and situations of rival companies (most especially close rivals) well enough to be able to anticipate many of their next moves has the big advantage of

allowing company managers to accurately predict which rival companies are destined to gain market share and which ones are destined to lose market share over the next 3-5 years.

enabling managers to prepare effective countermoves (perhaps to even beat a rival to the punch) and to take rivals' probable actions into account in crafting their own best course of action.

helping company managers determine which rivals in other strategic groups need to be monitored very closely.

enabling company managers to determine which successful strategy elements of rival companies need to be quickly incorporated into the company's own strategy.

enabling a company to successfully underprice rival companies and steal away some of their sales and market share.

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11-09-22 | 15:39:20 pm
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[solved] The concept of strategic groups is relevant to industry and competitive analysis because

strategic group maps help identify which industry members are close rivals and which are distant rivals.

firms in the same strategic groups are rarely close competitors--a firm's closest competitors are usually in distant strategic groups.

a company's profit potential depends on which strategic group it is in.

competitive pressures tend to be weaker within strategic groups than across strategic groups.

competition grows in intensity as the number and diversity of the strategic groups in an industry increases.

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11-09-22 | 15:37:56 pm
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[solved] The competitive pressures from substitute products tend to be weaker when

there are fewer than 5 sellers of substitute products with idle production capacity.

substitutes have been on the market and available for purchase for fewer than three years.

buyers have high costs in switching to substitutes.

the prices of substitutes are less than 10% higher than the prices being charged by sellers in the industry.

the substitute products that are currently available are weakly differentiated from one another.

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11-09-22 | 15:36:17 pm
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[solved] Which of the following generally do not qualify as a barrier to entry?

Tariffs and other burdensome international trade restrictions

The difficulties of building a network of distributors-retailers and securing adequate space on retailers' shelves

The ability and willingness of industry incumbents to launch strong defensive maneuvers to maintain their positions and make it harder for a newcomer to compete successfully and profitably

High capital requirements and the cost advantages enjoyed by existing industry members

Rapid market growth and low degrees of customer loyalty to existing brands

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11-09-22 | 15:34:30 pm
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[solved] The five-forces model of competition (as shown in Figure 3.3) does not include

competitive pressures from companies in other industries selling substitute products

competitive pressures stemming from the exercise of supplier bargaining power.

competitive pressures stemming from the exercise of buyer (or customer) bargaining power.

competitive pressures triggered by the unexpected appearance of new and powerful driving forces.

competitive pressures stemming from the threat of new entrants into the market.

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11-09-22 | 15:31:04 pm
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[solved] A company's macro-environment concerns

the buying habits of consumers, the overall business climate in which the company operates, and the balance between global supply and global demand for the industry's product/service.

political factors, economic conditions, sociocultural forces, technological factors, environmental forces, legal/regulatory factors and, closer to home, the immediate industry and competitive arena in which the company operates--as shown in Figure 3.2.

the rates of change in consumer purchasing power and the stability of consumer tastes, preferences, and buying habits.

the fresh competitive efforts and market maneuvers that rival companies are likely to initiate in the near future.

such factors as industry growth, competitive pressures, industry driving forces, the company's current profitability, and the pressures that company shareholders are putting on top management for better company performance.

 

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11-09-22 | 15:27:47 pm
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[solved] The best test of whether potential entry is a strong or weak competitive force is whether

capital requirements for new entrants are high or low.

a majority of the existing industry members have earned a profit for 3 consecutive years.

the industry's growth and profit prospects are strongly attractive to potential entry candidates.

the number of entry barriers.

buyer loyalty to existing brands is high or low.

 

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11-09-22 | 15:25:43 pm
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[solved] Which of the following is not a factor that causes buyer bargaining power to be stronger?

The costs incurred by buyers in switching to competing brands or to substitute products are relatively low

The supply side of the marketplace is composed of a few large sellers and the demand side of the marketplace consists of numerous buyers that purchase in fairly small quantities

Buyers have considerable discretion over whether and when they purchase the product

Buyers are well-informed and have compared the product offerings of industry members regarding prices, product features, quality, buyer reviews, and other pertinent factors.

Some buyers are a threat to integrate backward into the business of sellers and become an important competitor

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11-09-22 | 15:23:20 pm
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[solved] Competitive pressures stemming from the threat of entry are stronger when

there are fewer than 10 entry candidates with the potential to hurdle the industry's barriers to entry.

buyers have strong brand preferences and high degrees of loyalty to their preferred brand and when it takes new entrants less than 5 years to secure attractive amounts of space on retailers' shelves and build a well-recognized brand name.

the industry's outlook is uncertain or highly risky, entry barriers are low, and very few existing industry members are looking to expand their market reach by entering product segments or geographic areas where they currently do not have a presence.

entry barriers are low, the pool of entry candidates is large, and existing industry members are earning good profits.

it is difficult or costly for a customer to switch to a new brand, the total dollar investment needed to enter the market successfully exceeds $5 million, and existing governmental regulations impose significant cost and compliance burdens on industry members.

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11-09-22 | 15:21:43 pm
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[solved] A competitive environment where there is strong rivalry among sellers, low entry barriers, strong competition from substitute products, and considerable bargaining leverage on the part of both suppliers and customers

results in an unattractive strategic group map where all industry members are crowded into the top right corner of the map and forced into competing on the basis of rapid product innovation.

tends to mean that the industry will have fewer than 3 key success factors.

greatly strengthens the number of driving forces and the power of their impact on industry members.

typically results in a "sellers' market" where industry members can raise prices and earn large profit margins.

makes it hard for industry members to earn attractive profits.

 

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11-09-22 | 15:19:39 pm
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[solved] Factors that weaken the rivalry among competing sellers include

rapid growth in buyer demand, high buyer switching costs, small inventories, and/or little idle production capacity.

low buyer switching costs, slow growth in buyer demand, and rival sellers that are relatively equal in size and capability.

low barriers to entry, weakly differentiated products among rival sellers, and low inventory storage costs.

slow growth in buyer demand, low degrees of customer loyalty, and sellers' products are costly to hold in inventory, seasonal or perishable.

low buyer switching costs, weakly differentiated products among rival sellers, and conditions where one or more rivals are dissatisfied with their business performance and are making aggressive moves to attract more customers.

 

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11-09-22 | 15:16:36 pm
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[solved] Which one of the following factors is not an important consideration in deciding whether the outlook for the industry presents the company with good prospects for attractive profitability?

The degrees of risk and uncertainty in the industry’s future

Whether the industry and the company are being favorably or unfavorably impacted by macro-environmental factors

Whether statistical analysis indicates that long-term industry profitability is trending up or down

Whether and to what degree industry profitability will be favorably or unfavorably affected by the industry's driving forces

The industry’s growth potential

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11-09-22 | 15:14:18 pm
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[solved] Which of the following are most unlikely to qualify as driving forces?

Emerging new Internet technology applications, reductions in uncertainty and business risk, regulatory influences, and government policy changes

Changes in an industry's long-term growth rate, the entry or exit of major firms, and changes in cost and efficiency

Mounting competition from substitutes, increasing efforts on the part of industry members to collaborate with suppliers, and the speed with which the number of industry key success factors is either rising or falling

Increasing globalization of the industry and marketing innovation

Product innovation and changes in who buys the industry's product and how they use it

 

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11-09-22 | 15:09:19 pm
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[solved] Potential entrants are more likely to be deterred from actually entering an industry when

the products of incumbent firms are strongly differentiated.

the relative cost positions of incumbent firms are about the same, such that no one incumbent has a meaningful cost advantage.

the industry already contains a dozen or more rivals and the capital requirements to enter the market successfully are greater than $1 million.

the products of industry members are weakly differentiated and the pool of entry candidates is large.

industry incumbents are willing and able to launch strong defensive maneuvers to maintain their positions and make it harder for a newcomer to compete successfully and profitably.

 

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11-09-22 | 15:06:58 pm
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[solved] Which one of the following statements about the characteristics of well-stated objectives is false?

Well-stated objectives should be quantitative or measurable.

Well-stated objectives should contain a deadline for achievement.

Well-stated objectives should be challenging.

Well-stated objectives should be specific.

Well-stated objectives should contain sufficient wiggle room to allow for the occurrence of unexpected circumstances that block achievement of the objective.

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10-09-22 | 16:10:50 pm
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[solved] In most corporations, strategy-making is

first and foremost the function and responsibility of a company's chief strategy officer (who usually reports directly to the chief executive officer and also coordinates closely with members of the company's board of directors).

more of a collaborative group effort that involves executives and managers at many organizational levels, as opposed to being the function and sole responsibility of a few high-ranking executives.

primarily the joint responsibility of a company's senior executives and board of directors.

first and foremost the function of a company's chief executive officer - who formulates strategic initiatives and submits them to the board of directors for approval.

first and foremost the function and responsibility of a company's board of directors.

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09-09-22 | 06:43:16 am
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[solved] The primary roles/obligations of a company's board of directors in the strategy-making, strategy-executing process include

critically appraising the company's direction, strategy, and business approaches and evaluating the caliber of senior executives' strategy-making and strategy-executing skills.

developing the company's business model and advising the CEO as to how best to implement and execute the business model.

determining whether the CEO and other senior executives have established an appropriate set of financial and strategic objectives.

playing the lead role in developing the company's strategy and supervising the efforts of the CEO and other top executives in implementing and executing the strategy.

making sure the company has a sound and up-to-date 5-year strategic plan, determining the company's dividend policy, and hiring and firing (if need be) all senior management executives.

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09-09-22 | 06:40:59 am
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[solved] Developing a strategic vision for a company entails

describing the company's business model and explaining the kind of value that it is trying to deliver to customers.

describing the company's customer value proposition and the revenue-cost-profit formula management will use to deliver value to shareholders.

prescribing a route for the company to take in developing and strengthening its business--a strategic vision lays out the company's strategic course in preparing for the future.

coming up with a 5-year strategic plan for outcompeting rivals and achieving a competitive advantage.

describing the company's strategic intent in some detail and how management plans to respond to shifting economic and market conditions.

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09-09-22 | 06:38:45 am
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[solved] A company's mission statement typically addresses which of the following questions?

"Where are we headed and what should our strategy be?"

"Who are we, what do we do, and why are we here?"

"What types of customers are we trying to attract and what do we intend to do for them in order to achieve a high level of customer satisfaction?"

"How will we get to where we are going?"

"What products will we market in order to deliver attractive value to our customers?"

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09-09-22 | 06:37:01 am
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[solved] Business strategy, as distinct from corporate strategy, concerns

choosing what customer value proposition to employ.

selecting which new businesses to enter, which existing businesses to get out of, and which existing businesses to remain in.

the actions, approaches, and practices to be employed in managing particular functions or business processes or key activities within a given line of business.

the actions and approaches being employed to produce successful performance in one specific line of business.

choosing the most appropriate strategic intent for a specific line of business.

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09-09-22 | 06:32:57 am
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[solved] Which of the following are part of the strategy-making, strategy-executing process shown in Figure 2.1?

Communicating the company's mission statement to employees, shareholders, and suppliers and developing a balanced scorecard to track organizational performance

Setting objectives for measuring the company's performance and tracking its progress in moving in the intended long-term direction and pursuing the strategic vision and mission

Deciding on a customer value proposition, identifying the three most appealing strategy alternatives, and determining what kinds of resources to employ in the pursuit of sustainable competitive advantage

Developing a proven business model and identifying profitable strategy alternatives.

Deciding on the company's strategic intent and what strategic plan to pursue in accomplishing the chosen strategic intent

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09-09-22 | 06:31:56 am
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[solved] Which of the following are characteristics of an effectively-worded strategic vision statement?

Challenging, totally ethical, and highly focused on achieving competitive advantage

Innovative, inspiring, and highly unique

Memorable, forward-looking and directional, and focused

Balanced, rational, unique, and inspirational

Imaginative, customer-focused, and no longer than 10 words

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09-09-22 | 06:26:53 am
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[solved] Strategic intent refers to a situation where a company

is strongly committed to achieving the targeted outcomes in its balanced scorecard.

relentlessly pursues an ambitious strategic objective, concentrating the full force of its resources and competitive actions on achieving that objective.

decides to shift from one competitive approach to a different competitive approach.

has an unshakable commitment to a particular strategy.

adopts a new or different strategic vision.

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09-09-22 | 06:24:57 am
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[solved] Which one of the following is not one of the external or internal considerations in deciding on a company's future direction?

Does the company have attractively strong resources and competitive capabilities to grow revenues and profits in the years ahead?

Does the company have the resource strengths and competitive capabilities to become the dominant market leader in every country the company competes in?

What, if any, new customer groups and/or geographic markets should the company get in position to serve?

Are there good reasons why the company should begin to deemphasize or eventually abandon any of the markets or customer groups it is currently serving?

What resource strengths and competitive capabilities offer good potential for creating competitive advantage?

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09-09-22 | 06:12:43 am
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[solved] Effectively communicating the strategic vision to company personnel is important because

the more a vision evokes positive support and excitement among company personnel, the greater its impact in terms of arousing a committed organizational effort and getting company personnel to move in a common direction.

a good understanding of the vision boosts employee confidence in the profitability of the company's business model.

company personnel cannot be highly productive and happy with their jobs unless they have a clear understanding of management's strategic plan for being competitively successful and profitable over the long term.

a good understanding of the vision boosts employee support for company initiatives to win a sustainable competitive advantage over rivals.

when company personnel understand what the company needs to do to be profitable and successful, the company's chances of achieving its financial and strategic objectives are typically greater than 90%.

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09-09-22 | 06:09:38 am
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[solved] A company's strategic plan consists of

its strategic intent and the strategy it will employ to achieve this intent and win a sustainable competitive advantage.

a company's strategic vision, strategic objectives, strategic intent, and strategy.

a strategic vision, a strategy to earn appealingly high profits, and a strategic intent to achieve a particular type of competitive advantage over rivals.

the actions and approaches to be used in achieving a competitive edge over rival firms.

a vision of where it is headed, a set of performance targets, and a strategy to achieve them.

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09-09-22 | 06:07:33 am
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[solved] Strategic objectives

help managers track an organization's progress in achieving high levels of customer satisfaction.

are more difficult to achieve and harder to measure than financial objectives.

are actions a company must take to achieve a sustainable competitive advantage.

are generally less important than financial objectives.

relate to target outcomes that indicate a company is strengthening its market standing, competitive vitality, and future business prospects.

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09-09-22 | 06:06:18 am
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[solved] Strategic objectives

help managers track an organization's progress in achieving high levels of customer satisfaction.

are more difficult to achieve and harder to measure than financial objectives.

are actions a company must take to achieve a sustainable competitive advantage.

are generally less important than financial objectives.

relate to target outcomes that indicate a company is strengthening its market standing, competitive vitality, and future business prospects.

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09-09-22 | 06:06:04 am
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[solved] Which of the following statements about managing the task of implementing and executing strategy is false?

Good strategy execution requires diligent pursuit of operating excellence.

Managing the implementation and execution of strategy is easily the most demanding and time-consuming part of the strategy management process.

Management's handling of the strategy implementation and execution process can be considered successful if the company's net profits are higher after the process is completed than they were before the process began.

Managing the implementation and execution of strategy is an operations-oriented make-things-happen activity aimed at performing core business activities in a strategy-supportive manner.

Initiatives to put the strategy in place and execute it proficiently must be launched and managed on many organizational fronts.

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09-09-22 | 05:59:35 am
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[solved] The task of stitching together a strategy

is mainly an exercise in staying flexible, so as to enable quick response to changing market conditions and competitive circumstances, rapid pursuit of emerging growth opportunities, and early adoption of newly emerging technologies.

entails addressing a series of hows: how to attract and please customers, how to compete against rivals, how to position the company in the marketplace vis-a-vis rivals, how best to pursue attractive opportunities to grow the business, how best to respond to changing economic and market conditions, how to manage each functional piece of the business, and how to achieve the company's strategic and financial objectives.

is mainly an exercise in piecing together and unifying several "dare-to-be different" ways to attract customers and build a high degree of customer loyalty.

entails trying to copy the strategies of the most successful companies in the industry as closely as possible.

chiefly entails deciding which of several freshly-emerging market opportunities to pursue but can also include planned actions to capitalize on attractive growth opportunities in other businesses, internal actions aimed at achieving financial and strategic objectives more quickly than planned, and how to manage each functional piece of the business.

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09-09-22 | 05:57:24 am
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[solved] The task of stitching together a strategy

is mainly an exercise in staying flexible, so as to enable quick response to changing market conditions and competitive circumstances, rapid pursuit of emerging growth opportunities, and early adoption of newly emerging technologies.

entails addressing a series of hows: how to attract and please customers, how to compete against rivals, how to position the company in the marketplace vis-a-vis rivals, how best to pursue attractive opportunities to grow the business, how best to respond to changing economic and market conditions, how to manage each functional piece of the business, and how to achieve the company's strategic and financial objectives.

is mainly an exercise in piecing together and unifying several "dare-to-be different" ways to attract customers and build a high degree of customer loyalty.

entails trying to copy the strategies of the most successful companies in the industry as closely as possible.

chiefly entails deciding which of several freshly-emerging market opportunities to pursue but can also include planned actions to capitalize on attractive growth opportunities in other businesses, internal actions aimed at achieving financial and strategic objectives more quickly than planned, and how to manage each functional piece of the business.

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09-09-22 | 05:51:56 am
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[solved] A "balanced scorecard" that includes both strategic and financial performance targets

requires managers to set an equal number of financial and strategic objectives and devote roughly equivalent energy and resources to achieving both types of performance targets.

is a tool for helping managers measure the degree to which the company is both outcompeting rivals in the marketplace and pleasing shareholders.

assists managers in putting roughly equal emphasis on achieving short-term and long-term performance targets.

helps managers avoid the mistake of focusing only on financial performance measures and overlooking the fact that pursuing and achieving strategic outcomes that boost its competitiveness and strength in the marketplace vis-a-vis rivals is better able to improve its future financial performance.

forces managers to put equal emphasis on pursuing the achievement of both financial and strategic outcomes.

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09-09-22 | 05:48:30 am
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[solved] A set of "stretch" financial and strategic objectives

helps convert a company's strategic intent into meaningful performance targets.

helps a company avoid ho-hum results.

helps top executives determine how close the company is to true maximization of both revenues and profits.

helps lower-level managers and employees gain a clearer understanding of the company's strategic vision, strategic intent, and strategy.

is one of the best managerial tools for motivating company personnel to execute the strategy with greater proficiency and at lower overall cost.

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09-09-22 | 05:44:35 am
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[solved] Functional area strategies

are normally crafted by the head of the business, in close consultation with the managers of key operating units (plants, distribution centers, geographic divisions).

concern the relatively narrow strategic initiatives and approaches for managing specific operating units (plants, distribution centers, geographic units) and operating activities with strategic significance for the company as a whole.

are normally crafted by operating-level managers who head key functional units (plants, distribution centers, geographic units).

concern the actions and approaches managers plan to take to unify the firm's several different operating strategies into a cohesive and well-functioning whole.

concern the actions, approaches, and practices to be employed in managing particular functions or business processes or key activities within a business.

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09-09-22 | 05:41:44 am
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[solved] Which of the following is the best example of a well-stated financial objective?

Within 24 months, boost the company's profit margin per unit sold to an amount bigger than any other competitor in the industry

Increase total after-tax profits from the current level of $2 million annually to $4 million annually no later than the end of 2022.

Boost the company's dividend payments to shareholders every year

Gradually boost the annual percentage increase in total revenues

Maximize the company's annual return on shareholders' equity invest

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09-09-22 | 05:38:03 am
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[solved] In a single-business company, the strategy-making hierarchy (as shown in Figure 2-2) consists of

business strategy, divisional strategies, and departmental strategies.

business strategy and departmental strategy.

managerial strategy, business strategy, and divisional strategies.

corporate strategy, divisional strategies, and departmental strategies.

business strategy, functional area strategies, and operating strategies.

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09-09-22 | 05:36:26 am
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[solved] A company's values relate to such things as

fair treatment, honor and integrity, ethical behavior, innovativeness, teamwork, accountability, a passion for top-notch quality or superior customer service, social responsibility, and community citizenship.

the preferred business approaches and operating practices that help company personnel balance efforts to achieve short-term performance targets with their efforts to achieve long-range performance targets.

the beliefs, principles, and ethical standards that are incorporated into the company's strategy.

whether it will emphasize high ethical standards or engage in shady business practices, whether it will pursue high market share or high profitability, and whether it will put more emphasis on pleasing customers or on pleasing shareholders.

how it will balance its pursuit of financial objectives against the pursuit of its strategic objectives--creating a "balanced scorecard" approach to measuring performance is a strong plus.

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09-09-22 | 05:34:30 am
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[solved] The strategy-making, strategy-executing process

includes the tasks of developing a strategic vision, mission and core values; setting objectives; crafting a strategy to achieve the performance objectives and move the company along the chosen path; implementing and executing the strategy; and monitoring developments, evaluating performance, and initiating corrective adjustments.

is handled by key members of a company's board of directors so as not to infringe on the time of busy executives.

is principally concerned with sizing up an organization's internal and external situation, so as to be prepared for the challenge of developing a sound business model.

includes establishing a company's mission, developing a business model aimed at making the company an industry leader, and crafting a strategy to implement and execute the business model.

entails developing a viable business model, deciding on the company's strategic intent, creating a balanced scorecard to monitor performance, and crafting a 5-year strategic plan.

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09-09-22 | 05:19:25 am
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[solved] Strategic objectives

are more difficult to achieve and harder to measure than financial objectives.

are generally less important than financial objectives.

relate to target outcomes that indicate a company is strengthening its market standing, competitive vitality, and future business prospects.

are actions a company must take to achieve a sustainable competitive advantage.

help managers track an organization's progress in achieving high levels of customer satisfaction.

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09-09-22 | 05:17:03 am
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[solved] Strategic intent refers to a situation where a company

has an unshakable commitment to a particular strategy.

adopts a new or different strategic vision.

decides to shift from one competitive approach to a different competitive approach.

is strongly committed to achieving the targeted outcomes in its balanced scorecard.

relentlessly pursues an ambitious strategic objective, concentrating the full force of its resources and competitive actions on achieving that objective.

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09-09-22 | 05:14:56 am
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[solved] Which of the following statements about managing the task of implementing and executing strategy is false?

Managing the implementation and execution of strategy is easily the most demanding and time-consuming part of the strategy management process.

Managing the implementation and execution of strategy is an operations-oriented make-things-happen activity aimed at performing core business activities in a strategy-supportive manner.

Initiatives to put the strategy in place and execute it proficiently must be launched and managed on many organizational fronts.

Management's handling of the strategy implementation and execution process can be considered successful if the company's net profits are higher after the process is completed than they were before the process began.

Good strategy execution requires diligent pursuit of operating excellence.

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09-09-22 | 05:12:22 am
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[solved] Corporate strategy for a diversified or multi-business enterprise

chiefly concerns the development of a strategic vision, a set of objectives, a strategy for each business the company is in, and also the functional area and operating strategies that each of the company's different businesses need to employ.

concerns developing the strategic initiatives and approaches that are to be used in managing key operating units (plants, distribution centers, geographic units) and specific operating activities with strategic significance for the company as a whole.

is orchestrated by the company's CEO and other top executives and consists of a collection of business strategies--one for each business the company has diversified into.

concerns strategy initiatives to establish business positions in different industries, whether to hold or divest existing businesses, strategic actions to boost the combined performance of the set of businesses the company has diversified into, and how to capture cross-business synergies and turn them into a competitive advantage.

is orchestrated by the general managers of each of the company's different lines of business, often with advice and input from the heads of functional area activities within each business and other key people.

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09-09-22 | 05:10:43 am
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[solved] Which of the following is not accurate as concerns who is involved in crafting a company's strategy?

A large enterprise's overall strategy is really a collection of strategic initiatives and actions devised by managers (and sometimes key employees) up and down the whole organizational hierarchy.

Ultimate responsibility for leading the strategy-making task rests with the chief executive officer.

It is flawed thinking to view crafting and executing strategy as something only high-level executives do.

Most strategy-making is done by top-ranking executives and the members of a company's board of directors, with board members generally taking the lead role.

The larger and more diverse the operations of an enterprise, the more points of strategic initiative it has and the more levels of management that have a significant strategy-making role.

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09-09-22 | 05:07:46 am
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[solved] The obligations of an investor-owned company's board of directors in the strategy-making, strategy-executing process include

coming up with compelling strategy proposals of their own to debate against those put forward by top management.

overseeing the company's financial accounting and financial reporting practices and instituting a compensation plan for top executives.

replacing the CEO when the company fails to earn a profit or pay a satisfactory dividend.

reviewing and approving the company's operating strategies and functional-area strategies and approving the appointment of all people to executive-level positions.

taking the lead in developing a strategic vision for the company.

