06Student 1As Shown In The Chapter
06
Student: ___________________________________________________________________________
1.
As shown in the Chapter 6 opening case, Whole Foods Market had to seek new strategic initiatives such as enhancing its differentiated appeal and improving its cost structure because it was losing its competitive advantage.
True False
2.
A firm's business-level strategy answers the question "Where should we compete?"
True False
3.
The goal of a strategic position is to create the largest gap possible between the value that a firm creates through its offerings and the cost required to create these offerings.
True False
4.
When pursing a differentiation strategy, the focus of competition is to add unique features in order to create a level of value creation that competitors cannot easily imitate.
True False
5.
Value drivers are considered to contribute to competitive advantage even if the increase in cost exceeds their value creation.
True False
6.
Value drivers that managers can use include input factors, economies of scale, and learning-curve effects. True False
7.
When pursuing a cost-leadership strategy, the focus of competition is on cost parity, while offering acceptable value.
True False
8.
Cost drivers that are out of managerial control include the cost of input factors, economies of scale, and experience-curve effects.
True False
9.
Economies of scale generally weaken a firm's ability to move down a given learning curve.
True False
10. Applying the five forces model to business-level strategy allows managers to assess the benefits and risks of both cost-leadership and differentiation strategies.
True False
11. Successfully implementing an integration strategy is particularly important in globalized industries.
True False
12. Succeeding at an integration strategy is typically easy for a firm.
True False
13. A firm that is "stuck in the middle" has a competitive advantage.
True False
14. Due to the dynamic nature of business competition, a firm's
Student: ___________________________________________________________________________
1.
As shown in the Chapter 6 opening case, Whole Foods Market had to seek new strategic initiatives such as enhancing its differentiated appeal and improving its cost structure because it was losing its competitive advantage.
True False
2.
A firm's business-level strategy answers the question "Where should we compete?"
True False
3.
The goal of a strategic position is to create the largest gap possible between the value that a firm creates through its offerings and the cost required to create these offerings.
True False
4.
When pursing a differentiation strategy, the focus of competition is to add unique features in order to create a level of value creation that competitors cannot easily imitate.
True False
5.
Value drivers are considered to contribute to competitive advantage even if the increase in cost exceeds their value creation.
True False
6.
Value drivers that managers can use include input factors, economies of scale, and learning-curve effects. True False
7.
When pursuing a cost-leadership strategy, the focus of competition is on cost parity, while offering acceptable value.
True False
8.
Cost drivers that are out of managerial control include the cost of input factors, economies of scale, and experience-curve effects.
True False
9.
Economies of scale generally weaken a firm's ability to move down a given learning curve.
True False
10. Applying the five forces model to business-level strategy allows managers to assess the benefits and risks of both cost-leadership and differentiation strategies.
True False
11. Successfully implementing an integration strategy is particularly important in globalized industries.
True False
12. Succeeding at an integration strategy is typically easy for a firm.
True False
13. A firm that is "stuck in the middle" has a competitive advantage.
True False
14. Due to the dynamic nature of business competition, a firm's