Final Capstone Exam 2023 with 100% correct answers
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Course
Capstone
Institution
Capstone
Final Capstone Exam Questions & Answers 2023
Good Competitive Intelligence about rivals' strategies, their financial performance, their competitive strengths and weaknesses, the actions and plans they have announced and the thinking and leadership styles of their executives is valuable because...
Good Competitive Intelligence about rivals' strategies, their financial performance, their competitive
strengths and weaknesses, the actions and plans they have announced and the thinking and leadership
styles of their executives is valuable because... - ANSWER-It enables a company to predict or anticipate
what important actions rivals are likely to take next to be ready with defensive countermoves and to take
rivals probable actions into account in crafting its own best course of action
Determining whether an industry presents a company with good prospects for attractive profitability and
growth entails such considerations as... - ANSWER-The industry's growth potential, the anticipated
strength of competitive forces, whether industry profitability is expected to be favorably or unfavorably
affected by the prevailing driving forces and the degrees of risk and uncertainty in the industry's future.
Which of the following statements concerning the strength of supplier bargaining power is false? -
ANSWER-Supplier bargaining power is stronger when industry members are major customers and
continuing to secure their business is important to suppliers well-being.
Which of the following is NOT an integral part of driving forces analysis? - ANSWER-Determining whether
the driving forces are acting to cause one or more industry rivals to shift to a different strategic group.
A strategic group map displays... - ANSWER-The different market or competitive positions that rival firms
occupy in an industry and helps identify each rival's closest competitors.
The competitive pressures from substitute products tend to be stronger when..... - ANSWER-Substitutes
are readily available and attractively priced, and have comparable or better performance features.
Which of the following conditions acts to diminish buyer bargaining power? - ANSWER-When there are
big differences among the features, performance, and quality of rival brands such that many buyers
come to prefer the brand most suitable to their preferences and pocketbook.
,Which of the following statements about the rivalry among competing sellers is true? - ANSWER-Rivalry
increases as the products of rival sellers become less differentiated and weakens as the products of
industry rivals become more strongly differentiated.
An Industry's key success factors... - ANSWER-are those competitive factors that most affect industry
members' ability to prosper in the marketplace-the particular strategy elements, product attributes,
important resources and competitive capabilities, an market achievements that spell the difference
between being a strong competitor and a weak competitor.
Which one of the following does NOT represent market circumstances that make a focused low-cost or
focused differentiation strategy attractive? - ANSWER-When buyers are not strongly brand loyal buyer
needs and uses of the industry's product/service are diverse and change occurs at a slow pace.
Broad differentiation strategies generally work best in market circumstances where... - ANSWER-Few
rival firms are following a similar differentiation approach.
To profitably employ a best-cost provider strategy, a company must.... - ANSWER-have the capability to
incorporate upscale attributes (appealing features or functionality or quality, or satisfying customer
service) into its product offering at a lower cost than rivals, putting the company in position to
underprice rivals whose products have similar upscale attributes and still earn attractive profits.
The pitfalls of a differentiation strategy do NOT include... - ANSWER-Failing to emphasize and
aggressively pursue the use of more value drivers than other rivals employing a broad differentiation
strategy.
In which of the following instances is a low-cost provider strategy least likely to be appealing and
competitively powerful? - ANSWER-When most buyers use the product in different ways and buyers
incur high costs in switching their purchases from one seller to another.
Best cost provider strategies are appealing in those market situations where.... - ANSWER-product
differentiation is the norm and attractively large numbers of buyers shopping for the best value for the
money can be induced to purchase midrange products rather than the cheap basic products of low-cost
producers or the expensive products of top-of-the-line differentiators.
, The two major avenues for achieving a cost advantage over rivals include.... - ANSWER-revamping the
firm's value chain to eliminate or bypass some cost producing activities and doing a better job than rivals
of performing value chain activities more cost effectively.
The evolving character of a company's strategy is a consequence of..... - ANSWER-abandoning the
strategy elements that are no longer working well, initiating some newly crafted strategy elements to
boost financial performance or pursue competitive advantage and the ongoing need to make some
strategy adjustments in response to shifting market conditions and other unanticipated developments.
A company's strategy qualifies as "ethical".... - ANSWER-if it does not entail actions or behaviors that
cross the moral line from "can do" to "should not do" (because such actions are deceitful, unfair or
harmful to others, disreputable or unreasonably damaging to the environment).
A company's business model.... - ANSWER-Consists of both a customer value proposition and a profit
proposition.
What makes a competitive advantage sustainable or durable as opposed to temporary is..... - ANSWER-
actions or elements in the strategy that cause an attractive number of buyers to have lasting reasons to
purchase a company's products or services, despite competitors' best efforts to overcome or nullify
those reasons.
Crafting and executing strategy are top-priority managerial tasks because..... - ANSWER-how well a
company performs and the degree of market success it achieves are directly attributable to the caliber of
its strategy and the proficiency with which the strategy is executed.
A company's strategy consists of.... - ANSWER-the competitive moves and business approaches that
managers employ to attract and please customers, compete successfully, pursue opportunities to grow
the business, respond to changing market conditions, conduct operations and achieve the targeted
financial and market performance.
A company's strategic vision - ANSWER-describes the route a company intends to take in developing and
strengthening its business, it lays out the company's strategic course in preparing for the future.
The attention, energy and resources a company devotes to achieving its strategic objectives..... -
ANSWER-are critically important because a stronger market standing with buyers and improved
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