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09-09-22 | 05:05:58 am
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[solved] A "balanced scorecard" that includes both strategic and financial performance targets

assists managers in putting roughly equal emphasis on achieving short-term and long-term performance targets.

helps managers avoid the mistake of focusing only on financial performance measures and overlooking the fact that pursuing and achieving strategic outcomes that boost its competitiveness and strength in the marketplace vis-a-vis rivals is better able to improve its future financial performance.

is a tool for helping managers measure the degree to which the company is both outcompeting rivals in the marketplace and pleasing shareholders.

forces managers to put equal emphasis on pursuing the achievement of both financial and strategic outcomes.

requires managers to set an equal number of financial and strategic objectives and devote roughly equivalent energy and resources to achieving both types of performance targets.

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09-09-22 | 05:02:31 am
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[solved] The primary role of functional area strategies is to

create compatible degrees of strategic intent among a company's different business functions.

set forth the performance targets to be pursued in such functional departments as R&D, production, sales and marketing, human resources, customer service, and finance.

unify the company's various operating-level strategies.

specify how to build and strengthen the skills, expertise, and competencies needed to execute operating-level strategies successfully.

add relevant details to the hows of a company's overall business strategy by specifying what actions, approaches, and practices will be employed in managing particular functions within a business.

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09-09-22 | 04:59:25 am
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[solved] Which one of the following is not one of the external or internal considerations in deciding on a company's future direction?

How well is the company faring vis-a-vis key competitors; is the company gaining ground or losing ground, and why?

Does sticking with the company's present strategic course present attractive opportunities for growth and profitability?

Which emerging market opportunities should the company pursue and which ones should not be pursued?

Is the company competing in too many markets or product categories where profits are skimpy or nonexistent?

Does the company have sufficient resource strengths and competitive capabilities to capture the leading market share in every geographic market the company competes in--and, if not, should it abandon those markets where it is not the leader?

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09-09-22 | 04:53:35 am
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[solved] A company's strategic plan

lays out its future direction, business purpose, performance targets, and strategy--in other words, a strategic vision + mission + a set of objectives + a strategy = a strategic plan.

consists of its corporate strategy, a set of business strategies, its functional strategies for each business, and its operating strategies for each business.

consists of a strategic vision, a set of strategic objectives, the company's declaration of strategic intent, its overall strategy, and whatever functional and operating strategies are needed.

consists of its business strategy, its functional strategies, and its operating strategies.

includes a strategic vision, the type of competitive advantage the company hopes to earn, and the strategy that management intends to employ in pursuing the intended competitive advantage and strategic vision.

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09-09-22 | 04:50:51 am
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[solved] In a single-business company, the strategy-making hierarchy (as shown in Figure 2-2) consists of

corporate strategy, business strategies, and operating strategies

functional area strategies, departmental strategies, and operating strategies.

business strategy, functional area strategies, and operating strategies.

executive-level strategies, middle management strategies, and front-line manager strategies.

corporate strategy, divisional strategies, and departmental strategies.

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09-09-22 | 04:46:21 am
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[solved] Which of the following is the best example of a well-stated financial objective?

Maximize earnings per share

Achieve bigger profit margins than any other industry competitor

Boost the company's dividend payments to shareholders every year

Increase total profits by 10% annually

Gradually boost annual revenue growth to 15% over the next several years

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09-09-22 | 04:43:27 am
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[solved] At companies where the stated values are real rather than cosmetic, company managers can connect the stated values to pursuit of the strategic vision and mission by

making internal enforcement of the company's values the centerpiece of the company's strategy.

making it clear that company personnel who do not observe company values and behavioral norms will be dismissed.

(1) being careful to craft a vision, mission, strategy, and set of operating practices that match established values and (2) repeatedly emphasizing how the values-based behavioral norms contribute to the company's business success.

making achievement of the values a prominent part of the company's strategic objectives.

using a values-based balanced scorecard to measure the company's progress in achieving the vision/mission.

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09-09-22 | 04:38:50 am
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[solved] A company's mission statement typically addresses which of the following questions?

"What business model should we employ to successfully achieve our shareholder value proposition?"

"How fast do we plan to introduce new products?"

"Who are we, what do we do, and why are we here?"

"What are our high-priority objectives and what should our strategy be to achieve them?"

"What products/services are we providing to customers in order to be successful in achieving our customer proposition?"

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09-09-22 | 04:32:38 am
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[solved] Which of the following are characteristics of an effectively-worded strategic vision statement?

Customer-driven, hard to copy, short (no longer than 2 sentences), and realistic

Unique, inspiring, achievable within 5 years, and completely ethical

Flexible, ethical, not overly narrow, and appealing to investors

Feasible, memorable, makes good business sense, and has some wiggle room

Imaginative, market-driven, totally ethical, and globally-oriented

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09-09-22 | 04:30:35 am
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[solved] Masterful strategies come from

avoiding unconventional and "dare-to-be different" ways to attract customers and, instead, sticking to making solid improvements in proven ways to deliver good customer service and build market share.

being quick to recognize and adopt a sound strategic vision and business model.

doing things differently from competitors where it counts--out-innovating them, being more efficient, being more imaginative, adapting faster--rather than running with the herd.

crafting a strategy that mimics the best parts of the strategies of the industry's most profitable companies.

doing a very thorough job of assessing the strategies of competitors and a talent for spotting ways to improve on the strategy of whatever rival company is deemed to have the best strategy in the industry.

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09-09-22 | 04:29:36 am
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[solved] The task of effectively communicating the strategic vision to organization members is made easier by

holding meetings of all company personnel at least twice a year to explain the latest strategic vision and to allow lower-level managers and employees to ask questions about the company's long-term direction, strategic intent, and strategy.

stating the strategic vision in a single sentence.

capturing the essence of the vision in an easily remembered phrase or catchy slogan and then using the phrase/slogan repeatedly as a reminder of "where we are going and why."

combining the strategic vision and the mission statement into a single paragraph-long statement that describes where we are going, how we intend to get there, and when we expect to arrive.

combining the strategic vision and the company's values statement into a single document, posting the document on the company's website, and sending all company personnel monthly e-mails containing a link to the latest monthly update of the strategic vision.

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09-09-22 | 04:28:11 am
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[SOLVED]A company's strategic plan consists of

a vision of where it is headed, a set of performance targets, and a strategy to achieve them.

a strategic vision, a strategy to earn appealingly high profits, and a strategic intent to achieve a particular type of competitive advantage over rivals.

a company's strategic vision, strategic objectives, strategic intent, and strategy.

its strategic intent and the strategy it will employ to achieve this intent and win a sustainable competitive advantage.

the actions and approaches to be used in achieving a competitive edge over rival firms.

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07-09-22 | 16:32:21 pm
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[solved] The task of effectively communicating the strategic vision to organization members is made easier by

holding meetings of all company personnel at least twice a year to explain the latest strategic vision and to allow lower-level managers and employees to ask questions about the company's long-term direction, strategic intent, and strategy.

combining the strategic vision and the company's values statement into a single document, posting the document on the company's website, and sending all company personnel monthly e-mails containing a link to the latest monthly update of the strategic vision.

capturing the essence of the vision in an easily remembered phrase or catchy slogan and then using the phrase/slogan repeatedly as a reminder of "where we are going and why."

stating the strategic vision in a single sentence.

combining the strategic vision and the mission statement into a single paragraph-long statement that describes where we are going, how we intend to get there, and when we expect to arrive.

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07-09-22 | 10:15:54 am
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[solved] A company's strategy-making hierarchy

consists of a strategic vision, a set of strategic objectives, a declared strategic intent, and the actions and approaches a company intends to take in achieving a sustainable competitive advantage.

consists of a group of functional and operating strategies.

consists of two managerial levels: (1) executives who make major strategic decisions and (2) managers of specific units who make minor strategic decisions (as shown in Figure 2.2).

varies from company to company, according to whether a company's strategic intent is proactive or reactive, risky or conservative, offensive or defensive.

typically involves three organizational levels in single-business companies and four organizational levels in multi-business or diversified companies (as shown in Figure 2.2).

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07-09-22 | 10:12:53 am
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[solved] Which of the following is not among the principal managerial tasks associated with implementing and executing a company's strategy?

Exerting the internal leadership needed to drive implementation forward and keep improving on how the strategy is being executed

Allocating ample resources to those activities critical to strategic success

Installing information and operating systems that enable company personnel to better perform daily operating activities and otherwise execute their part of the strategy

Pushing employees to work hard, do their very best, and meet or beat the established performance targets---employees that fall short on these criteria must be quickly weeded out

Ensuring that policies and procedures facilitate rather than impede effective execution

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07-09-22 | 10:10:49 am
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[solved] Setting and achieving strategic objectives is critically important because

the aggressiveness with which a company pursues strategic objectives is the most important determinant of long-term customer satisfaction.

achieving targeted strategic outcomes is more important in determining a company's credit rating and financial well-being than whether the company is meeting shareholder expectations for good short-term financial performance.

this is what prevents management's drive for achieving good financial performance from overwhelming the pursuit of higher levels of customer satisfaction.

a company's strategic performance is the biggest single factor that determines how fast a company will be able to increase dividends to shareholders and boost the company's stock price.

a stronger market standing with buyers and improved competitive strength to combat rivals' vitality--especially when these result in a bigger competitive advantage--is what enables and empowers a company to improve its financial performance in upcoming periods.

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07-09-22 | 10:08:32 am
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[solved] Developing a strategic vision for a company entails

describing the company's business model and explaining the kind of value that it is trying to deliver to customers.

describing the company's strategic intent in some detail and how management plans to respond to shifting economic and market conditions.

prescribing a route for the company to take in developing and strengthening its business--a strategic vision lays out the company's strategic course in preparing for the future.

coming up with a 5-year strategic plan for outcompeting rivals and achieving a competitive advantage.

describing the company's customer value proposition and the revenue-cost-profit formula management will use to deliver value to shareholders.

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07-09-22 | 10:05:32 am
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[solved] The primary role of functional area strategies is to

specify how to build and strengthen the skills, expertise, and competencies needed to execute operating-level strategies successfully.

create compatible degrees of strategic intent among a company's different business functions.

set forth the performance targets to be pursued in such functional departments as R&D, production, sales and marketing, human resources, customer service, and finance.

unify the company's various operating-level strategies.

add relevant details to the hows of a company's overall business strategy by specifying what actions, approaches, and practices will be employed in managing particular functions within a business.

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07-09-22 | 10:04:03 am
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[solved] A set of "stretch" financial and strategic objectives

helps top executives determine how close the company is to true maximization of both revenues and profits.

helps lower-level managers and employees gain a clearer understanding of the company's strategic vision, strategic intent, and strategy.

helps a company avoid ho-hum results.

is one of the best managerial tools for motivating company personnel to execute the strategy with greater proficiency and at lower overall cost.

helps convert a company's strategic intent into meaningful performance targets

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07-09-22 | 10:01:39 am
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[solved]Which one of the following is not among the chief duties/responsibilities of a company's board of directors insofar as the strategy-making, strategy-executing process is concerned?

Overseeing the company's financial accounting and financial reporting practices

Evaluating the caliber of senior executives' strategy-making and strategy-executing skills

Supervising enforcement of high ethical standards and stepping in to take the lead role in promptly revising and improving the company's strategy whenever the company's financial performance is unsatisfactory

Critically appraising the company's direction, strategy, and business approaches

Instituting a compensation plan for top executives that rewards them for actions and results that serve stakeholders' interests, and most especially those of shareholders

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07-09-22 | 09:58:53 am
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[solved] Strategic intent refers to a situation where a company

adopts a new or different strategic vision.

decides to shift from one competitive approach to a different competitive approach.

is strongly committed to achieving the targeted outcomes in its balanced scorecard.

relentlessly pursues an ambitious strategic objective, concentrating the full force of its resources and competitive actions on achieving that objective.

has an unshakable commitment to a particular strategy.

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07-09-22 | 09:57:30 am
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[solved] The task of stitching together a strategy

entails addressing a series of hows: how to attract and please customers, how to compete against rivals, how to position the company in the marketplace vis-a-vis rivals, how best to pursue attractive opportunities to grow the business, how best to respond to changing economic and market conditions, how to manage each functional piece of the business, and how to achieve the company's strategic and financial objectives.

chiefly entails deciding which of several freshly-emerging market opportunities to pursue but can also include planned actions to capitalize on attractive growth opportunities in other businesses, internal actions aimed at achieving financial and strategic objectives more quickly than planned, and how to manage each functional piece of the business.

entails trying to copy the strategies of the most successful companies in the industry as closely as possible.

is mainly an exercise in piecing together and unifying several "dare-to-be different" ways to attract customers and build a high degree of customer loyalty.

is mainly an exercise in staying flexible, so as to enable quick response to changing market conditions and competitive circumstances, rapid pursuit of emerging growth opportunities, and early adoption of newly emerging technologies.

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07-09-22 | 09:53:56 am
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[solved] A company's values relate to such things as

how it will balance its pursuit of financial objectives against the pursuit of its strategic objectives--creating a "balanced scorecard" approach to measuring performance is a strong plus.

the beliefs, principles, and ethical standards that are incorporated into the company's strategy.

the preferred business approaches and operating practices that help company personnel balance efforts to achieve short-term performance targets with their efforts to achieve long-range performance targets.

whether it will emphasize high ethical standards or engage in shady business practices, whether it will pursue high market share or high profitability, and whether it will put more emphasis on pleasing customers or on pleasing shareholders.

fair treatment, honor and integrity, ethical behavior, innovativeness, teamwork, accountability, a passion for top-notch quality or superior customer service, social responsibility, and community citizenship.

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07-09-22 | 09:52:19 am
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[solved] Which one of the following is not one of the five tasks that comprise the strategy-making, strategy-executing process?

Implementing and executing the chosen strategy efficiently and effectively

Crafting a strategy to achieve the performance objectives and move the company along the path management has charted

Setting objectives and using them as yardsticks for measuring the company's performance and tracking its progress in moving in the intended long-term direction and pursuing the strategic vision and mission

Developing a profitable business model

Developing a strategic vision that charts the company's long-term direction, a mission statement that describes the purpose of the company's business, and a set of core values to guide the pursuit of the strategic vision and mission

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07-09-22 | 09:50:17 am
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[SOLVED] A company that pursues and achieves strategic objectives

is likely to be a below-average financial performer because diverting resources to the pursuit of strategic objectives takes away from the achievement of financial performance targets.

is frequently better able to improve its future financial performance (because of the stronger market standing and greater ability to compete successfully against rivals that result from setting and achieving aggressive strategic objectives).

is likely to earn lower profits than a company that focuses it full attention on achieving higher profitability.

is unlikely to satisfy shareholder expectations because senior executives are not totally focused on the only valid purpose of a business: making the largest possible profit for shareholders.

believes that pleasing customers is the single biggest driver of good long-term financial performance.

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07-09-22 | 09:49:15 am
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[SOLVED] Which of the following are characteristics of an effectively-worded strategic vision statement?

Innovative, inspiring, and highly unique

Memorable, forward-looking and directional, and focused

Balanced, rational, unique, and inspirational

Challenging, totally ethical, and highly focused on achieving competitive advantage

Imaginative, customer-focused, and no longer than 10 words

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07-09-22 | 09:46:32 am
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[solved] Business strategy, as distinct from corporate strategy, concerns

selecting which new businesses to enter, which existing businesses to get out of, and which existing businesses to remain in.

the actions, approaches, and practices to be employed in managing particular functions or business processes or key activities within a given line of business.

choosing what customer value proposition to employ.

the actions and approaches being employed to produce successful performance in one specific line of business.

choosing the most appropriate strategic intent for a specific line of business.

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07-09-22 | 09:40:08 am
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[SOLVED] Which one of the following is not one of the external or internal considerations in deciding on a company's future direction?

What actions should the company take to achieve a sustainable competitive advantage in every market the company competes in?

Are the winds of change—most especially those affecting the market and competitive arenas in which the company competes—acting to enhance or weaken the company’s prospects?

Does sticking with the company's present strategic course present attractive opportunities for growth and profitability?

Does the company have attractively strong resources and competitive capabilities to grow revenues and profits in the years ahead?

Is the company at risk because of specific resource weaknesses or deficient competitive capabilities or threats of technological obsolescence?

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07-09-22 | 09:37:08 am
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[SOLVED] Which one of the following approaches to objective-setting should definitely be avoided?

Setting objectives for each of the organization's separate businesses, product lines, functional departments, and individual work units

Setting both strategic and financial objectives

Setting both short-term and long-term objectives

Setting stretch objectives

Setting unspecific targets like maximize profits, reduce costs, become more efficient, or increase revenues

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07-09-22 | 09:32:02 am
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[SOLVED] A company's mission statement typically addresses which of the following questions? quizlet

 

"What are our high-priority objectives and what should our strategy be to achieve them?"

"What products/services are we providing to customers in order to be successful in achieving our customer proposition?"

"How fast do we plan to introduce new products?"

"Who are we, what do we do, and why are we here?"

"What business model should we employ to successfully achieve our shareholder value proposition?"

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07-09-22 | 09:22:51 am
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[SOLVED] In most corporations, strategy-making is quizlet

first and foremost the function of a company's chief executive officer - who formulates strategic initiatives and submits them to the board of directors for approval.

primarily the joint responsibility of a company's senior executives and board of directors.

first and foremost the function and responsibility of a company's chief strategy officer (who usually reports directly to the chief executive officer and also coordinates closely with members of the company's board of directors).

more of a collaborative group effort that involves executives and managers at many organizational levels, as opposed to being the function and sole responsibility of a few high-ranking executives.

first and foremost the function and responsibility of a company's board of directors.

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07-09-22 | 09:20:02 am
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[solved] Opportunities to differentiate a company's product offering quizlet

are most reliably found in either the product R&D or supply chain portions of its value chain.

can exist in activities all along an industry's value chain and usually entail deliberate efforts to perform value chain activities in ways that create value-adding differentiating attributes for customers.

are typically located in the sales and marketing portion of the value chain.

are most frequently related to a company's R&D expertise, manufacturing capabilities, and/or customer service activities.

are usually tied to product quality and customer service.

 

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05-09-22 | 16:39:59 pm
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[solved] The generic types of competitive strategies include quizlet

best-cost provider strategies, low-cost provider strategies, focused low-cost strategies, broad differentiation strategies, and focused differentiation strategies.

best-value strategies, best-cost strategies, best-performance strategies, first-mover strategies, offensive strategies, and defensive strategies.

offensive strategies, defensive strategies, customer-focused strategies, market-focused strategies, and brand image strategies.

high differentiation strategies, low differentiation strategies, first-mover strategies, late-mover strategies, best-value strategies, low-price strategies, customer-focused strategies.

low-cost strategies, best-price strategies, differentiation strategies, best-value strategies, offensive strategies, defensive strategies, and market focused strategies.

 

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05-09-22 | 16:38:07 pm
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[solved] Which one of the following statements about cost drivers is true?

Effective management of a company's cost drivers is essential for a company to be successful in eliminating or bypassing some cost-producing activities.

The two cost drivers with the biggest cost-saving potential are product design and supply chain efficiency.

The more cost drivers that a company has, the better are its chances of becoming the industry's low-cost leader.

The three most important cost drivers are economies of scale, labor efficiency and pay scales, and capacity utilization.

The term cost drivers refers to a set of factors that have a strong effect on a company's costs and can be used as levers to lower costs.

 

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05-09-22 | 16:36:30 pm
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[solved] Which one of the following does not represent market circumstances that make a focused low-cost or focused differentiation strategy attractive?

When buyers are not strongly brand loyal and have low costs in switching brands 

When it is costly or difficult for multi-segment competitors to put capabilities in place to meet the specialized needs of the target market niche and at the same time satisfy the expectations of their mainstream customers

When the target market niche is big enough to be profitable and offers good growth potential

When the target market niche is not overcrowded with a number of other rivals attempting to focus on the same niche

When the focuser has a reservoir of customer goodwill and loyalty that it can draw upon to help stave off any ambitious challengers looking to horn in on its business.

 

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05-09-22 | 16:34:35 pm
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[solved] For a company's competitive strategy to succeed in delivering good performance or the intended competitive advantage over rivals, quizlet

the company is well-advised to employ either a low-cost provider strategy or a best-cost provider strategy--differentiation strategies rarely work well because of the ease with which competitors are usually able to quickly copy most or all of the appealing product attributes a company comes up with.

it must be underpinned by resources and capabilities that enable the company to execute its strategy with a high degree of proficiency.

the company must typically employ a value chain with more cost drivers and more value drivers than any other rival company in the industry.

it must possess the resources and capabilities to achieve best-cost status and thereby put itself in strong position to become a dominating market leader by outcompeting firms employing low-cost provider, broad differentiation, and focused strategies.

the strategy must be aimed squarely at achieving a cost-based competitive advantage--this is because, given sufficient time, competitors can clone most any product feature that buyers find quite appealing and thus defeat a strategy keyed to product differentiation.

 

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05-09-22 | 16:32:59 pm
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[SOLVED] Which one of the following is not among the cost drivers shown in Figure 5.2? quizlet

Economies of scale and learning and experience effects

Outsourcing and vertical integration

Raw materials and components, capacity utilization, and product design and production technology

Advertising and administrative activities

Bargaining power with suppliers and supply chain efficiency

 

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05-09-22 | 16:30:59 pm
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[solved] Which one of the following is not among the cost drivers shown in Figure 5.2? quizlet

Economies of scale and learning and experience effects

Outsourcing and vertical integration

Raw materials and components, capacity utilization, and product design and production technology

Advertising and administrative activities

Bargaining power with suppliers and supply chain efficiency

 

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05-09-22 | 16:29:57 pm
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[solved] To achieve a cost advantage over rivals, a company

must either do a better job of performing value chain activities more cost-effectively than rivals and/or else cut costs by revamping its overall value chain to eliminate or bypass some cost-producing activities.

must either use the company's bargaining power vis-a-vis suppliers to gain cost-saving concessions or else sell direct to consumers in order to cut out the activities and costs of distributors and dealers.

minimize the use of cost drivers in performing value chain activities.

offer a limited selection of models and styles (as opposed to a wide selection), pursue efforts to boost sales volumes and thus spread such costs as R&D, advertising, and selling and administrative costs out over more units, and pursue either a low-cost provider strategy or a focused low-cost strategy.

must succeed in substituting the use of low-cost for high-cost raw materials and component parts and/or strip frills and features from its product offering that are not highly valued by price sensitive or bargain-hunting buyers.

 

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05-09-22 | 16:27:52 pm
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[solved] A company's competitive strategy deals with quizlet

which weapons it plans to use in outmaneuvering rivals and achieving bigger sales volumes.

the specifics of management's game plan for competing successfully - how it intends to please customers, offensive and defensive moves to counter the maneuvers of rivals, responses to shifting market conditions, and initiatives to strengthen the company's market position and achieve a particular kind of competitive advantage.

what business, functional area, and operating-level strategies it will employ to execute its customer service proposition and profit proposition.

the operating strategies it will employ to defend against the five competitive forces.

what actions, if any, the company is taking to change its position on the industry's strategic group map.

 

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05-09-22 | 16:25:37 pm
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[solved] When a company adopts a low-cost provider strategy, quizlet

its foremost strategic objective becomes one of earning higher profit margins than rivals with higher costs.

it must strive to attract, please, and retain bargain-hunting buyers.

its strategic intent is one of charging an absolutely rock-bottom price and thereby attract more price sensitive buyers than all other rival companies combined.

its success in the marketplace hinges on producing and marketing a frills-free product and pursuing cost-saving approaches and/or having cost-reducing capabilities that enable it to achieve the lowest possible costs per unit sold.

it needs to find ways to drive costs out of its business such that it is able to achieve meaningfully lower costs than rivals while taking care to incorporate features and attributes into its product offering that buyers consider essential.

 

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05-09-22 | 16:23:40 pm
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[solved] A broad differentiation strategy is generally not well-suited for which one of the following market circumstances?

When buyer needs and preferences are too diverse to be fully satisfied by a standardized product

When technological change is fast-paced and competition revolves around rapidly evolving product features and attributes.

When the products of rivals are weakly differentiated and price competition among rival firms is vigorous

When there are many ways to differentiate the product or service that have value to buyers

When few rivals are pursuing a differentiation approach that is similar to the one a company is pursuing

 

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05-09-22 | 16:21:58 pm
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[solved] One way a company can translate a low-cost advantage over rivals into attractive profit performance is by quizlet

striving to capture all available economies of scale and thereby having the most efficient value chain in the industry.

charging everyday low prices for its products/services in order to gain the biggest (and thus most profitable) market share in the industry.

using its lower-cost edge to underprice competitors and attract price-sensitive buyers in great enough numbers to increase total profits.

using its ability to drive costs out of the business to achieve the absolute lowest possible costs and the absolute highest profit margins.

aggressively pursuing manufacturing innovation so as to keep lowering its manufacturing costs and increasing its after-tax profit margins.

 

 

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05-09-22 | 16:20:21 pm
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[solved] Which of the following statements about a best-cost provider strategy is false? quizlet

Unless a company has the resources and capabilities to incorporate upscale product or service attributes at a lower cost than rivals, adopting a best-cost strategy is ill-advised because the company lacks the ability to execute it.

The target market for a best-cost provider is value-conscious buyers--buyers looking for appealing extras and functionality at an appealingly low price.

The competitive advantage of a best-cost provider is lower costs than rivals in incorporating upscale attributes, thus putting the company in a position to underprice rivals whose products have similar upscale attributes.

A best-cost provider strategy aims at attracting buyers on the basis of having the industry's overall best-performing product and charging a price that is slightly below the industry-average price.

Being a best-cost provider is different from being a low-cost provider.

 

 

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05-09-22 | 16:18:14 pm
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[SOLVED] Which of the following is not one of the pitfalls of a low-cost provider strategy? quizlet

Getting carried away with overly aggressive price-cutting to win sales and market share away from rival firms--higher unit sales and market shares do not automatically translate into higher total profits

Not being alert to the risks that an innovative rival may discover an even lower lower-cost value chain approach or that the firm's cost advantage can be undermined by cost-saving technological breakthroughs

Failing to emphasize avenues of cost advantage that can be kept proprietary or that are very costly and/or time-consuming for rivals to copy

Pursuing low costs so zealously that a company's product offering ends up being too features-poor to generate buyer appeal

Failing to slash price far enough below what rivals are charging to achieve dramatically large gains in sales volumes and market share

 

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05-09-22 | 16:14:58 pm
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[solved] The chief difference between a low-cost provider strategy and a focused low-cost strategy is quizlet

the degree to which the product offering is frills free--a low-cost provider strategy is aimed at cutting frills and features throughout the entire value chain whereas a focused low-cost strategy concentrates on achieving cost-savings by cutting a select number of frills and features.

the number of areas in the value chain where efforts are being made to achieve cost-savings--a low-cost provider strategy is aimed at achieving cost-savings throughout the entire value chain whereas a focused low-cost strategy concentrates on achieving cost-savings in a few carefully-selected value chain activities.

the degree to which a company uses the appeal of a lower price to attract buyers--a low-cost provider strategy entails deeper price discounting than a focused low-cost strategy.

the size of the buyer group that a company is trying to appeal to.

the approach a company uses to achieve a low-cost advantage--a low-cost provider strategy is aimed at performing value chain activities more cost effectively than rivals whereas a focused low-cost strategy concentrates on utilizing innovative ways to eliminate or bypass the costs of certain non-essential value chain activities.

 

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05-09-22 | 07:19:41 am
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[solved] The chief difference between a low-cost provider strategy and a focused low-cost strategy is quizlet

the degree to which the product offering is frills free--a low-cost provider strategy is aimed at cutting frills and features throughout the entire value chain whereas a focused low-cost strategy concentrates on achieving cost-savings by cutting a select number of frills and features.

the number of areas in the value chain where efforts are being made to achieve cost-savings--a low-cost provider strategy is aimed at achieving cost-savings throughout the entire value chain whereas a focused low-cost strategy concentrates on achieving cost-savings in a few carefully-selected value chain activities.

the degree to which a company uses the appeal of a lower price to attract buyers--a low-cost provider strategy entails deeper price discounting than a focused low-cost strategy.

the size of the buyer group that a company is trying to appeal to.

the approach a company uses to achieve a low-cost advantage--a low-cost provider strategy is aimed at performing value chain activities more cost effectively than rivals whereas a focused low-cost strategy concentrates on utilizing innovative ways to eliminate or bypass the costs of certain non-essential value chain activities.

 

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05-09-22 | 07:15:25 am
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[solved] One approach a company can take to achieve a sustainable competitive advantage via differentiation is by quizlet

focusing its differentiation efforts on those product features and attributes that are costly to incorporate (because expensive attributes are perceived by buyers as more valuable and worth paying more for).

underpricing rivals who also have differentiated products.

incorporating product attributes and user features that enhance buyer satisfaction in intangible ways.

incorporating features that enable it to compete in multiple market segments.

deliberately designing and employing a value chain that utilizes more "value drivers" than any other firm in the industry.

 

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05-09-22 | 07:10:24 am
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[solved] Which one of the following is not a "value driver" (as shown in Figure 5.3) that, when properly used, can be a particularly effective pathway to creating value-adding differentiating attributes for customers? quizlet

Automation and robotics technology that enhance labor productivity

Product features and performance

New product R&D and product innovation

Customer service and product quality and reliability

Production R&D and breakthrough production techniques

 

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05-09-22 | 06:33:24 am
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[solved] A company achieves best-cost provider status by quizlet

concentrating its full attention on attracting value-conscious buyers looking for the best price for the best product produced at the best cost.

providing buyers with the best features and attributes, thereby enabling it to charge the best price and deliver the best value to its customers.

having the best cost (as compared to rivals) for each activity in the industry's value chain.

using the best operating practices and incorporating the best features and attributes.

developing the capability to incorporate attractive upscale attributes at a lower cost than those rivals with comparable upscale product offerings.

 

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05-09-22 | 06:29:56 am
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[solved] What sets focused strategies apart from low-cost provider and broad differentiation strategies is quizlet

concentrated attention on a narrow piece of the overall market--the target segment or market niche can be defined by geographic uniqueness, by specialized requirements in using the product, or by special product attributes that appeal only to those buyers who comprise the market niche.

concentrated effort to become the industry's overall market share leader by totally dominating sales in one particular market niche.

strong focus on using a single value driver to provide buyers with a few well-defined product features and attributes.

their suitability for market situations where most industry rivals have weakly differentiated products.

concentrated attention on providing buyers with top-notch product performance and superior product quality.

 

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05-09-22 | 06:25:58 am
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[SOLVED] The pitfalls of a differentiation strategy include quizlet

not spending enough on advertising and promotional campaigns.

charging too low a price premium for the differentiating features.

trying to focus simultaneously on most all of the available value drivers to set the company's product offering apart from those of rivals.

not pursuing the same approach to differentiation as other rivals employing a differentiation strategy.

differentiating on the basis of attributes that produce an unenthusiastic response on the part of buyers (because they do not perceive the differentiating features as valuable or worth paying for).

 

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05-09-22 | 06:20:14 am
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[solved] A company's strategy is most accurately defined as

the choices management has made in trying to execute its customer value proposition and its profit proposition.

the competitive maneuvers and business approaches that a company is using to maximize its profitability and increase the wealth of its shareholders.

management's commitment to pursue a particular set of actions in attracting and pleasing customers, competing successfully, growing the business, responding to changing market conditions, conducting operations, and achieving the targeted financial and market performance.

management's game plan for being highly profitable and having the biggest market share of any company in the industry.

the combination of competitive business approaches management is employing to increase revenues, reduce costs, and earn attractive profits.

 

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04-09-22 | 18:26:24 pm
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[solved] There are many routes to competitive advantage, but they all involve quizlet

selling at a price that is lower than the prices charged by other rival firms.

achieving the largest market share of any company in the industry.

providing a distinctive buyer segment with what segment members perceive as superior value compared to the offerings of rival sellers.

providing buyers with a very high quality product at an attractive price.

having lower production costs than any other rival company in the industry.

 

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04-09-22 | 18:24:35 pm
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[solved] Which of the following questions helps distinguish a winning strategy from a mediocre or losing strategy? quizlet

Is the company's strategy ethical and does it put enough emphasis on good product quality and good customer service?

Is the strategy helping the company achieve a sustainable competitive advantage and is it resulting in good company performance?

Does the strategy strike a good balance between maximizing shareholder wealth and maximizing customer satisfaction?

Is the company putting too little emphasis on growth and profitability and too much emphasis on behaving in an ethical and environmentally responsible manner?

Is the strategy resulting in declining costs per unit produced and sold?

 

 

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04-09-22 | 18:23:22 pm
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[SOLVED] A company's strategy

represents managerial commitment to undertake one set of actions rather than another in an effort to compete successfully and achieve good performance outcomes.

sets forth the long-term direction that management intends for the company to pursue.

concerns management's plans for delivering value to customers and being profitable in the company's chosen line of business.

concerns the market segments it plans to target, the means of executing its business model, and how it will implement and execute its customer value proposition and shareholder value proposition.

consists of the actions the company is pursuing to increase its sales revenues, become the market share leader, and boost its stock price.

 

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04-09-22 | 18:21:05 pm
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[solved] which of the following is not something to look for in identifying a company's strategy?

Actions to compete more successfully and profitably by offering buyers more or better performance features, more appealing design, higher quality, better customer service, wider product selection, or other such attributes that enhance buyer appeal

Actions to boost the company's earnings per share and stock price

Actions to enter new product segments or geographic markets or to exit existing ones

Actions and approaches used in managing R&D, production, sales and marketing, finance, and other key activities

Actions to strengthen marketing standing and competitiveness via mergers, acquisitions, strategic alliances, or collaborative partnerships

 

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04-09-22 | 18:17:39 pm
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[solved] A company's strategy evolves from one version to the next

because of ongoing turnover in the managerial and executive ranks (new managers often decide to shift to a different strategy).

because an ongoing tide of new and stricter government regulations forces managers to make strategy changes in order for the company to remain in compliance with shifting regulatory requirements.

because of shifting managerial conclusions about which strategy alternative is actually best.

because ongoing pressures from shareholders for higher profits and bigger dividends force top management to institute new and bold strategic initiatives of varying kinds to produce better overall company performance.

as managers abandon obsolete or ineffective strategy elements, settle upon a set of proactive strategy elements, and then--as new circumstances unfold--make adaptive strategic adjustments, all of which result in an assortment of reactive strategy elements.

 

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04-09-22 | 18:15:14 pm
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[solved] The profit proposition or profit formula portion of a company's business model concerns

its business approach to generating sufficiently large revenues and controlling the costs of its customer value proposition, such that the company will simultaneously be able to deliver the intended value to customers and deliver appealing profits to shareholders.

how the company will generate revenues big enough to cover all operating costs, keep prices as low as possible, and achieve 100% customer satisfaction.

the operating profit margin the company earns over and above the costs of all the resources and business processes the company utilizes in delivering value to the company's shareholders.

whether the value the company provides to customers will be high enough to enable the company to outcompete rivals and achieve a sustainable competitive advantage.

the ways and means by which it will control the costs of delivering value to customers.

 

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04-09-22 | 18:13:24 pm
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[solved] The difference between a company's strategy and a company's business model is that

the strategy concerns how to compete successfully and the business model concerns how to operate cost-efficiently.

a company's strategy concerns how to differentiate its product offering from the offerings of rival companies while its business model concerns how to operate cost-efficiently and profitably.

a company's strategy concerns how it intends to deliver value to customers whereas a company's business model concerns how to deliver value to the owners of the business.

a company's strategy is its game plan for achieving operating efficiency while its business model is management's game plan for satisfying shareholder expectations for attractive revenue growth and excellent long-term profitability.

its strategy is defined by the specific market positioning, competitive moves, and business approaches management employs to try to produce good business results while its business model relates to management's blueprint for delivering a valuable product or service to customers in a manner that will generate revenues sufficient to cover costs and yield an attractive profit.

 

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04-09-22 | 18:11:18 pm
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[solved] Which of the following is not a frequently used and dependable strategic approach to setting a company apart from rivals, delivering superior value, achieving competitive advantage, and converting buyers into loyal customers? quizlet

Striving to be the industry's low-cost provider, thereby aiming for a cost-based competitive advantage over rivals that can become the basis for charging lower prices and/or earning higher profits

Focusing on a narrow market niche and winning a competitive edge by doing a better job than rivals of serving the special needs and tastes of buyers that compose the niche

Developing competitively valuable resources and capabilities that rivals can't easily imitate or trump with resources or capabilities of their own

Outcompeting rivals by having the most unique and economically-priced product offering of any firm in the industry

Competing successfully and profitably against rivals based on such differentiating features as higher quality, wider product selection, added performance, value-added services, more attractive styling, technological superiority, or some other attributes that set a company's product offering apart from those of rivals

 

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04-09-22 | 18:09:17 pm
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[solved] The two crucial elements of a company's business model are

its proposition for achieving an attractive return on investment and its action plan for maximizing customer satisfaction.

its profit proposition or "profit formula" and its customer value proposition.

its pricing formula and the set of actions and approaches that it will employ to achieve market leadership.

its revenue growth proposition and its formula for delivering value to customers at a price that yields attractive profits for shareholders.

its proposition for gaining a sustainable competitive advantage and the pricing formula it will employ to attract and please customers.

 

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04-09-22 | 18:07:29 pm
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[solved] Which of the following is NOT one of the reasons that a company's strategy evolves over time?

The deliberately planned efforts of company managers to make frequent strategy adjustments that will surprise rivals and keep them busily engaged in defending against its latest moves in the marketplace. 

The need to respond to important technological breakthroughs and/or the fresh moves of competitors

When the present strategy is clearly failing, perhaps because market conditions or buyer preferences suddenly change dramatically

Ongoing management efforts to fine-tune this or that piece of the strategy and to adjust certain strategy elements in response to new learning and unfolding events

The need to keep strategy in step with changing market conditions, advancing technology, and/or newly emerging market opportunities

 

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04-09-22 | 18:05:23 pm
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[solved] The reputational and financial damage that unethical strategies and behavior can do to a company

is typically of no concern to customers since they are unaffected.

is normally quite minimal so long as company officials quickly make a public apology for the wrongdoing.

is usually very short-run in nature; typically, companies can overcome the adverse effects of ethical improprieties within several months.

is seldom big enough to be of much concern to its shareholders.

is substantial; consequently, there are good business reasons for a company and its personnel to avoid unethical strategic actions and behaviors.

 

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04-09-22 | 18:02:54 pm
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[solved] Among all the things managers do, nothing affects a company's ultimate success or failure more fundamentally than quizlet

their ability to operate the company in a manner that both pleases customers and results in above-average profitability.

the degree to which the company is able to achieve a sustainable competitive advantage.

the ability of top management to develop a superior business model and to execute the company's strategy in the most cost-effective manner.

top management's success in executing both the company's customer value proposition and profit proposition. 

how well its management team charts the company's direction, develops competitively effective strategic moves and business approaches, and pursues what needs to be done internally to produce good day-in/day-out strategy execution and operating excellence.

 

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04-09-22 | 18:00:45 pm
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[SOLVED] A company's strategy can be considered "ethical"

if it does not entail actions or behaviors that cross the moral line from "can do" to "should not do."

if each element of its strategy is "legal" and does not injure the business of rival firms or the well-being of customers or the environment.

so long as the company's strategic actions fall within the bounds of what is legal and help the company achieve the purpose and intent of both its customer value proposition and profit proposition.

if its actions and behaviors fall within the bounds of "fair competition."

so long as the appropriate governmental authorities find nothing "morally wrong" in the company's actions and issue the company a certificate of ethical compliance.

Copying, redistributing, or website posting is expressly prohibited and constitutes copyright violation. Version 1230466 *** Copyright © 2022 by Glo-Bus Software, Inc.

 

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04-09-22 | 17:58:48 pm
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[solved] Which of the following statements about a company's strategy is true? quizlet

A company's strategy is developed mostly on the fly because of ongoing managerial actions to experiment with innovative ways to keep the company's product offering fresh and appealing to buyers.

A company's strategy is typically planned well in advance and usually deviates little from the planned set of actions and business approaches.

A company's strategy is typically a blend of proactive and reactive strategy elements.

A company's strategy generally changes very little over time unless a newly-appointed CEO decides to take the company in a new direction with a new strategy.

Mimicking the strategies of successful industry rivals--with either copycat product offerings or maneuvers to stake out the same market position--is one of the most reliable and time efficient ways to craft a profitable strategy.

 

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04-09-22 | 17:56:24 pm
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[SOLVED] Which of the following is not a frequently used strategic approach to setting a company apart from rivals, delivering superior value, achieving competitive advantage, and converting buyers into loyal customers?

Striving to be more profitable than rivals and aiming for a competitive edge based on bigger profit margins

Striving to be the industry's low-cost provider, thereby aiming for a cost-based competitive advantage over rivals that can become the basis for charging lower prices and/or earning higher profits

Focusing on a narrow market niche and winning a competitive edge by doing a better job than rivals of satisfying the special needs and tastes of buyers comprising the niche

Developing competitively valuable resources and capabilities that rivals can't easily imitate or trump with resources or capabilities of their own

Competing successfully and profitably against rivals on the basis of such differentiating features as higher quality, wider product selection, added performance, value-added services, more attractive styling, technological superiority, or some other attributes that set a company's product offering apart from those of rivals

 

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04-09-22 | 17:53:15 pm
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[SOLVED] A company's business model

sets forth how its strategy and operating approaches will create value for customers while at the same time generating revenues sufficient to cover costs and realize a profit.

describes the actions that will be taken to satisfy the three tests of a winning strategy.

concerns the strategy and business approaches that will be used to attract customers, become the market share leader, and earn appealing profits.

deals with how it can simultaneously maximize profits and deliver good value to customers.

concerns what strategic initiatives and business approaches will be employed to simultaneously produce a sustainable competitive advantage, grow revenues and profits, and deliver good value to customers.

 

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04-09-22 | 17:51:11 pm
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[SOLVED] A company achieves sustainable competitive advantage when

it gains a sufficiently large market share to become and remain the biggest company in the industry.

it has the highest sales revenues of any company in the industry.

its after-tax profits are larger than any other company in the industry.

an attractive number of buyers are drawn to purchase its products or services rather than those of competitors and when the basis for this preference is durable, despite the efforts of competitors to nullify or overcome the appeal of its product offering.

it is consistently able to charge a higher price than rivals and thereby maximize its profits.

 

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04-09-22 | 17:48:59 pm
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[solved] The difference between a company's strategy and a company's business model is that

the strategy concerns how to compete successfully and the business model concerns how to deliver value to customers in the most cost-efficient manner.

a company's strategy concerns how to outcompete rivals while its business model concerns how to achieve high levels of customer satisfaction.

a company's strategy is management's game plan for delivering value to customers while its business model is management's game plan for meeting the conditions of its profit formula or profit proposition and delivering value to shareholders.

strategy relates broadly to a company's competitive moves and business approaches (which may or may not lead to profitability) while its business model relates to whether the company can execute its customer value proposition profitably.

a company's strategy is management's game plan for delivering value to customers whereas a company's business model is the game plan for delivering value to shareholders.

 

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04-09-22 | 17:46:54 pm
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[solved] Which of the following questions helps distinguish a winning strategy from a mediocre or losing strategy? quizlet

 

Is the company's strategy ethical and does it put enough emphasis on good product quality and good customer service?

Is the strategy resulting in declining costs per unit produced and sold?

Is the strategy helping the company achieve a sustainable competitive advantage and is it resulting in good company performance?

Is the company putting too little emphasis on growth and profitability and too much emphasis on behaving in an ethical and environmentally responsible manner?

Does the strategy strike a good balance between maximizing shareholder wealth and maximizing customer satisfaction?

 

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04-09-22 | 17:44:47 pm
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[SOLVED] A company's strategy is a "work in progress" and evolves over time because of

the need to react and respond to changing market and competitive conditions and ongoing management efforts to improve this or that piece of the strategy.

the importance of developing a fresh strategy at least once a year.

the importance of copying the latest strategic moves of the industry leader.

an ongoing need to make periodic adjustments in the company's business model.

an ongoing need to experiment with new and/or different ways to outmaneuver rivals, gain market share, and boost the company's stock price.

 

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04-09-22 | 17:42:11 pm
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[SOLVED] Which of the following is not something a company's strategy is concerned with?

Management's choices about how to position the company in the marketplace vis-a-vis rivals and capitalize on opportunities to grow the business

Management's choices and decisions about how to manage each functional piece of the business and achieve the company's performance targets

Management's choice of which of several alternative business models to employ in delivering value to customers and to shareholders

Management's choices about how to compete against rival companies

Management's choices about how to attract and please customers and respond to changing economic and market conditions

 

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04-09-22 | 17:39:36 pm
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[SOLVED] Which of the following statements about a company's strategy is true? quizlet

Mimicking the strategies of successful industry rivals--with either copycat product offerings or maneuvers to stake out the same market position--is one of the most reliable and time efficient ways to craft a profitable strategy.

A company's strategy generally changes very little over time unless a newly-appointed CEO decides to take the company in a new direction with a new strategy.

A company's strategy is developed mostly on the fly because of ongoing managerial actions to experiment with innovative ways to keep the company's product offering fresh and appealing to buyers.

A company's strategy is typically a blend of proactive and reactive strategy elements.

A company's strategy is typically planned well in advance and usually deviates little from the planned set of actions and business approaches.

 

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04-09-22 | 17:37:30 pm
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[solved] Typically, a company's strategy is quizlet

kept relatively unchanged for a year or more; frequent strategy changes confuse customers and cannot be executed with any degree of competence.

a close imitation of the market leader's strategy.

a blend of (1) proactive actions to improve the company's financial performance and secure a competitive edge and (2) as-needed reactions to unanticipated developments and fresh market conditions.

100 percent differentiated from the strategies of rival companies; any and all copycat strategy elements must be avoided for a company's strategy to be competitively and financially successful.

fine-tuned monthly (occasionally, more often) in order to be as innovative as possible in trying to achieve a sustainable competitive advantage over rivals.

 

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04-09-22 | 17:35:58 pm
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[SOLVED] In choosing among strategy alternatives, company managers quizlet

should be aware that governmental authorities are the final arbiter of whether a company's strategic actions are "morally right" or "morally wrong."

are well-advised to embrace strategic actions that can pass the test of moral scrutiny--it is not enough to just stay within the bounds of what is legal and is in compliance with prevailing government regulations.

should recognize that all strategic actions that are legal are entirely permissible and comply with ethical standards.

are duty-bound to craft a strategy that maximizes the wealth of the company's shareholders.

have no reason to be concerned about pursuing any strategic actions that are both legal and in full compliance with prevailing governmental regulations.

 

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04-09-22 | 17:33:11 pm
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[SOLVED] which of the following is not something to look for in identifying a company's strategy? quizlet

Actions to strengthen public image and reputation via corporate social responsibility initiatives and environmental efforts to protect the planet

Actions to diversify the company’s revenues and earnings by entering new businesses

Actions to compete more successfully and profitably by offering buyers more or better performance features, more appealing design, higher quality, better customer service, wider product selection, or other attributes that enhance buyer appeal

Actions to enter new product segments or geographic markets or to exit existing ones

Actions to improve the company's image and stock price

 

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04-09-22 | 17:29:45 pm
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[SOLVED] The two crucial elements of a company's business model are

management's blueprint for operating in accord with high ethical standards and management's plan for achieving high levels of customer satisfaction.

how the strategy will result in achieving the targeted return on investment and what the company will do to please its customers.

how it intends to achieve high profit margins and its approach to satisfying customers.

its customer value proposition (the company's approach to satisfying buyer needs and requirements at a price they will consider a good value) and its "profit formula" (its business approach to generating sufficiently large revenues and controlling the costs of its value proposition, such that the company will be appealingly profitable in delivering the intended value to customers).

the action plan for achieving market leadership and the action plan for achieving 100 percent customer satisfaction.

 

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04-09-22 | 17:27:15 pm
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[SOLVED] A company's strategy is defined by

the competitive moves and business approaches that managers decide to employ to attract and please customers, compete successfully, grow the business, respond to changing market conditions, conduct operations, and achieve the targeted financial and market performance.

the actions its managers plan to take to capitalize on the company's best growth opportunities.

the actions management plans to take to attract and please customers.

the choices and decisions the company managers make about how to manage each functional piece of the company's business (such as R&D, supply chain activities, production, sales and marketing, distribution, finance, and human resources).

the actions management plans to take to respond to changing economic and market conditions.

 

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04-09-22 | 17:23:05 pm
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[solved] How well a company performs and the degree of market success it achieves are directly attributable to quizlet

the caliber of the company's business model and the managerial capabilities of top executives.

the caliber of its strategy and the proficiency with which the strategy is executed.

the profitability of its business model.

its operating efficiency, the caliber of its customer value proposition, and the caliber of its shareholder value proposition.

whether it enjoys a low-cost advantage over rivals and whether its product offering is strongly or weakly differentiated from the offerings of its rivals.

 

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04-09-22 | 17:21:09 pm
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[SOLVED] How well a company performs and the degree of market success it achieves are directly attributable to quizlet

the caliber of the company's business model and the managerial capabilities of top executives.

the caliber of its strategy and the proficiency with which the strategy is executed.

the profitability of its business model.

its operating efficiency, the caliber of its customer value proposition, and the caliber of its shareholder value proposition.

whether it enjoys a low-cost advantage over rivals and whether its product offering is strongly or weakly differentiated from the offerings of its rivals.

 

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04-09-22 | 17:17:04 pm
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[SOLVED] The pitfalls of a differentiation strategy include quizlet

The pitfalls of a differentiation strategy include

not spending enough on advertising and promotional campaigns.

charging too low a price premium for the differentiating features.

trying to focus simultaneously on most all of the available value drivers to set the company's product offering apart from those of rivals.

not pursuing the same approach to differentiation as other rivals employing a differentiation strategy.

differentiating on the basis of attributes that produce an unenthusiastic response on the part of buyers (because they do not perceive the differentiating features as valuable or worth paying for).

 

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04-09-22 | 16:31:05 pm
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There is no one more technically savvy

There is no one more technically savvy than James Westover. Indeed, he has built two amazing cloud-based applications and started his own application development company, all within two years of graduating from college. Because of his success, James caught the attention of Cheryl Stevens, a venture capitalist who funds technology start-ups. Cheryl asked James to send her his best idea for a new application remarking, “if it’s anything like your previous two, you can count me in.” James is worried about sending the idea without being able to clarify the very technical nature of his idea. Which of the following actions would you recommend James do at this stage in order to be most effective in communicating with Cheryl?

Select : 1

Save Answer

  •  Send Cheryl a recorded video presentation with the information she requested and tell her you’d be happy to answer any follow-up questions.

  •  Provide Cheryl with a brief proposal describing the idea and ask for a follow-up meeting.

  •  Send a non-technical summary of the idea and ask Cheryl for a follow-up meeting.

  •  Ask Cheryl if she has a technical advisory team that you could send the information to because it’s highly technical in nature.

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08-08-22 | 08:52:10 am
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There is no one more technically savvy

There is no one more technically savvy than James Westover. Indeed, he has built two amazing cloud-based applications and started his own application development company, all within two years of graduating from college. Because of his success, James caught the attention of Cheryl Stevens, a venture capitalist who funds technology start-ups. Cheryl asked James to send her his best idea for a new application remarking, “if it’s anything like your previous two, you can count me in.” James is worried about sending the idea without being able to clarify the very technical nature of his idea. Which of the following actions would you recommend James do at this stage in order to be most effective in communicating with Cheryl?

Select : 1

Save Answer

  •  Send Cheryl a recorded video presentation with the information she requested and tell her you’d be happy to answer any follow-up questions.

  •  Provide Cheryl with a brief proposal describing the idea and ask for a follow-up meeting.

  •  Send a non-technical summary of the idea and ask Cheryl for a follow-up meeting.

  •  Ask Cheryl if she has a technical advisory team that you could send the information to because it’s highly technical in nature.

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08-08-22 | 08:51:57 am
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Your team is struggling with who does

Your team is struggling with who does what task as well as how to combine everyone’s individual efforts to meet the team’s overall project goals. Which of the following actions would be most likely to help your teammates work together more effectively?

Select : 1

Save Answer

  •  Clarify the roles and the responsibilities of each team member.

  •  Rotate assignments among team members so everyone can do new things.

  •  Hold each team member accountable for his or her individual assignments.

  •  Appoint a team member to oversee the coordination of individual assignments.

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08-08-22 | 08:41:45 am
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[solved] ou have been working on a new entrepreneurial venture with a few friends for the past year.

You have been working on a new entrepreneurial venture with a few friends for the past year. Everyone’s efforts are really starting to come together and you have even developed a proof-of-concept to show folks in order to obtain feedback and advice. The process has been going so well that you have been invited to pitch your idea to a panel of successful entrepreneurs that might be interested in investing. You have been told the pitch is limited to 15 minutes. Which of the following areas of communication effectiveness should you focus on the most when designing your pitch?

Select : 1

Save Answer

  •  Creating a memorable introduction to the pitch.

  •  Researching the background of the potential investors on the panel.

  •  Practicing your tone to clearly show your enthusiasm and confidence.

  •  Determining a few key ideas and how to best sequence them.

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08-08-22 | 06:51:43 am
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What if last year the Andrews Corporation

What if last year the Andrews Corporation issued 206,800 shares at $124.00 per share. The effect on the balance sheet would have been:

Select : 1

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  •  Common Stock increased $25,643,200; Retained Earnings decreased $25,643,200.

  •  Cash increased $25,643,200; Common Stock decreased $25,643,200.

  •  Cash increased $25,643,200 Common Stock increased $25,643,200.

  •  Retained Earnings increased $25,643,200; Cash increased $25,643,200.

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29-07-22 | 14:41:30 pm
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How many Days of Working Capital does

How many Days of Working Capital does Digby have?

Select : 1

Save Answer

  •  92

  •  26

  •  71

  •  0

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29-07-22 | 14:37:11 pm
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Product Attic is being produced on both

Product Attic is being produced on both first and second shifts by company Andrews. Compare the incremental cost of purchasing an additional unit of first shift capacity with the additional labor costs of producing that unit on second shift. It costs $2.42/unit in labor to produce Attic on first shift, second shift labor costs are 50% higher. At the current automation level of 9.0 it costs $42.00/unit of first shift capacity. Assume the only fixed costs of purchasing first shift capacity will be Depreciation on a 15 year straight line. Ignore material costs and SG&A expenses which are the same on both shifts. Which of the following statements are true?

Select : 1

Save Answer

  •  Producing units on first shift is always more profitable than second shift because second shift labor rates are higher.

  •  At the current automation level it would be less profitable to pay second shift rates than to buy more capacity.

  •  At the current automation level it would be more profitable to pay second shift rates than to buy more capacity.

  •  It is always more profitable to produce on second shift rather than buying more capacity.

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29-07-22 | 14:33:56 pm
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A business is concerned with many day-to-day

A business is concerned with many day-to-day activities. Some of the most important are the planning and conception of the product or service, its pricing policy, and the distribution strategy. These activities are all a part of:

Select : 1

Save Answer

  •  A control system.

  •  Marketing.

  •  Accounting.

  •  Production.

  •  Human Resources.

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29-07-22 | 14:32:03 pm
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As part of your competitive analysis, you

As part of your competitive analysis, you notice that at Chester Corporation the Promo and Sales budgets of the Creak product are pretty low. You wonder how doubling Creak's Sales and Promo budget next year will increase demand--and aversely affect your sales. Examine the profitability of this scenario to Chester. For simplicity, assume the following: - Price remains unchanged at $15.00. - Variable costs reported on the Production Analysis Report remain constant: material stays at $5.93/unit and labor at $1.21/unit. - Promo and Sales budgets double from $1,200,000 and $1,000,000 respectively. - No inventory carry costs. - All other period costs are the same as reported on last year's Annual Report. Estimate how many units of Creak would have to be sold to reach break even.

Select : 1

Save Answer

  •  1,068 thousand units

  •  559 thousand units

  •  788 thousand units

  •  413 thousand units

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29-07-22 | 14:19:30 pm
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Review the Globe to determine Baldwin's current

Review the Globe to determine Baldwin's current strategy. How will they seek a competitive advantage? From the following list, select the top five sources of competitive advantage that Baldwin would be most likely to pursue.

 Tailor products to specific global regions.

 Seek the lowest price in their target market while maintaining a competitive contribution margin.

 Offer attractive credit terms.

 Accept lower plant utilization and higher plant capacity to ensure sufficient capacity is available to meet demand.

 Outsource units to meet additional demand.

 Seek high automation levels.

 Seek high plant utilization, even if it risks occasional small stock outs.

 Reduce cost of goods by reducing product specifications and quality.

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29-07-22 | 14:06:20 pm
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Andrews Company currently has the following balances

Andrews Company currently has the following balances in their liability and equity accounts:

Total Liabilities: $97,506,198
Common Stock: $48,308,000
Retained Earnings: $70,835,600

Suppose next year the Andrews Company generates $36,500,000 in Net Profit, pays $15,000,000 in dividends, and total liabilities and common stock remain unchanged. What must their total assets be next year?

 $268,149,798

 $216,649,798

 $238,149,798

 $70,835,600

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29-07-22 | 14:00:05 pm
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It is January 2nd. Senior management of

It is January 2nd. Senior management of Digby meets to determine their investment plan for the year. They decide to fully fund a plant and equipment purchase by issuing 50,000 shares of stock plus a new bond issue. The CFO happily notes this will raise their Leverage (Assets/Equity) to a new target of 2.45. Assume the stock can be issued at yesterday's stock price $12.77. Which of the following statements are true? (Select 2 answers)

 Digby bond issue will be $47,876

 Total investment for Digby will be $1,561,854

 Digby will issue stock totaling $638,297

 Long term debt will increase from $34,253,638 to $34,891,935

 Total Assets will rise to $131,267,730

 Digby working capital will be unchanged at $12,181,751

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29-07-22 | 13:58:29 pm
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Cake is a product of the Chester

Cake is a product of the Chester Company. Chester's sales forecast for Cake is 1,137 in the Americas region. Chester wants to have an extra 10% on hand above their forecasted units in case sales are better than expected. (They would risk the possibility of excess inventory carrying charges rather than risk lost profits on a stock out.) Taking current inventory into account, what will Cake's Fulfillment After Adjustment have to be in order to have a 10% reserve of units available for sale? All numbers in thousands (000).

 1,251 units

 1,137 units

 910 units

 1,023 units

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29-07-22 | 13:56:28 pm
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Baldwin plant has a capacity of 4,000,000

Baldwin plant has a capacity of 4,000,000 and an automation level of 4.5. Last year they produced 1,584,257 units of Baker - producing 1,584,257 and outsourcing 0 units.
Which of the following would help Baldwin minimize capital spending this year?

 Outsource 500,000 units of capacity

 Raise Automation to 7.0

 Purchase 1,000,000 units of capacity

 Purchase 500,000 units of capacity

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29-07-22 | 13:52:52 pm
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Review the Globe to determine Baldwin's current

Review the Globe to determine Baldwin's current strategy. How will they seek a competitive advantage? From the following list, select the top five sources of competitive advantage that Baldwin would be most likely to pursue.

 Tailor products to specific global regions.

 Seek the lowest price in their target market while maintaining a competitive contribution margin.

 Offer attractive credit terms.

 Accept lower plant utilization and higher plant capacity to ensure sufficient capacity is available to meet demand.

 Outsource units to meet additional demand.

 Seek high automation levels.

 Seek high plant utilization, even if it risks occasional small stock outs.

 Reduce cost of goods by reducing product specifications and quality.

 Seek excellent product designs, high awareness, and high accessibility.
 

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29-07-22 | 13:36:44 pm
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Based on the strategies of Baldwin and

Based on the strategies of Baldwin and Digby, which of the following statements are true? (Select 4)

 Baldwin has higher plant automation than Digby.

 Digby has lower average product costs than Baldwin.

 Baldwin should raise automation levels to 10.0 to expand on their current strategy.

 Digby focuses on reaching customers in all regions.

 Digby can expand on their current strategy by repositioning their products to the Performance segment.

 Baldwin must rely on consistent investments in R&D to continue developing and updating their product line.

 Baldwin focuses on reaching customers in all regions.

 Baldwin positions their products in the Performance segment to maximize their strategy.
 

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29-07-22 | 12:32:14 pm
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In order to sell a product at

In order to sell a product at a profit, the product must be priced higher than the total cost to build the unit, plus period expenses and overhead.

At the end of last year, Digby had their product Daze aimed at the Americas Budget segment. Use the Globe's Product Analysis to find Daze's production cost (labor + materials) in the Americas region. Exclude possible inventory carrying costs. Assume period expenses and overhead total 50% of their production cost.

What is the minimum price the product could have been sold for in the American region to cover the unit cost, period expenses, and overhead?



 $23.00

 $11.35

 $17.02

 $5.67

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29-07-22 | 12:25:08 pm
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Which description best fits Chester in your

Which description best fits Chester in your industry? For clarity:

- A differentiator competes through good designs, high awareness, and easy accessibility.

- A cost leader competes on price by reducing costs and passing the savings to customers.

- A broad player competes in all parts of the market.

- A niche player competes in selected parts of the market.


Which of these four statements best describes this competitor?

 Chester is a local broad cost leader.

 Chester is a global broad differentiator.

 Chester is a global niche cost leader.

 Chester is a global niche differentiator.
 

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29-07-22 | 12:23:52 pm
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What is the Profit Margin of Baldwin

What is the Profit Margin of Baldwin in Europe?

 34.9 %

 1.8 %

 0.1 %

 9.3 %
 

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29-07-22 | 12:20:36 pm
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Suppose that Baldwin will increase its automation

Suppose that Baldwin will increase its automation to 6.5 this year. Each new unit of automation costs $4 per unit of capacity. An additional $4 per point of automation applies to any new capacity. How much will this investment in automation cost?

 $24,500,000

 $28,000,000

 $49,000,000

 $56,000,000

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29-07-22 | 10:51:07 am
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[SOLVED] Baldwin earned revenue of $100,881,315 and had expenses of $103,856,776.

Baldwin earned revenue of $100,881,315 and had expenses of $103,856,776. This will cause which of the following changes in equity?

 Equity will increase -$2,975,461

 Equity will decrease $103,856,776

 Equity will decrease -$2,975,461

 Equity will increase $100,881,315

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29-07-22 | 10:45:44 am
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[SOLVED] Cake is a product of the Chester company which is primarily

Cake is a product of the Chester company which is primarily sold in the Americas Budget segment. Chester starts to create their sales forecast by assuming all policies (R&D, Marketing, and Production) for all competitors are equal this year over last. For this question assume that all 983,259 units of Cake in the Americas region are sold in the Americas Budget segment. If the competitive environment remains unchanged what will be the Cake's demand next year?

 1,499,470

 1,032,422

 983,259

 2,064,843

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29-07-22 | 10:38:56 am
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[SOLVED] Andrews Corporation earned a profit of $35.496mil last year

Andrews Corporation earned a profit of $35.496mil last year. Andrews' profit would be placed in which category on the cash flow statement?

Select : 1

Save Answer

  •  Nowhere. Profits are not cash

  •  Cash flow from operations

  •  Cash flow from investing activities

  •  Cash flow from financing activities

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29-07-22 | 10:22:58 am
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Chester Corporation’s cash flow statement shows an

Chester Corporation’s cash flow statement shows an increase in cash of -$656,733. Which of the following transactions contributed to the cash increase?

Select : 1

Save Answer

  •  A decrease in accounts payable of $1,264,781

  •  A decrease in accounts receivable of $595,114

  •  A decrease in long term bonds of $410,458

  •  An increase in inventory of $759,885

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29-07-22 | 10:13:55 am
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On the Income Statement, which of the

On the Income Statement, which of the following would be classified as a fixed cost?

Select : 1

Save Answer

  •  Income Tax

  •  Labor Cost

  •  Material cost

  •  Promotion Expense

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29-07-22 | 10:11:01 am
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[solved] As a low cost leader with a low tech focus, which of the following programs should be considered more important?

As a low cost leader with a low tech focus, which of the following programs should be considered more important?

Select : 2

Save Answer

  •  Concurrent Engineering

  •  Six Sigma

  •  Quality Deployment Effort

  •  Benchmarking

  •  Vendor/JIT

  •  CPI

  •  All of the above.

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29-07-22 | 09:44:11 am
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[solved]Given Baldwin Corporation’s Q2 balance sheet, compute the missing balance sheet amounts:

Given Baldwin Corporation’s Q2 balance sheet, compute the missing balance sheet amounts: Cash $23,142,000 Accounts Receivable $7,655,000 Inventory $10,493,000 Plant & Equipment $152,883,000 Accumulated Depreciation ($51,209,000) Accounts Payable $5,834,000 Current Debt $29,719,000 Long Term Debt $59,518,000 Common Stock $26,626,000 Retained Earnings $21,268,000 Market Cap $48,893,000 Current Assets -?- Current Liabilities -?- Total Equity -?- Total Assets -?-

Select : 1

Save Answer

  •  Current Assets $63,523,000 Current Liabilities $54,696,000 Total Equity $73,683,000 Total Assets $219,945,000

  •  Current Assets $41,290,000 Current Liabilities $84,446,000 Total Equity $96,787,000 Total Assets $142,964,000

  •  Current Assets $33,635,000 Current Liabilities $35,553,000 Total Equity $47,894,000 Total Assets $101,674,000

  •  Current Assets $41,290,000 Current Liabilities $35,553,000 Total Equity $47,894,000 Total Assets $142,964,000

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29-07-22 | 09:30:19 am
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[solved] The product manager for Chester's Elite product

The product manager for Chester's Elite product, City, is comparing his product to Digby's Elite product, Dino, in terms of reliability costs between the two. If it costs $0.30 per 1000 hours of MTBF, what is the difference in reliability cost per unit?

 

Select : 1

 

Save Answer

 $1.50

 $1.82

 $2.00

 $1.25

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29-07-22 | 03:28:49 am
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[solved]Digby has a leverage of 1.81 This means that

Digby has a leverage of 1.81 This means that: (Assume leverage is calculated as Assets/Equity)

Select : 1

Save Answer

  •  $1.81 of assets is funded with $1.00 of equity and $0.81 of debt.

  •  $1.81 of assets is funded with $1.00 of debt and $0.81 of equity.

  •  Assets are funded with 81% debt.

  •  Assets are funded with 81% equity.

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29-07-22 | 03:26:39 am
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[solved] Baldwin has a productivity index of 110.8%.

Baldwin has a productivity index of 110.8%. What does this mean?

Select : 1

Save Answer

  •  The company needs 9.7% more people to do the same amount of work.

  •  The company needs 9.7% less people to do the same amount of work.

  •  The Workforce Complement increased by 9.7% last year.

  •  9.7% of the company’s workforce is working overtime.

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29-07-22 | 03:23:18 am
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[solved] Rank the following companies from high to low cumulative profit,

Rank the following companies from high to low cumulative profit, (in descending order, 1=highest, 4=lowest).

Select : 4

Save Answer

  •  Baldwin

  •  Andrews

  •  Digby

  •  Chester

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29-07-22 | 03:17:37 am
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[solved] urrently Digby is charged $6,664,000 Depreciation on the Income Statment

Currently Digby is charged $6,664,000 Depreciation on the Income Statment. Digby is planning for an increase in this depreciation. What will this do on Digby 's financial statements?

 Have no impact on the Net Cash from Operations as Depreciation appears in both the Cash Flow Statement and the Income Statement

 Just impact the Balance Sheet Statement

 Decrease Net Cash from Operations on the Cash Flow Statment

 Increase Net Cash From Operations on the Cash Flow Statment
 

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28-07-22 | 15:42:01 pm
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[solved] Suppose you were hired as a consultant for a company that wants to penetrate the Comp-XM market.

Suppose you were hired as a consultant for a company that wants to penetrate the Comp-XM market. This company wants to pursue a Global Niche Differentiation strategy. From last year’s reports, which company would be the strongest competitor?

 Andrews

 Digby

 Baldwin

 Chester

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28-07-22 | 15:39:04 pm
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[solved] Your Competitive Intelligence team is predicting that Chester will drastically invest in adding capacity

Your Competitive Intelligence team is predicting that Chester will drastically invest in adding capacity to their plant this year. Assume Chester's product Cake uses 50% of the current production capacity, and the remainder of the company's production and outsourcing capacity is split among the other products. If Chester adds 20% to their current capacity this year, how many units of Cake will they be capable of producing? Ignore current inventories. Figures in thousands (000).

 3,350

 2,010

 4,020

 1,675

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28-07-22 | 15:34:47 pm
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[solved] Chester's Balance Sheet has $58,893,838 in equity.

Chester's Balance Sheet has $58,893,838 in equity. Further, the company is expecting $3,000,000 in net income next year.
Assuming no dividends are paid and no stock is issued, what would their Book Value be next year?

 $22.99

 $43.67

 $21.88

 $15.60

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28-07-22 | 15:30:58 pm
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[solved] Assume Digby expands operations in Asia Pacific in the coming year

Assume Digby expands operations in Asia Pacific in the coming year. In doing so, they have added capacity to fill all demand in-house and have increased automation to reduce labor cost by 10%.
For clarity, assume the following are true:

  • Daze material cost is still $12.75.
  • Daze labor cost last year was $9.00.
  • Daze will be priced at $32.50 per unit, in American dollars.
  • Shipping costs from the Americas to Asia Pacific are $2.50 per unit.

What will Daze's contribution margin be in Asia Pacific for the coming year?

 

 25.4%

 35.8%

 28.2%

 33.1%

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28-07-22 | 11:04:49 am
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[solved] Demand is created through meeting customer buying criteria

Demand is created through meeting customer buying criteria, credit terms, awareness (promotion), and accessibility (distribution). According to the Americas Budget segment's customers, which of these products was the most competitive at the end of last year?

 Baker

 Acre

 Able

 Cake

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28-07-22 | 11:01:27 am
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[solved] Suppose Baldwin invested in plant and equipment last year.

Suppose Baldwin invested in plant and equipment last year. The plant investment was funded with bonds at a face value of $8,000,000 at 12.5% interest and equity of $4,200,000. Depreciation is 15 years straight line. For this transaction alone, which of the following statements are true (select 3 answers)?

 Cash was pulled from Retained Earnings to cover the $4,200,000 difference between plant purchase and bond issue.

 Cash went up when the bond was issued by $8,000,000.

 On the Balance Sheet, Long Term Debt changed by $8,000,000.

 Cash went down by the amount of the plant purchase.

 Depreciation increased by $813,333.

 Buying the plant had no net effect on the Cash account because the plant was paid for by the bond plus Retained Earnings.

 Since the new plant was funded with debt and equity, on the Balance Sheet, Retained Earnings decreased by $4,200,000, the difference between the investment and the bond issue.

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28-07-22 | 10:56:04 am
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[solved] Choose the statement that is true in the year 2030.

Choose the statement that is true in the year 2030.

 The Asia Pacific Performance segment will demand 2,530,255 units

 The American Performance segment will demand 4,192,000 units

 The European Budget segment will demand 5,779,633 units

 The European Performance segment will demand 2,724,244 units

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28-07-22 | 10:54:26 am
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[solved] Local Broad Cost Leader - Low priced products for the local region

Local Broad Cost Leader - Low priced products for the local region: our brands offer solid value. Our primary stakeholders are bondholders, customers, stockholders, and management.

Global Broad Differentiator - Premium products for the industry across the globe: our brands withstand the test of time. Our primary stakeholders are customers, stockholders, management, and employees.

Global Niche Cost Leader - Reliable products for low technology customers across the globe: our brands offer value. Our primary stakeholders are bondholders, stockholders, customers, and management.

Global Niche Differentiator - Premium, tailored products for technology-oriented customers across the globe: our brands define the cutting edge. Our primary stakeholders are customers, stockholders, management, and employees.


Which mission statement best represents the Baldwin Company?

 Providing value to our customers is why we get up in the morning. We accomplish this by offering products at a low price our domestic customers can afford across a wide variety of market segments.

 Innovation meets revolution. We create value of our customers around the world through breakthrough designs that lead to unique high-performance products.

 Lasting innovation is our motivation. We build premium products that are elegantly designed to meet the needs of a variety of market segments around the world.

 Consistency and affordability are our goals. Our central mission is to offer dependable, low-price products that our customers around the world can count on.

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28-07-22 | 10:46:19 am
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[solved] Assume that your R&D team has a new design for their product Able next round that can reduce their material cost

Assume that your R&D team has a new design for their product Able next round that can reduce their material cost of producing units from $8.59 to $7.73. They pass on half of all cost savings by cutting the current price to customers. For simplicity:

  • Use current labor cost of $8.37
  • Assume all period costs as reported on Andrews Income Statement for Asia Pacific (Annual Report Page 5) will remain the same.
  • Current price is equivalent to $30.00
  • Shipping cost to Asia Pacific is $2.50 per unit

Determine how many units (000's) of product Able would need to be sold in Asia Pacific alone next round to break even on the product.



 297 units

 357 units

 371 units

 386 units

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28-07-22 | 10:39:27 am
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Your teammates, Sara and Juan, are having

Your teammates, Sara and Juan, are having difficulty cooperating with one another even though their individual assignments are highly related. Which of the following actions is least likely to improve their cooperation?

 

Select : 1

 

Save Answer

 Have them do a few of each other’s assigned tasks so that they better understand each other’s workload.

 As a team, discuss expectations for timely communication and information sharing.

 Reassign their tasks so that they are working on very different aspects of the team’s project.

 Encourage them to identify responsibilities where they can back up each other when someone is absent.

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21-06-22 | 02:01:04 am
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One of your employees just told you

One of your employees just told you that she is being sexually harassed at work by an employee outside your work group. Which of the following would be the most effective action to take?

 

Select : 1

 

Save Answer

 Review the policies and procedures in your organization for dealing with a claim of sexual harassment.

 Call the police to report the incident.

 Ask the employee to give you a full report of the details and circumstances.

 Ask the employee to write up a report to submit to the human resources department.

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21-06-22 | 01:18:40 am
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Your team is working hard to develop

Your team is working hard to develop a strategy to serve a new client. Which of the following actions is most important to ensuring an effective strategy is chosen?

 

Select : 1

 

Save Answer

 Ask the team member with the most industry-related experience to lead the process.

 Suggest that each proposed strategy be evaluated against a set of key objectives.

 Invite the client into a meeting to shape the strategy.

 Conduct a benchmarking survey of similar clients to determine best strategy.

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21-06-22 | 00:14:02 am
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Your company's CEO just informed you that

Your company's CEO just informed you that your team's budget will be unexpectedly reduced by 20% this quarter. This will create significant disruptions on several projects that your team has already begun, and it may mean that you have to drop one or two projects altogether. Which of the following communication channels would be LEAST effective in communicating this situation to your team?

 

Select : 1

 

Save Answer

 An email message sent to the entire team.

 Individual calls with each team member.

 An online meeting with the entire team.

 An in-person meeting with the entire team.

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20-06-22 | 12:20:39 pm
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Shara is a new addition to your

Shara is a new addition to your team and your boss has asked you to help with her initial training and orientation to the team. She has not previously worked in your country and so you want to help make her adjustment go as smoothly as possible. Which of the following would be LEAST effective in helping build Shara's cultural competence?

 

Select : 1

 

Save Answer

 Teach Shara about how decisions are made and communicated.

 Schedule weekly check-ins with Shara to make sure she is adjusting properly.

 Ask Shara to run team meetings in order to get to know people more quickly.

 Make sure Shara knows that you are always available if she needs advice or help.

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20-06-22 | 12:18:19 pm
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Larry is in charge of collecting customer

Larry is in charge of collecting customer service and satisfaction data for his company. He’s not sure which key groups in the company would be the most appropriate audience to communicate the recent customer satisfaction results, including call center employees, senior management, and company-wide. As Larry begins to develop his communication plan, which of the following questions would most help him strategize a plan for targeting a specific audience?

 

Select : 1

 

Save Answer

 What does each group know and not know about the customer satisfaction data?

 What groups have been informed of customer satisfaction results in the past?

 What way can the results be communicated so that they are acceptable to all groups?

 What are the consequences of communicating the information to everyone?

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20-06-22 | 02:06:00 am
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You are a member of a newly

You are a member of a newly formed team that has been tasked with designing a new product. None of the team’s members have worked together previously and thus confidence is low. Which of the following tactics would be most effective in promoting the team’s confidence in its capability to function successfully?

 

Select : 1

 

Save Answer

 Jump right into a challenging task in order to figure out your team’s capability.

 Discuss the team’s overall mission and goals.

 Have each team member discuss his or her background.

 Determine the major tasks to be done & complete some of the less difficult ones first.

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20-06-22 | 02:04:24 am
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One of your employees just told you

One of your employees just told you that she is being sexually harassed at work by an employee outside your work group. Which of the following would be the most effective action to take?

Select : 1

Save Answer

  •  Review the policies and procedures in your organization for dealing with a claim of sexual harassment.

  •  Call the police to report the incident.

  •  Ask the employee to give you a full report of the details and circumstances.

  •  Ask the employee to write up a report to submit to the human resources department.

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20-06-22 | 02:02:50 am
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Executive SummaryAn Executive Summary is a

Executive Summary
An Executive Summary is a separate document from the main body of your document and must
stand alone on its merits. It may be the only page from your report that gets read by top
management -- so it must be able to "make the case" for your recommendation or proposal.  The
Executive Summary:
1. Summarizes the main points of a longer document (e.g., a business plan or proposal) and
presents the essential issues in the paper: main points, analysis and recommendations. It is NOT
an introduction, which would tell what you intend to analyze, not what you found from your
analysis. If you are writing “this paper will....," then you are writing an introduction and not an
executive summary!
2.  Establishes the need or states the problem; recommends the solution and explains the value of
the solution (why the reader should care); provides logical substantiation (your analysis!) for
how you arrived at your recommendation.
3. Is written in text, not a bullet-point outline (quality of analyses cannot be shown through bullet
points, which lack integrative logical connections among the bullet pointed ideas or data)
4. Should be one page or at most two pages for longer documents.  No cut-and-pasting from the
main document. Write from scratch so you are not tempted to provide unnecessary details.
 Always proofread the executive summary -- Ask people who haven't read the main document to
read the summary and comment on it -- does it present the idea? Does it show the value? Does it
"make the case" for your recommendation or proposal through clear logic based on sound data?
If you wish to explore further, this link is a sample of best resources for how to write a top-notch
Executive summary:
http://www.csun.edu/~vcecn006/summary.html

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15-06-22 | 04:42:27 am
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[solved] Develop a balanced scorecard to measure the critical factor

assignment Overview:  Develop a balanced scorecard to measure the critical factors in successful implementation of your strategy recommendations (3% of course grade).  The scorecard will be incorporated into this final draft of the business plan. 

Assignment Objectives: The first objective is to develop a scorecard that will measure the critical components of your business strategy--those items that must be monitored to ensure successful implementation of your proposed strategy.  The second objective is to develop a comprehensive, fully edited draft of  the   business plan for your client company to enter into and market its product/service within the selected country.  

Assignment Requirements:  Read, edit, and trim your draft Business Plan, covering all  sections 1-18 into a smoothly flowing final  draft.  The Balanced Scorecard (section 18 ) should flow  logically from, and reflect the key components of, your business plan strategy.  The BSC will be an appendix to the plan, but must be explained in text.

Incorporate all previous feedback into the draft and aim for a document  of approximately 40  pages, to be further trimmed in the final version next week.  Keep all support tables and charts in appendices.  The Scorecard only will be graded this week, but faculty will try to provide as much feedback as possible on the entire draft, in time for the team to incorporate into your final version next week.  

One member is to post the  Scorecard and  draft of your Business Plan, in the Group Assignment folder  by the end of Week 11 and title it  "Strategy Implementation Scorecard and Draft Business Plan".

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15-06-22 | 04:37:03 am
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[solved] Week 10 Group Financial valuation - Revenue Forecasts

One member is to post the Team Work Planfor next Week 11 in the group assignment folder
by Thursday of this week.
W10 Group financial valuation with draft Business Plan
Due November 19 at 11:59 PM
Strategy Project: Financial Valuation (6% of course grade)
Resources:

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Week 1: September 11 -
17
Week 2: September 18 -
24
Week 3: September 25 -
October 1
Week 4: October 2 - 8
Week 5: October 9 - 15
Week 6: October 16 -
22
Week 7: October 23 -
29
Week 8: October 30-
November 5
Week 9: November 6 -
12
Week 10: November 13
- 19
week 11: November 20
- 26
Week 12: November 27
- December 3
Course Resources
Course Evaluation

Income statement tutorial: http://www.baruch.cuny.edu/tutorials/statements/
Guidelines for Income Statement
Calculating cost of goods sold:http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com/login.aspx?
direct=true&db=bth&AN=26758860&site=eds-live&scope=site
Assignment overview: The team will produce a simple income statement for just one year of
operation, showing projected income and expenses for your proposed business plan.. The above
Guidelines for Income Statement shows a sample template with a single column for one year of
operation .However, the team is expected to develop an income statement forecast for this Business
Plan, with two columns: one for START UP COSTS (show as year 0, with no revenue and can be for
any length of time required for market entry up to first sale) and one column for REVENUE and
OPERATING COSTS for the company's first year of operation (first year of operation begins with
first sale). The projected income statement should be only to the level of EBIT (Earnings Before
Interest and Taxes).
The team will submit the current draft of your business plan, up to and including the financials in
section 16. Submitting the full draft of the business plan will allow faculty to check that costs of
implementing all requirements of the strategy are captured in the financial plan.
Assignment Objectives
Your draft Business Plan to date has already identified the major cost drivers for the recommended
entry strategy, except for Cost of Goods Sold, which will be developed for this financial plan.. The
major costs already identified are costs of the organizational structure (people costs in section 14), and
of the the marketing plan (Section 15). This is the time to review the plan to consider other
expenditures that might be necessary to implement your proposed entry strategy.
The team has developed its revenue projections, citing all assumptions underlying the team’s
estimations.
A balance sheet is not required, but the team will separately identify any capital investments required
in your proposed strategy (e.g., equipment, purchased real estate, expanded plant facilities).
Assignment Requirements/format.
Introduction. After the statement of purpose, the Introduction to this paper is the draft business
plan, up to section 16 (which you will develop in the body of this paper).
The income statement should be developed in Step One, showing the revenue and categories of
expense. In Step Two, the Income statement items and capital expenses are to be described/explained in

11/13/2017 Week 10: November 13 - 19 - DMBA 630 9047 Marketing and Strategy Management in the Global Marketplace (2178)

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text:
Step One: Create the income statement.
Show start up costs as first column: These are all costs that must be expended in order to start up the
business (before the first sale is completed) and should already be identified in your business plan.
These are people costs from the organization chart in Section 14, including any contracted expenses,
such as legal and translator support; and from your marketing plan these would be new marketing
materials, prototypes or product modifications (Section 15); as well as any other expenses, such as
travel, that must also be incurred before revenue is generated.. Show these in a year 0 column on
your income statement.
Show Year of Operations as Second Column:
Costs of good sold (COGS) line item. Estimate these per unit production costs for the product or
service you are selling. These are variable costs, with the total line item based upon the number
of units produced and sold.
If it is a professional service, or a product or project that requires professional services to
design or deliver to the customer, those people costs would be Costs of Goods sold.
Manufacturing costs belong here if it is a product. .
Explain total dollar amount as per unit cost x the number of units to be sold
If the units are not to be sold, but must be produced for marketing purposes (e.g., for
showrooms, marketing give- away's), they belong in the line item for marketing expenses;
not as COGS (and can either be start-up expenses or operational expenses, depending on
when they were to be incurred, as noted in your Marketing Plan (Section 15)
Operational Expense line items: These line items reflect the annual costs of running the business
after the start up period is completed. These are on-going expenses that start with the first sale,
but are likely to be incurred whether or not any additional units are actually sold. They cover
people costs for all the business functions (e.g., strategic oversight, marketing, sales, human
resources, legal, finance, technical support), as reflected in your organizational chart in Section
14; and marketing expenses (including materials, distribution, sales incentives/rewards), as
reflected in your marketing plan..
Consider other administrative/office expenses, such as telecommunications, rent, supplies
and equipment (non-capital),
Specify all assumptions made in developing these line item estimates, and label them so it
is clear which expenses are in each line item. .
You will need to include any expenses associated with monitoring the progress of your strategic
plan, which you will specify in your Balanced Scorecard (BSC) (e.g., any surveys,focus groups,
employee training, employee benefits/rewards). Leave a space for those expenses in your income

11/13/2017 Week 10: November 13 - 19 - DMBA 630 9047 Marketing and Strategy Management in the Global Marketplace (2178)

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statement until you have identified them fully in your Balanced Scorecard (next week's
assignment).
If you have already identified the people costs of monitoring or employee training by
showing those responsibilities in some positions in your organization chart, you don't need
to include them as a separate line item on your income statement; however, your BSC
should specify where you have accounted for those costs (how much and which headcount,
as reflected in which line item).

The team will separately identify capital investments required in your proposal (e.g., equipment,
purchased real estate, expanded plant facilities). The costs of this capital should be identified, but the
interest paid on capital investment need not be included in your income statement, and you need not
consider depreciation of the capital goods in your income statement. Please enter a footnote at the
bottom of the income statement that shows capital costs, as these balance sheet items would not be part
of the calculation of earnings (EBIT).
Include revenue forecasts, based on the market share estimates and recommended pricing shown
in the Section 15 marketing plan. Show both projected units sold and unit price on the income
statement.
Total costs of the plan will be compared to the potential revenue, to develop an income statement
showing EBIT (Earnings Before Interest and Taxes).
Step Two: Write the formal paper.
Introduction: Submit the complete Draft Business Plan through section 15.
The body of this financial analysis should be approximately 5-10 pages, including the income
statement.
Structure the body of this analysis as:
1. REVENUE Forecast and assumptions (e.g., market share x proposed unit price)
2. COST forecasts and assumptions (e.g., how COGS has been developed; as well as any
administrative/ operational expenses not previously identified in the organizational chart or marketing
plan)
3. FINANCIAL results
4. Conclusions
In your concluding paragraphs, specify whether this is a financially viable entry strategy; under
what assumptions the team might consider this project to be financially viable.
Where are the major risk factors in your projections and assumptions? Which factors must be
monitored most closely in the Balanced Scorecard in order to limit risk? (and be sure those
critical risk factors are included in next week's BSC)

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5. Include
Title page with name of every contributing member
Approximately a 3 page Executive Summary that summarizes the entire paper
Table of contents
*The body of the paper should have page numbers, starting with page one.
Reference list, including proper APA format for all in-text citations.

One member is to post this assignment in group assignment folder by the end of Week 10 and title it
“Business Plan and Financial Projections.”

For now: You have completed your business plan, except for the Balanced Scorecard that will track
the success of the strategic actions you have recommended in your plan.
Looking forward: You will develop the Balanced Scorecard for your client to use in tracking the
most critical components of this strategy, and add any monitoring costs into your income statement
projections if they are not already there (in people costs)..

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15-06-22 | 04:32:19 am
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[solved] Week 9 Group Marketing Plan

  • Strategy Project: Work Plan for Week 10

    One member is to post the  team work plan for next Week 10 into your  group assignment folder by Thursday night .

  • W9 Group Marketing Plan

    Assignment

     

     Due November 12 at 11:59 PM

    .Strategy project: Marketing Plan (6% of course grade)

     

    Resources:

     

     

     

    Assignment overview: Marketing Management is the process of analyzing, planning, implementing, coordinating and controlling programs involved with  the 4 P's of Product conception, Pricing, Promotion and Placement (distribution) of products, services, and ideas.  The  purpose of the marketing strategy  is  to gain access to target markets and win market share.. In this assignment, you will develop a marketing plan to reach your  client 's target Buyer and win market share. Marketing is the function that generates revenue, so this is where you will estimate  the Revenue projections for your income statement. .

    Assignment Requirements/format.

    I. The Introduction to this paper (same as week 8)  should consist of (a) statement of purpose (b)  description of the company and its industry, (c) the  product/service that will be entered in the new country; (d) description of the target country and why it was recommended as better opportunity than the other country; the target Buyer and the size and growth of the target market 

     

    II. The body of this paper  (approximately 10 -15 pages,double spaced) will:

    • Describe the market size of each  target buyer segment in quantifiable units (number of buyers and/or  dollars)
      • Identify any further segmentation that may be needed to reach the best target or set of targets for  your client's product/service offering.
      • specify projected market growth of each segment over 3-5 years
    • Estimate your expected  market share as a percent of each target segment
      • explain the rationale for your estimates, considering the competitors and their market share, and your client's competitive position;
      • specify all assumptions you used in your estimation (e.g., about price, competitors' market share, new entrant threat), 
      • show  all your calculations so they can be readily verified

     

    • Pricing: Describe the pricing strategy (low  price leader? High priced luxury leader? Value pricing?)  How will the pricing strategy support market entry? Competitive positioning?  (You may have addressed pricing specifically in your competitive strategy in Week 6)
      • . Specify  the recommended sales price.

     

    • SUMMARIZE EXPECTED REVENUE  in a table showing
      • Sales price,
      • Market share in units or expected sales 
      • Projected growth in Revenue over 3-5 years

     

    • ESTIMATE THE ANNUAL COSTS  of each component of your marketing  plan ( product modifications;  promotion costs, distribution costs).  My section 
      • You have already identified the marketing/sales headcount in your organizational chart, but you still must show in each marketing component  who will do these marketing functions.  When you summarize your  marketing cost in the required table below,  note the headcount dollars that are already in the organizational chart so that you don't double count those dollars when the marketing costs are put into the income statement.
        • Note: The dollars for marketing headcount should be reflected on the organizational chart you developed last week.  If you identify any new headcount in this plan, go back and add it to your organization chart, so the people costs of your strategy will be clear and all in one organization chart..
      • For costs in each component, show  dollars separately for start -up costs, needed to prepare for market entry (e.g., establishing showrooms, designing websites, modifying the product, developing prototypes or samples) and for on-going operational costs to support the marketing function once revenue begins to flow ( e.g., continuing sales efforts; distribution of  your product/service). 

     

    • Product:  Are there any modifications needed to reach the buyers in this market segment(s)? This could be based on your previous country and competitor analyses, if certain Buyer preferences or competitive  opportunities or threats were identified (e.g, language modifications to the software you sell; size preferences for the cell phones you sell) .SUMMARIZE PRODUCT COSTS, including headcount and any other expenses. (note: product modifications will likely be all start up costs)
    • Promotion: State your recommended Promotion/Positioning with the target markets/segments, which you initially addressed in your Week 6 competitive strategy assignment. State what the promotional message will be to position your product/service  within each market segment, what kinds of promotional materials will be needed?.SUMMARIZE PROMOTION COSTS, including headcount and any other expenses. 
    •  Placement (distribution):  How will the buyers be reached?  Will you need a direct sales force? Online sales support? For a sales force, what kinds of incentives might you propose? For online sales, what kinds of back-office support would be needed for getting your product/service to the buyer? Consider both physical distribution/geographic spread and distribution of the message that must reach your target markets. What will be the promotional channel? The media used? SUMMARIZE DISTRIBUTION COSTS, including headcount and any other expenses. 
      •  
    • SUMMARIZE ALL MARKETING  COSTS in a  a table that aggregates all of the above components, with all costs identified as either start up or operational costs
      • Product modifications
      • Promotional materials
      • Distribution/Advertising costs
      • Headcount costs for all categories should note that these are already included in your organizational chart dollars. 

    III.  Include

    • Title page with name of every contributing member
    • Approximately a 2-3  page Executive Summary that summarizes the entire paper 
    • Table of contents
    • *The body of the paper should have page numbers, starting with page one.
    • Reference list, including proper APA format for all in-text citations.

     

     

    One member is to post the assignment in the Group Assignment folder by the end of week 9 and title it “Marketing Plan.”

     

    For now:  You have a corporate level  entry strategy, business level competitive strategy, and functional marketing plan.  You have estimated the market share (revenue) expected from this marketing strategy and the headcount and marketing costs of this plan.

      

    With  the completion of this assignment, you  have the information needed to abstract section 15 of the Business Plan Template.  Add section 15 to your Draft Business Plan, along with all feedback on previous assignments that has not yet been incorporated into your draft. Post the updated draft in your group locker. Next week, you will submit the full business plan with your week 10 financial assignment.

     

    Looking ahead:  You will next estimate  the remaining costs to implement your plan, including any  upfront capital investments  and other administrative/ operational expenses.  Next week's financial evaluation will tell the company whether the strategy you recommended is worth the costs!

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15-06-22 | 04:25:01 am
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[solved] Week 7 Individual SWOT and Strategic Objectives paper

SWOT to TOWS assigned readings
Assignment Overview: This week, each individual will use the group's SWOT matrix to generate strategies for
overcoming business risks and exploiting business opportunity in the recommended country. You have already
developed a competitor strategy, so the focus this week is on other business risks and opportunities and how your
client might use its strengths and weaknesses to gain strategic advantage (corresponds to Section 8iii of Business
Plan Template).
When the SWOT matrix is used for strategy generation, a TOWs matrix is initially generated to organize the SWOT
data into an expanded matrix (TOWs matrix) . The TOWs is an organizing tool to ensure that the strategies developed
will effectively utilize the client's strengths to mitigate the most critical risks and exploit the most important
opportunities. The TOWS matrix is merely an expanded SWOT matrix with quadrants to be used for strategy idea
generation, as described in this link:

http://www.driveyoursuccess.com/2011/09/strategic-business-planning-use-tows-to-move-swot-to-an-action-
plan.html

You can see an example of strategy formulation from TOWS in this link: http://www.volunteerhub.com/blog/the-tows-
matrix-putting-a-swot-analysis-into-action/

.
Assignment Objectives: The objectives are to use the SWOT data to propose specific business strategies (TOWS
strategies) that will (1) mitigate the identified risks (threats and weaknesses) for your client company’s entry into the
selected country; and (2) exploit the identified external opportunities.
Step One: Preparation: This is your idea generation step and reflects your primary analysis. Develop the TOWS
matrix, specifying the risk mitigating strategies and the opportunity exploiting strategies needed in each of the TOWS
quadrants.
For example, if your previous analysis identified political ties as necessary to compete in this country (external
Threat), but your client does not have those ties (internal Weakness), consider WT mitigation strategies (TOWS
quadrant WT). Perhaps a specific type of partner (politically connected/experienced) or some specific activity (like
political lobbying) might mitigate this risk for your client.
Similarly, for the primary external opportunity support factors for this country, specify a strategy that might leverage
your firm’s Strengths (quadrant OS strategies). For example, if your PESTEL analysis found an opportunity support
factor in the country's positive attitudes toward U.S. companies, consider how an OS strategy might leverage the U.S.
identity of your firm (its Strength) in order to exploit that opportunity (e.g., perhaps by sponsoring an athletic event
and/or by using product packaging that highlights U.S. origins or culture)

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For each of the TOWS quadrants, identify potential strategies that will help your firm to operate successfully in this
external environment of specific O’s and T’s. Limit the potential strategies to no more than 3 in each quadrant of
the TOWS matrix, focusing on the most important threats to be mitigated and opportunity factors to be realized. This
summary matrix should be included as an appendix to the formal paper.
Step Two: Write a formal paper explaining your strategy recommendations and referring to the TOWS data on which
those recommendations are based.

Paper Assignment Requirements/format:
1. Introduction. After the statement of purpose, the Introduction to this paper should be the same as in your
team's week 6 paper (updated with any feedback), PLUS a very brief description of the target Buyer and the
size and growth of the target market (from your team's week 6 paper).
2. The Body of the paper (10-12 pages) is solely your own writing:
List those external Opportunity and Threat factors that you consider the most important and therefore will
address with recommended strategies.
Recommend your strategies, explaining the rationale for each and why you consider the recommended
strategies the most critical/important.
The TOWs matrix should be in an appendix, and you can refer to it, but your text should stand
alone with sufficient written explanation for your strategy ideas and recommendations.
Propose mitigating strategies for country and industry Threats;
Propose exploiting strategies for Opportunity and Opportunity Support factors.
Write a Conclusion to your analysis that summarizes all the strategic actions you are recommending to
mitigate risk and exploit opportunity, including the competitor strategy previously agreed upon by the group
(this summary statement of competitive strategy will be the same for all group members, taken from what the
group has already developed).
3. Include :
Title page with your name
Approximately a 2 page Executive Summary that summarizes the entire paper (including the introduction
materials)
Table of contents
*The body of the paper should have page numbers, starting with page one.
Reference list, including proper APA format for all in-text citations.
The SWOT/Tows matrix as an appendix.
Post the assignment in your individual assignment folder AND in the group locker by the end of the week and
title it “SWOT and TOWS Strategies.” The team will proceed with next week's assignment, using all individual
members' analyses, without waiting for faculty feedback/grading.
Where you are now: With the completion of this assignment, you have addressed all risks and opportunity and
opportunity support factors. Each team member has now recommended specific risk mitigation and opportunity
exploitation strategies that will help your firm optimally operate in country, and the team has previously agreed
upon a competitive strategy for operating in country. The Team must now agree on which strategies to recommend
from these individual member analyses. Once the team has agreed on the strategies that must be implemented, the
team should update the draft business plan with these recommended strategies (constituting sections 11 and 12 of
the business plan template).
Looking ahead: Next week, the team will develop and compare two alternative entry strategies (business structure
and organizational structure) that will help your firm to realize the desired business strategies you have developed in
this TOWS analysis., . A corporate level entry strategy consists of both a business structure (the entry vehicle) and an
organizational structure for how your firm will operate in country. You will want to design an entry strategy that will
be best at implementing the desired risk mitigation and opportunity exploitation strategies..
Note: Some of the risk mitigation strategies that individual members have developed here may lead directly to a
type of entry vehicle ; e.g., if the country requires a joint venture with a local firm, that entry barrier has to be

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Due October 29 at 11:59 PM
mitigated with a specific vehicle (joint venture is the business structure that is required, and you would identify
the type of partner and define the partner responsibilities in an organizational structure).
Other mitigation strategies may lead less directly to an entry vehicle. For example, if team member(s) have
determined that a local presence will mitigate some political risk and/or mitigate a competitor's in-country
advantage, the team may consider what type of business structure (entry vehicle) could best provide that local
presence (e.g., an alliance with a local firm, a contract with a local distributor, hiring locals to staff a branch
sales office).

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15-06-22 | 04:18:51 am
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Week 9 - Group Marketing Plan

.Strategy project: Marketing Plan (6% of course grade)
Resources:
The Marketing Mix http://www.quickmba.com/marketing/mix/
Marketing Segmentation http://www.quickmba.com/marketing/market-segmentation/
Marketing Strategy http://www.quickmba.com/MarketingStrat.shtml
Market share http://www.quickmba.com/marketing/market-share/
Assignment overview: Marketing Management is the process of analyzing, planning, implementing, coordinating and controlling programs involved with the 4
P's of Product conception, Pricing, Promotion and Placement (distribution) of products, services, and ideas. The purpose of the marketing strategy is to gain
access to target markets and win market share.. In this assignment, you will develop a marketing plan to reach your client 's target Buyer and win market share.
Marketing is the function that generates revenue, so this is where you will estimate the Revenue projections for your income statement. .
Assignment Requirements/format.
I. The Introduction to this paper (same as week 8) should consist of (a) statement of purpose (b) description of the company and its industry, (c)
the product/service that will be entered in the new country; (d) description of the target country and why it was recommended as better
opportunity than the other country; the target Buyer and the size and growth of the target market

II. The body of this paper (approximately 10 -15 pages,double spaced) will:
Describe the market size of each target buyer segment in quantifiable units (number of buyers and/or dollars)
Identify any further segmentation that may be needed to reach the best target or set of targets for your client's product/service offering.
specify projected market growth of each segment over 3-5 years
Estimate your expected market share as a percent of each target segment
explain the rationale for your estimates, considering the competitors and their market share, and your client's competitive position;
specify all assumptions you used in your estimation (e.g., about price, competitors' market share, new entrant threat),
show all your calculations so they can be readily verified
Pricing: Describe the pricing strategy (low price leader? High priced luxury leader? Value pricing?) How will the pricing strategy support market entry?
Competitive positioning? (You may have addressed pricing specifically in your competitive strategy in Week 6)
. Specify the recommended sales price.
SUMMARIZE EXPECTED REVENUE in a table showing
Sales price,
Market share in units or expected sales
Projected growth in Revenue over 3 5 years

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Projected growth in Revenue over 3-5 years
ESTIMATE THE ANNUAL COSTS of each component of your marketing plan ( product modifications; promotion costs, distribution costs).
You have already identified the marketing/sales headcount in your organizational chart, but you still must show in each marketing component who
will do these marketing functions. When you summarize your marketing cost in the required table below, note the headcount dollars that are
already in the organizational chart so that you don't double count those dollars when the marketing costs are put into the income statement.
Note: The dollars for marketing headcount should be reflected on the organizational chart you developed last week. If you identify any new
headcount in this plan, go back and add it to your organization chart, so the people costs of your strategy will be clear and all in one
organization chart..
For costs in each component, show dollars separately for start -up costs, needed to prepare for market entry (e.g., establishing showrooms,
designing websites, modifying the product, developing prototypes or samples) and for on-going operational costs to support the marketing
function once revenue begins to flow ( e.g., continuing sales efforts; distribution of your product/service).
Product: Are there any modifications needed to reach the buyers in this market segment(s)? This could be based on your previous country and
competitor analyses, if certain Buyer preferences or competitive opportunities or threats were identified (e.g, language modifications to the software you
sell; size preferences for the cell phones you sell) .SUMMARIZE PRODUCT COSTS, including headcount and any other expenses. (note: product
modifications will likely be all start up costs)
Promotion: State your recommended Promotion/Positioning with the target markets/segments, which you initially addressed in your Week 6 competitive
strategy assignment. State what the promotional message will be to position your product/service within each market segment, what kinds of promotional
materials will be needed?.SUMMARIZE PROMOTION COSTS, including headcount and any other expenses.
Placement (distribution): How will the buyers be reached? Will you need a direct sales force? Online sales support? For a sales force, what kinds of
incentives might you propose? For online sales, what kinds of back-office support would be needed for getting your product/service to the buyer?
Consider both physical distribution/geographic spread and distribution of the message that must reach your target markets. What will be the promotional
channel? The media used? SUMMARIZE DISTRIBUTION COSTS, including headcount and any other expenses.
SUMMARIZE ALL MARKETING COSTS in a a table that aggregates all of the above components, with all costs identified as either start up or
operational costs
Product modifications
Promotional materials
Distribution/Advertising costs
Headcount costs for all categories should note that these are already included in your organizational chart dollars.

III. Include
Title page with name of every contributing member
Approximately a 2-3 page Executive Summary that summarizes the entire paper
Table of contents
*The body of the paper should have page numbers, starting with page one.
Reference list, including proper APA format for all in-text citations.
One member is to post the assignment in the Group Assignment folder by the end of week 9 and title it “Marketing Plan.”
For now: You have a corporate level entry strategy, business level competitive strategy, and functional marketing plan. You have estimated the market share
(revenue) expected from this marketing strategy and the headcount and marketing costs of this plan.

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With the completion of this assignment, you have the information needed to abstract section 15 of the Business Plan Template. Add section 15 to
your Draft Business Plan, along with all feedback on previous assignments that has not yet been incorporated into your draft. Post the updated draft
in your group locker. Next week, you will submit the full business plan with your week 10 financial assignment.
Looking ahead: You will next estimate the remaining costs to implement your plan, including any upfront capital investments and other
administrative/ operational expenses. Next week's financial evaluation will tell the company whether the strategy you recommended is worth the costs!

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15-06-22 | 04:14:00 am
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[solved]W8 Group entry strategy paper - Submit Files

Instructions 

Strategy project assignment: Entry Strategy and Structure (7% of course grade)

Resources:

Foreign Market Entry Modes

Executing Strategy Through Organizational Design:  https://saylordotorg.github.io/text_mastering-strategic-management/s13-executing-strategy-through-org.html

 

Assignment Overview:  In this assignment, the team will  recommend  an entry strategy, consisting of  a business  structure (entry vehicle) and organizational structure  for your client company to enter and operate in the selected country. The business and competitive strategies developed in Weeks 6 and 7 are the strategic objectives you will want to accomplish through the  entry strategy you develop this week.   The team will (a)  write a formal paper proposing and comparing  two potential entry vehicles (the legal structures)  that will allow  the client company to accomplish the strategic objectives  and (b)  design the organizational structure showing who will implement the strategic objectives.

Assignment  Objectives    (1) The team will propose and compare two different business structures and recommend the one that is better able to realize the team's recommended risk mitigation and opportunity exploitation strategies and is consistent with the client's rationale for expansion (which you identified  in your company profile). 

(2) For the one recommended  business structure, the team will create a supporting organizational structure, and will specify the roles and responsibilities that will ensure that the strategic recommendations will be implemented.  The organizational chart will show the costs of each person required to implement your proposed strategic activities..

(3) Because most international expansions require some form of alliance with a local organization, any such alliance will be described in  both the business structure and the organizational structure.

Note 1:  Business  structures have inherent advantages and disadvantages; but your responsibility is to assess the advantages and disadvantages of the potential business structures specifically in terms of how effectively they  meet your client's  strategic objectives. (e.g., an inherent  disadvantage of  contracted manufacturing as a business structure  is that it risks loss of intellectual property; but if your company is manufacturing a commodity item, it has no intellectual property  at risk, so that is not a disadvantage for your company).

Note 2: You will develop a marketing plan next week, but include in your organization structure who will be responsible for marketing and sales.  You may modify the organizational chart next week if  you determine  that your marketing plan will need more or different roles. But you need at least a  functional place holder to start.

 

Assignment  Requirements and Format  of the paper:

I. The Introduction to this paper should consist of (a) statement of purpose (b)  description of the company and its industry, (c) the  product/service that will be entered in the new country; (d) description of the target country and why it was recommended as better opportunity than the other country (use the summary information  from your week 4 country selection paper); the target Buyer and the size and growth of the target market. 

II. The body of this paper  (approximately 20 pages,double spaced) will:

A. Summarize

  • The company's expansion goals (section 2 of your draft business plan, from company profile)
  • All the strategic objectives you have recommended in weeks 6  (competitor strategy) and 7 (business strategies)  ( and as you have entered into sections 11 and 12 of your draft business plan ). 

B,  Propose 2 potential entry (business) structures  that could meet the recommended strategic objectives  and are consistent with the company's expansion goals.   For  each proposed lbusiness structure:

  • Describe the structure of the business  (the “ entry vehicle”  e.g.,  joint venture, distributorship, contract, franchise, license, sales agent,  branch office,  Strategic Business Unit --SBU; or direct export with no in country presence)
  • EXPLAIN why each structure  is being considered (i.e.,  each must meet  at least one of the most critical strategic objectives or you would have no reason to consider it)
  • Specify any alliance partner or relationship with an in- country organization (e.g., distributor, joint manufacturer or marketer) by name if possible or at least by descriptive requirements
  • Specify the strategic value of the alliance to your client AND to the alliance partner (the strategic "fit") ;
  • What the alliance partner will contribute to your client's success;
  • What the alliance partner will gain (why would it enter such an alliance)

C.  Compare the advantages and disadvantages of each businessstructure, specifically how well each will help to realize the strategic objectives you have identified . and recommend one as the better entry vehicle.  (Paula)

D.  For the recommended entry vehicle (business  structure):

  • Specify the organizational structure needed for successfully operating  the business (who does what, and where they are located) and show on anorganizational chart.
    • the client company's headcount requirements
      • Show  all people your client company will need to implement this strategy. whether they are to be employees or contracted human resources, or borrowed resources from headquarters..
      • Show all contracted human resources by dotted line connection to the management role responsible for managing, evaluating, and contracting for those services.
      •  show the client company's costs for each role in this proposed organization
        • indicate  start up cost and year one of operation, as two numbers: ($  / $  )
      • Your organization chart should show who will do marketing and sales. You will  develop  a marketing plan next week (detailing who will do what and materials/supplies needed) .
    • the alliance organization's headcount and relationship to the client organization
  • Describe in text the roles and responsibilities of each headcount in the organization
    • state salary per employee and number of those employees needed, as represented in each ($/$) box of the organization chart.
    • for headquarters people, determine how much time each  devote to this project and equate that time to dollars to show on your organizational chart.
  • Specify where the organization will operate and develop the costs of any facilities required for implementing this strategy(e.g,  manufacturing or assembly plant, office space, showrooms, equipment needed)

III.  Include

  • Title page with name of every contributing member
  • Approximately a 2-3  page Executive Summary that summarizes the entire paper 
  • Table of contents
  • *The body of the paper should have page numbers, starting with page one.
  • Reference list, including proper APA format for all in-text citations.

One Member is to post the written report in the Group assignment folder and title it “Entry Strategy and Structure,”  by the end of week 8.


Where you are:  You have now  recommended the structure for getting into the country and for organizing operations in country. You have therefore completed all; you will need to incorporate into your draft Business Plan, (Sections 13- 14 of the business plan template)    

Next you will develop a functional strategy for how to market your client's product/service in country. 

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15-06-22 | 04:07:55 am
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[solved] W6 Group Competitive Strategy and Market Sizing Assignment - Submit Files

W6 Group Competitive Strategy and Market Sizing Assignment
Group Category
Semester long teams
Group Name
Group 3
Instructions
W6 Group Competitive Strategy and Market Sizing Assignment (6% of course grade):
Resources (from week 5 assignments):
Executive Summary
Porter's Generic Strategies (from week 5)
Sources of Competitive advantage (from week 5)
Market Segmentation
Market sizing

Assignment Overview: The purpose of this assignment is to identify your client's competitive position in the entry country;
create a competitive strategy that includes a description of the target Buyer; develop a positioning message for that Buyer
segment; size the target market in quantifiable units (dollars and/or number of buyers) and forecast the target market
growth over the next 3 - 5 years.
Assignment Objectives:
1. The team will consolidate individual members’ competitor analyses from week 5 into one summary table of
competitors, their competitive advantage and your client’s competitive advantages. This summary table will be in the
appendix of your paper, but described in text.
2. The team will recommend, and explain a competitive strategy (e.g., specify source of cost advantage for price
competition; rationale for market focus/selection; basis for unique product/service differentiation).
3. The team will identify your client's target market and size it in quantifiable Units (Buyers and/or Dollars) and
estimate the expected growth rate for this target segment.
Note that market sizing is as much an art as a science. The assigned readings will guide your thinking, but
your specific market sizing estimates will depend upon how effectively you use available data. You will have
Paula Pal-Kheav

DMBA 630 9047 Marketi...

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to make assumptions to move from available data to the kind of market size data you need. The assumptions
you make and the logic you use will determine the validity of your market size and growth estimations.
For example, if you selected this country because of large number of passenger car sales and growth
projections (good total market for your auto maker client), but your client sells compact cars (or electric cars,
or some other specific type), then you need to estimate how much of that total car market is your target
market (buyers of compact cars). If you have data that compact car buyers are primarily singles and small
families (and/or that your client wants to target those buyers) and you have data from our country that
singles/small families represent 25% of the country population, then you might ASSUME that 25% of the new
car buyers will be singles/small families (assuming same representation among car buyers as among the
general population).
4. Update your Draft Business Plan to include Section 9 of the Business Plan Template, reflecting this target market
estimate. Note: this is the size of your target market, not your share of that market, since there are also competitors
targeting that same segment and potential substitute products/services.
5. Include a positioning focus (the message that will appeal to your client’s targeted buyers), which will become a part
of your Marketing Plan in Week 9.
6. Update your SWOT with competitive strengths and weaknesses.,
Assignment Requirements/format:
Step one: The Introduction to this paper should consist of (a) statement of purpose (b) description of the company and its
industry, (c) the product/service that will be entered in the new country; (d) description of the target country and why it was
recommended as better opportunity than the other country (use the summary information from your week 4 country
selection paper).
Step two: The body of the analysis should be about 10-15 pages, double spaced, to cover::
Competitive risk assessment for all competitors in this market;
Recommended competitive strategy with supporting rationale;
Market segmentation, recommended target buyer and rationale for targeting this segment;
Estimated target market size/growth (in Buyer and/or dollar units), with:
clear statement of starting data and its relevance to your market;
detailed explanation of the estimating process for your target market segment (showing all calculations
made);
statement of all assumptions made in the estimating process;
rationale for all assumptions made (why they are reasonable assumptions to make)
Positioning message and how it relates to your client’s competitive advantages and to your buyer segment;
Summary of conclusions/recommendations
Include :
Title page with names of contributing members;
Approximately a 2 page Executive Summary that summarizes the entire paper (including the introduction materials)
Table of contents
*The body of the paper should have page numbers, starting with page one.
Reference list, including proper APA format for all in-text citations.
Appendix with the team's summary table of competitors, competitor advantages and client competitive advantages
One member should post the assignment in the group assignment folder by the end of the week, titled “Competitor Strategy
and Market Size for [name of your client company].
Where you are. You have now identified an overall business strategy for how to compete in country, and you have identified
and sized a specific target market and its potential growth, which constitute sections 9, 10 and the first bullet of section 11
of the Business Plan Template. You will update those sections in your draft Business Plan by the end of this week and post
the draft per the separate assignment requirements for this week.
Next week, using the final SWOT matrix completed in this week's assignment, individual members will develop a set of
business/operational strategies to mitigate industry and country level risks and take advantage of opportunity support

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15-06-22 | 04:02:43 am
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W5 Individual Competitor Analysis and Strategy - Submit Files

W5 Individual Competitor Analysis and Strategy - Submit Files
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Submission Folder
W5 Individual Competitor Analysis and Strategy
Instructions
Week 5: Individual assignment: Competitor Analysis and Competitive Strategy (14% of course grade)
Resources:
Executive summary
Porter's Generic Strategies
Sources of Competitive Advantage
Assignment overview: Individuals will conduct a competitor analysis and develop a competitive strategy for how the client
company can win customers in the recommended entry country. Grading rubric for Competitor assignment is here and
posted in the module ‘Grading Guidelines and Rubrics.’
Assignment Objectives: (1) Each individual team member will identify and research 2—3 competitors in the recommended
country, including at least one global competitor and one local competitor.
(2) Each individual will determine the competitive strengths and competitive weaknesses of the client company by comparing
client strengths and weaknesses with competitors’ strengths and weaknesses.
Note that not all your client's Strengths are competitive advantages, since competitors may have similar strengths. You are
looking for those very few competitive strengths (in people, product/service, processes, or other resources) that will give
your company a differentiator or cost advantage.
Similarly, competitor weaknesses that your client company does not suffer may give your client company a relative
competitive advantage, even if you have not previously identified this characteristic as a particular strength of your client
company. It need only be better than the competitors in order for you to consider it as a competitive advantage (e.g.,more
efficient processes than a competitor's high cost production may mean your client can offer lower prices to customers than
the competitor can).
(3) Applying Porter's Generic Strategies, you will then recommend and explain a competitive strategy that will attract new
customers by leveraging the client firm’s competitive strengths (e.g., a more technologically advanced product with higher
buyer value) and/or mitigate its competitive weaknesses (e.g., mitigating a relatively low brand recognition by saturating a
niche market with a focused differentiator message: "we serve small businesses with software designed for small business") ).
Assignment Requirements/format:
Step one: Using the summary information from your group's week 4 country selection paper, the Introduction to this paper
should consist of (a) statement of purpose (b) description of the company and its industry, (c) the product/service that will
DMBA 630 9047 Marketi... Paula Pal-Kheav

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be entered in the new country; (d) description of the target country and why it was recommended as better opportunity
than the other country.
Step two: The body of the paper (approximately 8-10 pages double spaced) will:
1. Assess each competitor's strengths and weaknesses
include in your assessment a competitors' ability to mitigate the country level threats you identified in Week4.
Competitors that are more adept at risk mitigation (e.g., via a process or asset advantage) will be more of a
competitive threat. For example, in a politically unstable country (threat) , a competitor with a wide network of
associations (asset) may be better able to weather political change (thus the network is a risk mitigating advantage)..
2. Compare Competitor Strengths and Weaknesses to your client's Strengths and Weaknesses
3. Determine the two or three areas in which your client has a competitive advantage relative to competitors. Explain how
the advantage(s) represent a differentiation or cost advantage. Be sure the data support this determination.
4. Recommend a competitive strategy and explain why you have recommended the strategy. Will this be effective against
all or only some of the competitors? Will you need a combined strategy or a tiered strategy (implemented over time) in order
to compete for the long term?
Write a 1-2 page Executive summary for the entire paper (i.e., name the company and its industry; describe the
country opportunity; the competition and how your client can compete. Be specific about where cost advantage is or
what differentiates your client).
Include a Title page (with your name!) and a Table of Contents, to be placed just after the Executive summary. After
the Executive summary, include page numbers on the body of the paper, starting with page one.
Include a Reference list, using proper APA format for all references and in-text citations.
Post the assignment in your Individual Assignment folder AND in the Group Locker by the due date.
The posted individual papers in the Group Locker will be for the team’s use in week 6 competitor research summary and
competitive strategy recommendation .

Looking ahead: In Week 6, your team will agree upon a business level competitive strategy, based on these individual
member inputs, analyses, and recommendations. The team will identify specific buyers to target, estimate the dollar value of
that target market, and will develop a positioning statement to appeal to the targeted market segment. The team will
submit its current draft business plan (sections 2-11) and finalize its SWOT in preparation for developing your corporate
level strategy in weeks 7 and 8.

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15-06-22 | 03:22:41 am
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EEK 5 Individual Assignment – South Korea/Brazil

EEK 5 Individual Assignment – South Korea/Brazil

 

Domestic – GM KOREA

 

Foreign - BMW

 

 

 

Assignment overview: Individuals will conduct a competitor analysis and develop a competitive strategy for how the client company can win customers in the recommended entry country. Grading rubric for Competitor assignment is here and posted in the module ‘Grading Guidelines and Rubrics.’

 

 

 Assignment Objectives:  (1) Each individual team member will identify and research 2—3 competitors in the recommended country, including at least one global competitor and one local competitor.  

(2) Each individual will determine the competitive strengths and competitive weaknesses of the client company by comparing client strengths and weaknesses with competitors’ strengths and weaknesses.

Note that not all your client's Strengths are competitive advantages, since competitors may have similar strengths.  You are looking for those very few competitive strengths (in people, product/service, processes, or other resources) that will give your company a differentiator or cost advantage. 

Similarly, competitor weaknesses that your client company does not suffer may give your client company a relative competitive advantage, even if you have not previously identified this characteristic as a particular strength of your client company.   It need only be better than the competitors in order for you to consider it as a competitive advantage (e.g., more efficient processes than a competitor's high cost production may mean your client can offer lower prices to customers than the competitor can).  

(3) Applying Porter's Generic Strategies, you will then recommend and explain a competitive strategy that will attract new customers by leveraging  the client firm’s competitive strengths (e.g., a more technologically advanced product with higher buyer value) and/or  mitigate its  competitive weaknesses (e.g., mitigating a relatively low brand recognition by saturating a niche market with a focused differentiator message: "we serve small businesses with software designed for small business") ).

 

Assignment Requirements/format:

 

Step one: Using the summary information from your group's week 4 country selection paper, the Introduction to this paper should consist of (a) statement of purpose (b) description of the company and its industry, (c) the product/service that will be entered in the new country; (d) description of the target country and why it was recommended as better opportunity than the other country.

 

Step two:  The body of the paper (approximately 8-10 pages double spaced) will:

 

1. Assess each competitor’s strengths and weaknesses

 

  • Include in your assessment a competitors' ability to mitigate the country level threats you identified in Week4.  Competitors that are more adept at risk mitigation (e.g., via a process or asset advantage) will be more of a competitive threat. For example, in a politically unstable country (threat) , a competitor  with a wide network of associations (asset)  may be better able to weather political change (thus the network is a risk mitigating advantage)..

2. Compare Competitor Strengths and Weaknesses to your client's Strengths and Weaknesses

3. Determine the two or three areas in which your client has a competitive advantage relative to competitors.  Explain how the advantage(s) represent a differentiation or cost advantage.  Be sure the data support this determination.

4.  Recommend a competitive strategy and explain why you have recommended the strategy. Will this be effective against all or only some of the competitors?  Will you need a combined strategy or a tiered strategy (implemented over time) in order to compete for the long term?

  • Write a 1-2 page Executive summary for the entire paper (i.e., name the company and its industry; describe the country opportunity; the competition and how your client can compete. Be specific about where cost advantage is or what differentiates your client).

  • Include a Title page (with your name!) and a Table of Contents, to be placed just after the Executive summary. After the Executive summary, include page numbers on the body of the paper, starting with page one.

  • Include a Reference list, using proper APA format for all references and in-text citations.

Post the assignment in your Individual Assignment folder AND in the Group Locker by the due date.

The posted individual papers in the Group Locker will be for the team’s use in week 6 competitor research summary and competitive strategy recommendation.

 

Looking ahead:  In Week 6, your team will agree upon a business level competitive strategy, based on these individual member inputs, analyses, and recommendations.  The team will identify specific buyers to target, estimate the dollar value of that target market, and will develop a positioning statement to appeal to the targeted market segment.  The team will submit its current draft business plan (sections 2-11) and finalize its SWOT in preparation for developing your corporate level strategy in weeks 7 and 8.

 

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15-06-22 | 03:15:25 am
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[solved] Week 4 Group country analysis and recommendation

Instructions

Week 4 Group country analysis and recommendation     (6% of course grade)

Assignment Overview.  There are two parts to this assignment.  In Part One, the team will select two of the most promising country markets from its individual members’ week 3 analyses.  In Part Two, the team will conduct a more detailed comparison of those two countries, with emphasis on the Opportunity for your client's particular product/service (market size and operational support) and the level of competitive Threat (competitors for your client's product/service).

Resources

Same as week 3,

Plus: Anticipating the size of your market: http://ezproxy.umuc.edu/login?url=http://go.galegroup.com.ezproxy.umuc.edu/ps/i.do?id=GALE%7CCX3405000012&v=2.1&u=umd_umuc&it=r&p=GVRL&sw=w&asid=15d50079221a05905ec616b5b5da6ade

 

Assignment Part One Objectives: Each team will assess and compare the PESTEL data that was developed for each of the countries analyzed by the individual team members in their week 3 assignment (number of countries = number of members x 2).  Create a comparison table to assist in this team discussion and to ensure that comparable data are used for all countries analyzed. If necessary, gather any missing data to make valid comparisons. Based on this comparison, the team will select two countries as the better potential opportunities and deserving of further analysis. 

State briefly, in two or three paragraphs, the criteria you used to compare them and the rationale for your selection of the two most favorable countries (which criteria were most important and why).  This table and text is to be posted in the Group Locker. Only the summary statement for why these two countries were selected will  be included in the Part Two written paper.

 

Assignment Part Two Objectives. The objectives are to further analyze Opportunity and Threat in the two countries and recommend one country for your client's market entry.   The team will expand the PESTEL analyses already done by (1) estimating the Economic Opportunity for your client's specific product/service; i.e., the potential market size for your client's particular product/service (2) evaluating  the general level of competitive Threat (e.g., number and size of competitors); and (3) determining  how well  your client's operational needs can be met.  

 Assignment Part Two requirements/format:


 

  1. The introduction to this paper should consist of (a) statement of purpose (b) description of your client company and industry; (b) the product/service it will be taking into the new country; (c) the selection process and rationale for why these two countries were selected as the more favorable potential markets from all the countries your team members evaluated (This is the summary rationale from Part One of this assignment).

 

  1. The body of the paper (approximately 10-15 pages, double spaced), should compare the two country markets on:





 

  •  Opportunity factors and trends – Paula

 

  • Economic:   What is the market size and growth forecast FOR YOUR COMPANY’S PRODUCT/SERVICE. Be specific about who your buyer is, then find measures that will help you determine how many buyers are in each country market.  For example, you might use something like the number of passenger car registrations to size the automobile market if your client is an auto maker.

  •   Opportunity Support factors for your product/service. (PESTEL)

  •   Opportunity (capability) to support the operational needs of your product/service (needs you identified in your company profile; e.g., suppliers for your company product/service; or supporting transportation infrastructure for distributing your product; or appropriate workforce).


 

  • Threat factors and trends – Abram

 

  • The key industry factors and trends that will likely affect the general level of competition for this product/service  (Use Porter’s 5 +2 forces)

    • To Porter, competition or  “rivalry” in an industry can be fierce, moderate, or limited, depending on the strength of the other forces; e.g., fewer buyers increases the intensity of  competition among industry firms, as does the threat of new entrants or the cost for a company to  exit a market.   What is your assessment of the general level of competition in these two countries, given how these industry factors operate in each country?

  • The specific key competitors (both multinational and local) for your company’s product/service

  • Threats to client's operational needs (e.g., lack of needed supplies, infrastructure, workforce)

  • Other Threat factors for your product/service (PESTEL) (e.g., political regulations, cultural animosity toward western brands or toward your client's type of product/service)

  •  

3.  Recommend one country for entry, based upon your analyses, and supported by appropriate data from your research.

  • For your recommended country, specifically acknowledge the country level Threats that will require  risk mitigation strategies.

  • Recommend potential mitigation strategies for these  threats


4. Conclude with a succinct summary for why you have recommended the one country for your client's new market  entry, starting (always) with the quantified opportunity (in dollars or buyers), listing the threats and the mitigation strategies that will be needed to create market success.

5. Write an Executive Summary of approximately 2 pages (summarizing the entire paper, including company and industry descriptions).

6.  Include a Title Page, with names of all contributing members, and a Table of Contents that should be placed after the Executive Summary. After the Executive Summary and Table of Contents,, number all pages of the body of the paper, starting with page one.

7.  Include Reference list, using proper APA format for all references and in-text citations.

One member is to post the group's Assignment   in your Group Assignment folder by the end of the week, titled “Country Entry Recommendation for [name of your client company]”.  

 UPDATE DRAFT BUSINESS PLAN IN YOUR LOCKER: With the completion of this assignment, you have have the data to complete Sections 6,7, and 8,  of your developing Business Plan. Please update these sections in your draft, which will be submitted as an assignment in week 6, after completing your competitor analysis. 

UPDATE SWOT MATRIX IN YOUR LOCKER. Now that you have completed your country analysis, update the draft SWOT matrix in your group locker to include country level Opportunities and Threats.The final SWOT will be submitted as an assignment in week 6, after completing your competitor analysis (client Strengths and Weaknesses).  

 Looking ahead:  This week you determined a general level of competition in your recommended country, and you identified specific competitors.. Next week you will evaluate the threat from these specific competitors and develop a general strategic approach that will best enable your client to compete against those companies.

Answer this Question


15-06-22 | 03:12:01 am
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[solved] Week 3 individual assignment country analysis  - Two Countries (Vietnam and Indonesia)

Week 3 individual assignment country analysis  - Two Countries (Vietnam and Indonesia)

 Assignment Overview:

You have already identified industry opportunity (buyer size and growth trends) and industry threats for your client.  Now you will turn to country level analyses to find countries with positive opportunity and trends and threats that will need to be mitigated.

Each individual on a team will use the PESTEL framework to analyze the POLITICAL, ECONOMIC, SOCIAL, TECHNOLOGY, ENVIRONMENTAL AND LEGAL opportunity and threat factors and trends in the external environments of two countries agreed to and assigned by the team in its week 3 work plan.

The grading rubric is here and posted in the Grading Guidelines and Rubrics module in course content.

Resources:

·        PESTEL and SWOT articles  in Required Readings 
·         How to write an Executive Summary.
·         Research Databases listed in Required Readings:

Assignment Objectives:  Your objective is to compare PESTEL Opportunity and Threat in two country markets; specify trends in those Opportunity and Threat factors that are likely to affect the country's business and economic environment over the next 3-5 years; and recommend one country as the better new market for your client.

Notes on Data analysis:

  1. Be sure you compare the same Opportunity and Threat factors/trends for each of the countries and ensure that any ratings, rankings or aggregate measures you use are measuring the same underlying factors in both countries.    

    2. Whenever you use a country rating from a source, include a brief summary of the main country conditions (PESTEL factors) that contribute to the ratings. For example:


  2. . "Business Environment" may be rated more favorable in one country. But what specifically is being measured: the POLITICAL, ECONOMIC, SOCIAL, TECHNOLOGICAL, and/or LEGAL indicators are more informative and may be more relevant to your client than the summary measure would indicate. 


    Similarly, if you use a “Risk” Rating, a higher risk rating may not be as important as the types of risk that are being aggregated into a summary ranking.

For example, if "Business Environment" or "Risk" is rated better in one country primarily because of legal protections for IP (which shape the overall better rating), but your client has no IP to protect in its expansion, then the more favorable ranking in one country is not relevant to your client, and both countries might be considered equally attractive IN SPITE of the better overall ranking of one..



Assignment format and requirements:

The Introduction to this paper should consists of (a) your statement of purpose; and (b) a description of your Client Company and industry (from your team's W2 analyses). 

The body of the paper (approximately 10-15 pages double spaced) should be organized around Opportunity factors and trends first, and then Threat factors and trends:

I.        Opportunity factors and Trends.

       A.   Economic Market Opportunity and potential growth: ALWAYS START WITH THE $'S WORTH OF OPPORTUNITY!

As an initial comparison, you can start with macro level measures from Five Year Economic Forecast, including GDP and Personal Disposable Income (PDI) as indicators of ECONOMIC opportunity—the Buyers’ potential ability to purchase your company's product/service.   However, you should try to get as close as possible to indicators of opportunity for  your client's particular product/service;: For example, if you are selling software to hospitals, look for health care spending;  if your client is selling cybersecurity services, look for cybersecurity spending to compare across the two countries.  But remember that you must have the same information for both countries in order to compare them!

B.   Opportunity support factors are those PESTEL factors and trends that support the Economic market opportunity; e.g..,

1.       Political support may consist of existing or pending trade agreements or positive trade relations with the client’s home country; government policy that supports funding/advancement of your industry
2.       Economic support may consist of tax benefits, low or trending lower tariffs;
3.       Social support may consist of favorable attitudes towards U.S. companies or growing interest in your client's type of product (e.g., green technology)
4.       Etc…. for Technological, Environmental, and Legal support factors and trends

5.  Include the opportunity to support your client's operational needs (the needs that your team identified in your company profile)


II.     Threat factors and trends

Country PESTEL Threats and trends should be ranked  by degree of threat, along with  an explanation for your  assessment/ ranking; e.g., if you consider political instability  to be a greater threat in the country  than currency fluctuation (Economic threat),  explain why. 

III.    The Opportunity and Threat factors/trends can be shown in a summary table, but the text should explain how you weighted the factors/trends in order to compare Opportunity and Threat in the two countries.

  • Include under the appropriate PESTEL the Threats to your client's operational needs.  For example, if a technologically sophisticated workforce is required for your client to operate successfully in country, a country that lacks such social (education) support will be a significant risk for your client's operational success.

IV.     Conclude with a summary recommendation for one country as the better entry option. 

VI.   Write an Executive Summary for the entire paper (include company and industry description).  Aim for approximately 2 pages, double spaced.

VII. Include a Title Page (with your name!) and a Table of Contents placed just after the Executive Summary. Pages should be numbered, starting with page one as the Body of the paper (your statement of purpose), The Executive Summary can be unnumbered or numbered as i, ii...but it is not a part of the body of the paper.

VIII. Include a Reference list, using proper APA format for references and all in-text citations.

 

Answer this Question


15-06-22 | 03:08:50 am
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week 2 overview

This week you have three assignments: to select your client company and industry; to analyze the
industry opportunity and threats; and to describe your company and assess its strengths and weaknesses.
You are introduced to a standard MBA tool for industry analysis: Porter’s Five forces. Porter provides a
framework for ensuring that you consider all areas of the industry structure in assessing poten

al threats or

opportuni

es for your client. And you are introduced to two analy

cal frameworks for assessing areas of

poten
al company Strengths or Weaknesses: Value Chain process and Resource evalua

on. When you focus
on company processes (Value Chain), you want to understand how its internal processes may make it more
efficient or effec

ve than compe

tors. And when you focus on company assets (Resource View) , you want to

understand how its assets may give the company compe

ve advantage.

Types of Resources: In addi

on to unique characteris

cs of the company’s product/service, other Assets or

Resources that may provide compe

ve advantage can be human (competencies), financial (e.g., parent

company with deep pockets), geographic (e.g., many loca

ons that can offer more cost effec

ve supplier or

distribu
on support), contractual (e.g., supplier agreements or long term sales agreements), poli
cal (e.g.,

government contracts, tax advantages, favorable reputa

on with foreign governments); proprietary
intellectual property (trade marks, patents). You want to understand your client’s resources and processes so
you can later determine whether they are be

er than compe

tors in these areas.

One of the cri

ques of Porter’s FIVE forces is that it excludes two important industry forces that may affect the

profitability (opportunity or threat) in an en

re industry: government regula

on of the industry (e.g.,

requirements for long FDA approval of pharmaceu

cal products; automobile emissions standards set by

government); and technology trends in the industry (e.g., as e-commerce is affec

ng brick and mortar retailers

and mobile phone applica

ons are affec

ng cable television companies) . You will want to include these two

addi
onal forces when you use the Porter’s Five forces analy

cal tool—make it seven forces!

Next week you begin country level analysis--by assessing poten

al opportuni

es and threats to your client in
different countries. Keep in mind, for all three levels of analysis (industry, company, country), that you are
building your SWOT framework that you will use for developing corporate level strategy for your client. Next
week you will create the SWOT template to collect and organize the industry Opportunity and Threat factors
and company Strengths and Weaknesses you iden

fied this week. In Week 4, you will add country level O and
T; and in Week 6 you will refine and finalize your SWOT matrix. In weeks 7 % 8, you will use the SWOT to
develop corporate level strategy for your client's country expansion.
This week's reading includes an ar

cle on interna

onal strategy and how it intersects with both Corporate and
Business level strategy. You will see that when you select a country market and a product to take into that new
country, your entry strategy is a corporate level strategy. When you determine how to compete in the new
country market, your compe

ve strategy is a business level strategy; and when you develop a marke
ng plan

Week Two: Industry Analysis and Company profile
Required Readings and Multimedia resources:(Note if a link does not connect directly, copy paste the url
into a new browser or new window).
Evaluating the External Environment: Porter's five forces(industry level)

(1) https://saylordotorg.github.io/text_mastering-strategic-management/s07-evaluating-the-external-
enviro.html OR

(2) http://sk.sagepub.com.ezproxy.umuc.edu/reference/organization/n178.xm
Internal analysis (company level)

(1). Resource based view of the firm: https://saylordotorg.github.io/text_mastering-strategic-
management/s08-managing-firm-resources.html

(2) Value Chains in company assessment:
http://sk.sagepub.com.ezproxy.umuc.edu/reference/organization/n551.xml
Strategy at Corporate, Business and Operational/functional levels
Why go global:strategic

choices: http://web.archive.org/web/http://2012books.lardbucket.org/books/challenges-and-
opportunities-in-international-business/s12-01-global-strategic-choices.html

Business and Corporate level

strategy: http://web.archive.org/web/http://2012books.lardbucket.org/books/challenges-and-
opportunities-in-international-business/s14-01-business-and-corporate-strateg.html

Market segmenting and positioning:https://saylordotorg.github.io/text_principles-of-marketing-
v2.0/s08-market-segmenting-targeting-an.html

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15-06-22 | 03:05:32 am
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Week 2: September 18 - 24

This week you will get to know your client company: the important features of the industry in which it
operates and the important features of your client that will help it to operate successfully within its
industry and in a new country market. Your industry analysis will assess how industry features and trends
can represent either opportunity or threat to your client. Your company analysis will assess your client’s
internal strengths that can give it an advantage over its compe

tors, and its internal weaknesses that may

put it at risk in the market. The analy

cal tools you will use are Porter’s Five Forces for industry analysis;
and Value Chain Analysis and Resource analysis for exploring where your client may have par
cular
Strengths and Weaknesses . Next week you begin country level analysis—to assess poten
al opportuni
es

and threats for your client in different countries.
Download Send to Binder

Week two: Overview and Introduction to Analytical Tools
Week two reading assignments and resources
Group client company selection
Due September 18 at 11:59 PM
Assignment: Client Company Selection
Based on the recommendations and analyses done by your team members, each Team will select its “client” company.
Your goal is to select a company in an industry with long-term growth potential and a company that is not already
operating in many of the BRICS+11 countries (which would leave you with little room for international expansion).
By Monday midnight, ONE Member should Post your client company name and industry in your Group Assignment
folder and title it CLIENT COMPANY AND INDUSTRY Explain why the team has selected this company as the client for
the strategy project, using both industry and company data to support your choice.

Team Work Plan for week 3 assignments
Due September 21 at 11:59 PM
Week 3 Work Plan will assign two countries for each individual member to analyze. Ensure that all
members of a team identify different countries and that each member analyzes one of the BRICS countries.
For a team of five members, there should be 10 different countries analyzed, including allfive BRICS.
Since the team will not be able to cover all 16 countries, first eliminate those in which your client company is
already doing business; If further narrowing is needed, use the industry data sources in week 2 to select the
countries that appear to have the most opportunity in your company's industry (EIU has country reports
within industries, but only for some countries).
Post the team work plan in this group assignment folder by Thursday of this week.

Group industry Overview: risk and opportunity
Due September 24 at 11:59 PM
Team Assignment: Industry Overview (3% of course grade)
Resources: Evaluating the External Environment: Porter's five forces:
(1) https://saylordotorg.github.io/text_mastering-strategic-management/s07-evaluating-the-external-enviro.html

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5

7

16
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week 11: November 20
- 26
Week 12: November 27
- December 3
Course Resources
Course Evaluation
Accessing Tutoring

(2) http://sk.sagepub.com.ezproxy.umuc.edu/reference/organization/n178.xm
Using Porter's Five Forces (plus two additional forces: technology trends and government influences) to organize your
analysis, each team will summarize the key industry opportunity and threat factors and trends affecting your client as a
result of its position in its industry. Start with a description of your client's position in the industry: who are its buyers,
what are are its supplier inputs, who are its competitors.
Specify the economic opportunity for your client in this industry (lots of Buyers?). What is the size and projected growth
of Buyers in this industry?
What threats exist for your client from buyer/supplier trends, potential new entrants, substitutes, level of competition?
Then comment on the strategy implications for your client of both opportunity and threat factors.
Recommend strategies for your client to mitigate global risk (threat factors). You will need to incorporate these strategy
recommendations into your entry strategy in week 8.
Format: The title page should show all members who contributed to the assignment; include a table of contents with
topic headings matched to the paper contents, and a reference list in APA format (See Course Resources module for
review of APA citations). The industry assessment should be approximately 5-7 pages, double spaced, excluding title
page, table of contents, and references. (All page estimations are guidelines only).
No executive summary is required, but do provide a good conclusion that summarizes the strategic implications of the
Opportunities and Threats identified in your industry analysis and the strategies you client will need to consider tn
response to both threats and opportunities.
ONE MEMBER is to post this assignment in your group assignment folder, titled “{name of} Industry Assessment,” by the
end of the week.. Only one submission is allowed.
Group Profile of client company
Due September 24 at 11:59 PM
Company profile. (4% of course grade)
Assignment overview: The team will research the client company and write a descriptive profile with title page showing
all members who contributed to the assignment, a table of contents with topic headings matched to the profile
contents, and a reference list in APA format (See Course Resources module for review of APA citations). The profile
body, excluding title page, table of contents, and references, should be approximately 10 pages, double spaced. (All
page estimations are guidelines only). No executive summary is required, but do provide a good conclusion that
summarizes the strategic implications of company strengths and weaknesses.
Resources:
Use this week's readings on both the value chain and resource based views of company advantages to assess your client
company's strengths and weaknesses.
Use "Why Go global" reading to infer company expansion rationale for your client company. This will be your own best
assessment of the forces that are likely driving expansion efforts of your company.'
n needed for this assignment from public sources. It will require multiple sources, including what competitors and
business analysts may be saying about the company. The depth of analysis you can perform for this assignment will
depend upon the availability of information. A great deal of information is available about these companies through
various sources included in our online library system.
Databases:
Company Web sites; annual reports
EDGAR (SEC filings)
Hoovers Online (company basic facts; news)
Yahoo: Finance
Hoovers
EIU databases (in ABI/Inform in UMUC library)
Factiva (news items from Dow Jones and Reuters)
The Wall Street Journal

Assignment objectives: To understand your client company's Strengths and Weaknesses in order to assess how
successfully it might be able to compete in a new international market. .
Note: The company research is intended to be completed based only on secondary sources of information since you will
not have time to do primary research. However, for some of the information, you may want to contact the company itself
(e.g, for product/service information, special competencies), as long as it is not considered sensitive or proprietary
information. If you decide to do some primary research, be sure to capture the list of people interviewed along with their

complete particulars (name, job title, organization, address, phone number, email address, as well as the date the
information was obtained) for including proper citations in your business plan.
Assignment requirements: This company profile will describe:
I. The company,
1. A short description of the type of business and the industry in which it operates (from the
above industry analysis)
2. The specific product/service that will be the focus of your market expansion.
3. The Buying proposition. What are the selling features? Why do buyers buy? What does this
product/service do for the buyers or Users? How does your client company create value, and what
is the specific value created?
4. The company’s rationale for international expansion. Based on your understanding of the
company position in its external environment (e.g., Opportunity and Threat), why do you believe
it should be looking for new international markets? You will most likely need to infer this goal
dimension(s) for the company (e.g, financial gain, market share, volume efficiencies, brand
building)
Consider not just “pullfactors” based on potential international opportunity.
Consider also what is happening in the home country market that may be “pushing “ the company into
international markets (e.g., competition, regulation)
II. The Buyer (target market) for the product/service (in the client’s current markets)
1. Are the Buyers the USERS of the product?
2. If USERS are not Buyers, who buys and how do buyers get the product/service to the users?
3. How can you characterize your Buyers so you can home in on a specific segment of the market?
In a B2C (business to consumer) model, the following demographic characteristics may be relevant to describing
your target buyer: age, gender, income, family status, home ownership, education level.
In marketing we often divide consumer groups into different psychographic and lifestyle groups.
A familiar example would be "early adopters," consumers who are eager to be the first to use a
new type of technology. Another example would be “green consumers” who value
environmentally protective products or company policies.
In a B2B (business to business) model, other types ofsegmentation will be relevant, such as:retail
or wholesale; size of the business (number of employees/ revenue); type of business structure (e.g.,
pharmacies, big box stores); geographic spread or locations
Note: You may have a primary and a secondary target BUYER. For example, you may sell your items retail
to consumers (business to consumer or B2C) and you may also wholesale your product to retail outlets
(business to business or B2B). In that case, you'll need to select one as primary once you know more about
the country market size and growth opportunities (weeks 3 and 4).
III. The resources your client will need in order to create or maintain its value in a new country: What will
it need to manufacture, distribute, service/maintain/repair and/or market the product/service in a new country
environment? For example, some factors that may be relevant for your company's operational processes:
In country workforce-- why needed--to do what tasks? With what skill levels, expertise?
Infrastructure requirements, for delivery of the product/service (e.g., internet facilities, shipping
ports, airports, postalfacilities)
In country facilities (e.g., for manufacturing, servicing, marketing)
Access to in country suppliers—of what inputs?
Note: Once you identify what the company needs in a country, then you can determine whether a particular

country can meet those needs! So be sure to carry these country screening factors over into your two-
country comparisons in weeks 3-4.

IV. . Competition: Specify the likely key competitors in its current markets and in new global markets. ,
V. Company STRENGTHS relative to competitors

1. Product features that are unique, or can set it apart from the identified competition
2. Company Resources, particularly global Resources that may strengthen the company’s
competitive advantage (e.g., consider human competencies, particularly global experience; financial,
geographic, contractual, political assets; any proprietary, patented or trademarked intellectual
property)
3. Company processes that may give it an advantage over its competitors in any new international
markets. What does it DO better? Does it have processes that set it apart (more efficient, less
expensive, more flexible/adaptable)? Does it have excess capacity that may give it a cost advantage in a
new market?
VI. Company WEAKNESSES. relative to the competition
1 What do you see as potential competitive disadvantages for your client?
2. How are competitors portraying your client’s weaknesses?

As with all group assignments, ONE member should post the assignment in your Group
Assignment folder by the end of week 2, titled “Company Profile.”
You have now created the data needed to populate Items 2-5 of the draft business plan. Abstract the
data from this analysis and add those relevant items to your draft business plan template. Incorporate only the
necessary information required in these business plan sections --not the whole analyses!
And you have determined the industry level Opportunities and Threats and company level Strengths and
Weaknesses to populate a SWOT matrix. Next week you will create and populate your SWOT matrix with
these assessments. Country level O and T will be added to your SWOT matrix in Week 4.

week 2 Peer Evaluation
Due September 25 at 11:59 PM
Assignment : Peer Evaluation. Each Team will discuss its effectiveness, based on the items on the Peer
Evaluation form; Each Individual will post a confidential Peer Evaluation in his/her Individual Assignment Folder by the
end of Week 2.

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15-06-22 | 03:03:33 am
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[solved]Team Work Plan

II. Team Work Plan

 (The team projects in this seminar require you to work together throughout the semester. One  of the most significant factors in effective team performance is effective time management. Teams that have been most successful in the MBA program  have allocated time each week to work on their projects. They have completed drafts sufficiently in advance of the due dates to allow editing to produce a cohesive quality document written in a single voice.)

Team work plans help team members to more effectively plan their time and avoids unnecessary duplication of effort. In addition, if everyone knows what they have to do, what they can expect others to do, and when they must deliver their contribution or can expect to receive the contribution of another study group member, the possibility of a conflict over who should have done what and when can be minimized.

Work plans are to be posted in the study group's assignment and locker in the week preceding each team assignment.  Faculty expect each member to make a meaningful contribution to the weekly assignments and to follow the process outlined in the work plan. All of the contributions of each study group member to the assignments must be posted in the study group's locker. Usually all the team members receive the same grade for the team project, however, an individual’s grade may be reduced if the individual did not contribute in a meaningful way to the team assignment. This determination will be made by evaluating the member's individual contributions posted in the study group locker  and comparing them to the work plan.

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15-06-22 | 03:00:14 am
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Business Plan Template

Business Plan Template

Your job as hired strategists is to analyze the market data, organize it logically, and usefully communicate that analysis in a way that will achieve your objective: buy-in and funding for your proposed entry strategy.  Use this template to integrate the research and analyses (course assignments) into your proposed business plan.

 

Effective communication consists of a short executive summary of the Business Plan, followed by a supporting document in which each section is organized in a way that will best support the analysis and recommendations. As you begin your executive summary (after completing the business plan), please use this first template sentence, representing the outcome of your analysis, to keep your executive summary focused on support for that recommendation.

  

"It is recommended that (selected client company) enter the_(named country) with its (specified product/service) through  a _(specify the type of legal structure) with  (selected company partner or acquisition)."  

  

 

CONTENTS OF FINAL BUSINESS PLAN

 

Title Page

  • State the client company, country and size of its market for the client’s product/service, recommended legal structure, and alliance partner: for example:

Business Plan for [NAME OF COMPANY] to enter [COUNTRY’s] $(SIZE OF MARKET IN DOLLARS) market for [PRODUCT/SERVICE] through a [type of legal structure] with [NAMED ALLIANCE PARTNER]

  • Date and contributing team member names

 

Table of Contents 

  • Page numbers for each major section

 

Executive Summary 

  • These 1-2 pages summarize  the results of your analysis and how you arrived at the recommendation.  

  • It is NOT an introduction, so you would not use words like “this paper will..”  The exec summary is all about what the paper DID do (not will do) and therefore parallels the conclusion, not the introduction.

  • It is a separate stand-alone summary, not a part of the paper body.

  • Belongs on a separate page from the introduction to the paper.

 

  1. Introduction (first paragraph of paper body)

    • State  the purpose of the paper 

    • Tell what the paper will do

    • Name the industry, country  and company

 

  1. Company Description (Week 2 company profile) 

 

  • Company type of business  and  industry

  • Company product/service

  • Targeted buyer and buying proposition (what needs/desires the product meets for the targeted Buyer –and User if different from Buyer)

  • Rationale for international expansion  

  • Goals and objectives for international expansion

  • Company supports needed to be successful in country (e.g., will it need an in-country workforce? Transportation infrastructure? Internet access? Facilities?) 

  1. Company Strengths (Week 2)  

    • Describe special features of the  product or service 

    • Identify company competencies (competencies reside in people)

    • Identify company assets that may strengthen the company’s competitive position (e.g., human, financial, geographic, contractual, political assets)

    • Identify company processes that may be a competitive advantage (e.g., manufacturing efficiencies, vertical or horizontal integration)

  2. Company weaknesses (Week 2) - ABRAM

  • These are the flip side of the strengths; e.g., undifferentiated product, lack of human resources/skills;  limited financial assets, no unique processes that set it apart from competition

 

  1. Global Industry Description (Week 2) 

    • Global Industry Opportunities and Threats

    • Global industry trends (e.g., technology change, growth forecasts)

 

  1. Country Selection Rationale (Week 4) 

    • Explain the process for selecting the two countries you compare in this plan (how you pared down from 16 to 2 countries)

  1. Macro-level comparison of countries (opportunities/threats)

  2. Countries that are new to the Company

  3. Selection criteria/rationale for the two countries selected for analysis

  4. Ability to meet company support needs in country (section 2 above)

 

  1.  Country Comparison (Week 4)

  • Opportunity comparison across the two analyzed countries 

  1. Market size, growth  

  2. Business climate  

  3. Industry structural advantages (e.g., access to suppliers; ease of entry; government support; limited internal competition…)  

  4. Other opportunities from PESTEL and Industry factors  

  • Risk comparison across the two analyzed countries (Week 4) -

  1. This is the flip side of opportunity; focus only on risks relevant for your company;

  2. Identify general level of competition in the countries (intensity, number of competitors and potential  new entrants/availability of substitutes)

  3. Other risks from PESTEL and Industry factors

  1. Summary rationale for country selection (Week 4)

  • Summarize opportunities and threats for both countries 

  • Explain major reasons for recommending the country of entry

  1. Total Country market size and growth reflects the Opportunity

  2. Opportunity support factors 

  3. Threats (to be mitigated, but not significant enough to override opportunity) 

  1.  Target Market size (Week 6)

  1. Estimate Target Market(s) in dollars or units or buyers

  2. Estimate  growth of Target Market over 3-5 years

  1. Competitive risk/advantage in the selected country of entry (Weeks 6,7)

    • Identify key multinational and local  competitors and their competitive threat

    • Identify client company’s competitive weaknesses 

  1. Relative to specific competitors

  2. Relative to other country threats (identified in 8. iii)

  • Identify the competitive advantages of your company (based on strengths in Section 3 above, relative to competitors)

  1. Risk Mitigation Strategies for the selected country of entry (Weeks 2, 6,7) - 

    • Recommend strategy to mitigate competitive threat identified in section 10 above (e.g., cost, differentiation, and/or focus strategies) 

    • Recommend mitigating strategies that would be needed for each of the industry threats identified in 5 above (Week 2) 

    • Recommended mitigating strategies that would be needed for each of the other country threats identified in 8. iii above (e.g., local partner/agent to mitigate cultural and/or regulatory threats)

  2. Opportunity Exploitation Strategies for the selected country of entry (Weeks 2, 7)-  

    • Recommend Strategies to  exploit Opportunity and Opportunity support factors (identified in 5,and 8i and 8ii above)

  3. Entry Strategy Legal Structure (week 8)

    • Develop 2 potential Entry Structures  (legal) that will:

  1. Mitigate specific risks

  2. Realize specific market opportunity

  • Describe any alliance partner or in-country relationship

i.       Specify how the in-country relationship supports and makes possible the entry strategy and/or the risk mitigation strategy (these are benefits to your client  company)

ii.      Will the partner/alliance  help with competing, with overcoming country threats?

  1.   Justify the strategic “fit” with the partner /alliance organization. 

  1. How will the alliance with your client benefit the partner?

  2. What are the “costs” to the partner (what will the partner contribute)?

 

  • Compare the advantages/disadvantages of the two structures 

  • Summarize selection rationale and  recommend one entry structure

 

  1. Entry Strategy Organizational Structure for  the recommended legal structure (Week 8)

  • Create organization chart showing :

    1. your client’s salaries/costs for each position

    2. your client’s relationship to outside/alliance organizations (dotted lines)

  • Describe responsibilities for each position in the organization chart

  • Estimate capital/cost requirements  for the structure (facilities, equipment)

 

  1. In-country marketing plan and costs (week 9)

  • Product modifications if needed and estimated costs to modify

  • Pricing strategy and Price recommendation 

  • Promotional message

  • Channels and methods for communicating product value to the target market and estimated costs of materials and channels

  • Estimated market share: What percent of the target market (9i) your client is likely to gain 

 

  1. Financial Value of the entry strategy (create projected Income statement)  (week 10)

    • Estimate Revenue for first year of operation (Price x market share in units)

    • Cost estimates for year zero  and year one

  1. Year zero: Start up costs before revenue is generated (e.g., negotiation time, build-outs of facilities, importing of inventory)

  2. Year one: Operational cost estimates

  1. Headcount dollars from organization chart

  2. Promotional expenses from  marketing plan, 

  3. Equipment and facilities expenses (e.g., office supplies, rent) 

  1. EBIT: Potential profitability (Revenue less expenses) 

  • Separately identify Capital investment (e.g., in plants, depreciated equipment), but balance sheet is not required.

 

  1. Balanced Scorecard (week 11);Specify the major factors to be tracked for your strategy to be successful

 

  1. Conclusion: Two-three  brief paragraphs summarizing the strategy and its expected strategic and financial benefits, 



 

Some Final Advice: Format & Integration 

The final team project paper should be approximately 30 pages, exclusive of cover page, appendices and references.  References should be in proper APA format.

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15-06-22 | 02:58:50 am
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topic Two: Course reflections

topic Two: Course reflections
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Reflect on the course as a whole. What is the major take-away for you from the course?

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15-06-22 | 02:53:19 am
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topic three: program reflections

topic three: program reflections
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Reflect on the program as a whole. What will you be able to use most in the future?

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15-06-22 | 02:50:12 am
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[solved]Topic One: project reflections

Topic One: project reflections
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Do you think your "client" company would benefit from the business plan your team developed? Why or why not?

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15-06-22 | 02:48:55 am
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Topic two Company perspective - DMBA 630 9047 Marketing and Strategy Management in the Global Marketplace (2178)

Topic two Company perspective
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Using financial performance information at the company level for your selected Industry in topic one, discuss your
views on the following questions. Use and refer to the assigned readings to support your views.
1. How is it that, even among the best performing industries, only some companies do well? How can some
companies in poorly performing industries still do well?
2. Generally speaking, for companies in the same industry, what factors would explain differences in company
performance over the long term?
3. Which company in your selected industry would you recommend for your team's strategy project? Explain why,
using data to support your recommendation. Remember that you will want to select a company that is not already
operating in too many of the BRICS+ Next 11 countries, as that would leave you with little room for international
expansion.

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15-06-22 | 02:47:12 am
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Topic one industry perspective - DMBA 630 9047 Marketing and Strategy Management in the Global Marketplace (2178)

Topic one industry perspective
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Using information from the ABI Inform and GlobalEdge Databases of Industry Performance, select data on the
following subset of industries:
automobile
healthcare
financial services
consumer goods
telecoms and technology
Based on the data you find, discuss your views on the following questions.
1. What kinds of industries tend to be better performers in the medium to long term? Why? What kinds of industries
tend to do poorly in the medium to long term? Why? Refer to the readings to support your views.
2. Can you make the claim that some industries are inherently more profitable than others? Provide arguments and
examples to justify your response.
3. Which of these industries would you recommend for your team's strategy project? Justify your recommendation.

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15-06-22 | 02:43:20 am
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[solved] Week 12 - Executive Summary

Week 12 - Executive Summary
An Executive Summary is a separate document from the main body of your document  and must
stand alone on its merits. It may be the only page from your report that gets read by top
management -- so it must be able to "make the case" for your recommendation or proposal.  The
Executive Summary:
1. Summarizes the main points of a longer document (e.g., a  business plan or proposal) and
presents the essential issues in the paper: main points, analysis and recommendations.It is NOT
an introduction, which would tell what you intend to analyze, not what you found from your
analysis. If you are writing " this paper will....," then you are writing an introduction and not an
executive summary!
2.  Establishes the need or states the problem; recommends the solution and explains the value of
the solution (why the reader should care); provides logical substantiation (your analysis!) for
how you arrived at your recommendation.
3. Is written in text, not a bullet-point outline (quality of analyses cannot be shown through bullet
points, which lack integrative logical connections among the bullet pointed ideas or data)
4. Should be one page or at most two pages for longer documents.  No cut-and-pasting from the
main document. Write from scratch so you are not tempted to provide unnecessary details.
 Always proofread the executive summary -- Ask people who haven't read the main document to
read the summary and comment on it -- does it present the idea? Does it show the value? Does it
"make the case" for your recommendation or proposal through clear logic based on sound data?
If you wish to explore further, this link is a sample of best resources for  how to write a top-notch
Executive summary:
http://www.csun.edu/~vcecn006/summary.html

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15-06-22 | 02:40:35 am
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[solved]Week 12 - Integrating End-of-Seminar Project

Individual Assignment (End-of-Seminar Project) (8%)

Each student is to
Identify an important managerial challenge facing his or her work or other organization.
Develop a plan that integrates effective financial and operational decision making to successfully meet this challenge and improve organizational
performance, in a succinct report that includes an executive summary.

More Information:

What is a succinct report? Could it be 10 pages or less? One reads that IBM decision papers are limited to that length, and we all recall the single-sheet Ringo
Sho approach to important decisions at Toyota.
As to overall plan format, I-B-C (http://polaris.umuc.edu/~jstewart/StewartWebSite/writingt.htm) is, recommended for your consideration.
A results-filled executive summary (ES) should lead off the plan. This link is to "How to Write an Executive Summary" in Course Resources. You may also
benefit from a review of the files in Course Resources specific to Writing Guidelines and the files showing proper APA citations.
Your individual paper must be posted in your assignment folder by the due date. Remember that there are NO EXTENSIONS of this final due date.

Writing Tips

http://polaris.umuc.edu/~jstewart/StewartWebSite/writingt.htm 1/2

Tips for Effective Business Writing

Here are some basic suggestions that I hope will increase the effectiveness of your writing in business and other

management environments

First, decide the purpose of your writing. It is usually either to inform or to convince (persuade)
You should almost always follow the time-tested "formula" of Introduction, Body, Conclusion
Use the Introduction to clearly state your purpose or position, and to give a "roadmap" (outline) to the rest of your paper

In the Body, give your pieces of information or arguments one by one, setting them off from one another with meaning-
filled (think use of verbs) section headings if this helps comprehension - and such headings almost always do

Provide some concrete (specific) examples to support your arguments
It is usually better to develop a few good examples - explaining them as necessary - than simply to list some large number
of examples only by name
Summarize what you've said in the Conclusion, avoiding putting new material there which should have gone into the Body
In the Conclusion, leave your reader with something to remember, perhaps a "lesson learned", a "takeaway" or a concrete
recommendation for action
If you use an Executive Summary, remember to place it at the beginning of the paper and to include all key results in it
Don't forget to spell- and grammar-check! (Not only your computer software, but also a friend or spouse's review should
be helpful here)

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15-06-22 | 02:38:28 am
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[solved]Week 11 Discussion - DMBA 620 9044 Effective Financial and Operational Decision Making (2175)

Week 11 Discussion
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Assignment: Discussion Activity (8%)
Each student is to critically assess the 1) mission, 2) goals, and 3) importance of information
systems and their management (ISM) in the firm, 4) using their own work organization as an
example.
Clarification:
The single most important point made in these materials is that information systems, and their supporting
information technology plus included telecommunications technology, are not drivers in well-managed
organizations; instead, they are when properly used, supporters of the business mission and strategy.
That is true of UMUC, where the mission is educate with the major marketing strategy to be online. It is also true of
Amazon.com, where the mission is to make a profit selling a wide number of products, and the major marketing
strategy is again, online.
The second most important point, stressed by Professor McFarlan and epitomized by Amazon.com, Apple and Google,
is that properly-designed and -implemented information systems can convey a strategic competitive advantage to
their enterprises.
Example: Here is a start on contributing to this week's discussions, with an example using UMUC as the firm.
The mission of information systems management at University of Maryland University College is
to support the teaching and administrative processes of the university in an efficient and effective
(!, recall operations management) way
The goals of UMUC ISM include:
Being at the state of the art in course delivery at a distance. That's why we have used Webex,
google- and pdf format and audio/video materials
Providing 24x7 reliability in the Learning environment, in PeopleSoft and other essential
information systems. 360 Support is on call via message and telephone at all hours, for instance.
Conserving State and student (ie, tuition) resources in accomplishing the foregoing, which
Maryland taxpayers and the state legislature expect.
The importance of ISM at UMUC is extremely high, given
First, that the University has strategically decided to be the open university of Maryland and the
United States, providing learning services to a growing student body mostly* at a distance, thus
using information systems heavily.
Second, there are a plethora of state and federal regulations, plus community standards, that
govern the management of information at UMUC and thus provide continuing, importance-raising
challenges.**

*Currently, about 82% of UMUC Adelphi students study exclusively online, and another 10% learn through a
"hybrid" online/F2F program.
**One example is the accommodation requirements of the federal ADA - Americans with Disabilities - Act. These

require that information be delivered at UMUC in ways that accommodate, for instance, visually- and hearing-
impaired students. This means, for one example, that we must prepare - and pay for - transcripts of audio

materials for hearing-impaired students (and some professors too).
Let the discussion begin. You must first post your contribution, then respond to at least two of your classmates'
contributions with a thorough analytical critique. Agreement or disagreement is not the point; the point is to air
different perspectives so they can be compared, distinguished, and evaluated.

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15-06-22 | 02:30:27 am
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[solved] Critical Assessment of the Toyota Production System (TPS)

Exercise 1 - Critical Assessment of the Toyota Production System (TPS)
a. Demonstrate your team's basic understanding of the TPS by 1) defining in your team's
own words any eight of the terms found at http://www.toyotageorgetown.com/terms.asp and
2) applying them to one or more of your team's own companies or other organizations.

b. Describe the TPS as a total entity. What are its purposes? Its advantages? It's
limitations? How is it now evolving? Is it getting better – or not? Has it been successfully
copied by other motor vehicle manufacturers?  Why or why not?

Exercise 2 - Grid Analysis

a) List of the key main factors considered by Schrodinger Team for the Toyota Motor
Manufacturing; North America Plan location decision.

Exercise 3 - Production Capacity Needed at Toyota Motor Manufacturing of Canada
(TMMC)
a) To maximize profit earned during this period, which production capacity should TMMC
in 2000 decide to build - 10,000, 15,000, 20,000, 25,000, or 30,000 cars? Justify your choice.

b. What are the weaknesses or limitations in this analysis? How might they be corrected or
at least reduced?

c. It is now late 2016.  How well has the RX-330/350 actually done in the North American
market?  Is its quality rated as high as if it were made in Japan?

Exercise 4 - Assessment of Toyota’s Current Regional Production Strategy

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15-06-22 | 02:20:34 am
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[solved] Determining Production Capacity Needed at Toyota Motor Manufacturing of Canada (TMMC) 

Exercise 3: Determining Production Capacity Needed at Toyota Motor Manufacturing of Canada
(TMMC) 
Decision trees are another important if challenging world-class operations management method which
operations managers should understand and with which other managers should be familiar.
This exercise illustrates how using a decision tree, determination of an "optimal" production capacity
option can be made from among several possible capacity options based on the provided probable
market demand and expected costs/payoffs of events that influence the options.
It is spring 2000, and TMMC has indeed just been chosen to produce the new Lexus RX 330 line, with the
first units deliverable in 2003. Toyota must now determine the amount of annual production capacity it
should build at TMMC.
Toyota's goal is to maximize the profit from the RX 330 line over the five years from 2003-2007. These
vehicles will sell for an average of $37,000 and incur a mean unit production cost of $28,000 (here, $ =
the Canadian dollar). 
10,000 units of annual production capacity can be built for $50M (M=million) with additional blocks of
5,000 units of annual capacity each costing $15M. Each block of 5,000 units of capacity will also cost
$5M per year to maintain, even if the capacity is unused.
Assume that the number of units actually sold each year will be the lesser of the demand and the
production capacity.
 
Marketing has provided three vehicle estimated demand scenarios with associated probabilities as
follows:
Demand 2003 2004 2005 2006 2007 Probability
Low 10,000 10,500 11,000 11,500 12,000 0.25
Moderate 15,000 16,000 17,000 18,000 19,000 0.50
High 20,000 24,000 26,000 28,000 30,000 0.25
 
a. To maximize profit earned during this period, which production capacity should TMMC in 2000
decide to build - 10,000, 15,000, 20,000, 25,000, or 30,000 cars? Justify your choice. 
You may use the following decision tree developed by Toyota operations analysts in Toyota City, Japan -
or your group may choose to vary it in some way based, perhaps, on its presumed better local market
knowledge.
 

 

b. What are the weaknesses or limitations in this analysis? How might they be corrected or at
least reduced?
c. It is now late 2016.  How well has the RX-330/350 actually done in the North American market? 
Is its quality rated as high as if it were made in Japan?  
Do some online research; it's part of improving your attainment of Information Literacy, one of
the UMUC MBA Competencies. Here see the Content/Week 10 references on Grid
Analysis and Decision Trees

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15-06-22 | 02:08:08 am
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After studying The Orion Shield Project, each

After studying The Orion Shield Project, each student is to address the following questions in a succinct and thoughtful report on
'Project Management Principles in the Orion Shield Case."
NOTE: IN CASE YOU HAVE TROUBLE WITH THIS LINK TO THE ORION SHIELD PROJECT, it is also posted as a separate file in this week's module), and a link to the
transcript of the video is in the "Overview and Readings" file.
1. Applying the readings from Week 7, what Project Management principles, if any, were violated in this case:
By Project Manager Gary Allison,
By Henry Larsen, Director of Engineering
By Elliott Grey, Director of Program Management
By Paula Arnold, Project Engineer

2. What structural and cultural characteristics of SEC allowed each of these individuals to behave as they did? Be specific in defining the behavior you feel
was a violation or failure, and the organizational characteristic(s ) that supported that behavior.
How does the Project Management Body Knowledge address the effects of organizational structure and culture on successful project management?
What principles of project and general management can a project manager rely upon to positively influence these organizational characteristics?
DMBA 620 9044 Effectiv... Paula Pal-Kheav

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7/11/2017 Week 8 Orion Shield Project assignment - Submit Files - DMBA 620 9044 Effective Financial and Operational Decision Making (2175) - UMUC Learning Management System

https://learn.umuc.edu/d2l/lms/dropbox/user/folder_submit_files.d2l?db=488712&grpid=0&isprv=0&bp=0&ou=271026 2/3
Add a File Record Audio
3. What guidance do project management principles give for creating effective communication, and what do you think Gary would have done differently if he
had been well versed in those principles?
4. Henry Larsen gave Gary three requirements for good project management. How do those compare with the project management body of knowledge?
Should Gary have been given different advice?
If so, what would have been better advice?
If this was good advice, how did Gary fall short on those three criteria?
5. How many departments were involved in this project, and what guidance do project management principles give for coordinating functional departments?
Citing relevant principles, explain what Gary could have done differently to avoid Larsen’s perception that Gary had failed as a project manager.
6. Finally, did Gary fail? If SEC was awarded a sole source contract for production of the new material, why was his project perceived as a failure?
Do you agree or disagree? Explain your rationale, citing relevant project management literature for how success is defined for a project.
Remember to include a meaningful, results-filled executive summary at the beginning of your report.

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15-06-22 | 00:26:31 am
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Planning Production for Toyota North America

Assignment Taskings
 
Address the following four exercises:
 
Exercise 1: Making a Critical Assessment of the Toyota Production System (TPS) Today
a. Demonstrate your team's basic understanding of the TPS by 1) defining in your team's own
words any eight of the terms found athttp://www.toyotageorgetown.com/terms.asp, and
2) applying them to one or more of your team's own companies or other organizations.
For example, Pokayoke can be defined as an approach to create mistake proofing through use of
devices that detect or prevent production errors. At a software development firm, pokayoke might be
applied through use of a modular development process that includes extensive software module
testing before proceeding to module integration and total system testing.
b. Describe the TPS as a total entity. What are its purposes? Its advantages? Its limitations? How is it
now evolving? Is it getting better – or not? Has it been successfully copied by other motor vehicle
manufacturers?  Why or why not?
 

Exercise 2: Use of a Grid Analysis (Weighted Scoring Model) to Help Make the North American Plant
Location Decision for the RX 330
This exercise illustrates how when deciding among two or more competing plant location options,
various decision factors (which can typically be characterized as exogenous - in a company’s external
environment - or endogenous - internal to the company) can be qualitatively identified, and how
these factors can then be weighted to obtain an overall score for each competing location option.
a. List the factors your team considers key to the Toyota Motor Manufacturing Canada  (TMMC): The
Lexus RX 330 Line North American plant location decision, identifying these factors as either
exogenous  or endogenous, weighting them using your team's best judgment (stating any relevant
assumptions or constraints), and assigning two scores to each factor: one for production of the Lexus
RX 330 at TMMC, and one for production at a Toyota factory in the USA.
b. Using the scores from your team's weighted scoring model and working with regard to Ringo Sho
and Nemawashi, make and support your recommendation for the RX 330 North American plant
location - TMMC or a factory in the USA.
 
Exercise 3: Determining Production Capacity Needed at Toyota Motor Manufacturing of Canada
(TMMC) 
Decision trees are another important if challenging world-class operations management method
which operations managers should understand and with which other managers should be familiar.
This exercise illustrates how using a decision tree, determination of an "optimal" production capacity
option can be made from among several possible capacity options based on the provided probable
market demand and expected costs/payoffs of events that influence the options.
It is spring 2000, and TMMC has indeed just been chosen to produce the new Lexus RX 330 line, with
the first units deliverable in 2003. Toyota must now determine the amount of annual production
capacity it should build at TMMC.
Toyota's goal is to maximize the profit from the RX 330 line over the five years from 2003-2007. These
vehicles will sell for an average of $37,000 and incur a mean unit production cost of $28,000 (here, $ =
the Canadian dollar). 
10,000 units of annual production capacity can be built for $50M (M=million) with additional blocks of
5,000 units of annual capacity each costing $15M. Each block of 5,000 units of capacity will also cost
$5M per year to maintain, even if the capacity is unused.
Assume that the number of units actually sold each year will be the lesser of the demand and the
production capacity.
 
Marketing has provided three vehicle estimated demand scenarios with associated probabilities as
follows:

Demand 2003 2004 2005 2006 2007 Probability
Low 10,000 10,500 11,000 11,500 12,000 0.25
Moderate 15,000 16,000 17,000 18,000 19,000 0.50
High 20,000 24,000 26,000 28,000 30,000 0.25
 
a. To maximize profit earned during this period, which production capacity should TMMC in 2000
decide to build - 10,000, 15,000, 20,000, 25,000, or 30,000 cars? Justify your choice. 
You may use the following decision tree developed by Toyota operations analysts in Toyota City,
Japan - or your group may choose to vary it in some way based, perhaps, on its presumed better local
market knowledge.
 

 
b. What are the weaknesses or limitations in this analysis? How might they be corrected or at least
reduced?
c. It is now late 2016.  How well has the RX-330/350 actually done in the North American market?  Is
its quality rated as high as if it were made in Japan?  
Do some online research; it's part of improving your attainment of Information Literacy, one of
the UMUC MBA Competencies. Here see the Content/Week 10 references on Grid
Analysis and Decision Trees
 
Exercise 4: Assessment of Toyota’s Current Regional Production Strategy 
North America
 

Source:www.worldatlas.com/<wbr><wbr>webimage/countrys/na.htm,
 
a. After doing necessary research online or otherwise, document and evaluate the current distribution
of Toyota production in North America.  Here be sure to include Mexico.  
b. Why does the team believe Toyota has chosen to produce its cars in the current manner? Has
Toyota been wise, or not?
 
In effect, this exercise provides the team an opportunity to think ahead to the politico-socio-economic-
technological considerations that will be quite important in DMBA 630.

Answer this Question


14-06-22 | 23:53:39 pm
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Assignment: Group Assignment (10%)? Each group completes the tasks

Assignment: Group Assignment (10%)
? Each group completes the tasks to be found in the Week 10 Assignment, deciding where and
how Toyota should produce a particular Lexus model in North America, by the end of this week,