Question 1 has to do with something NOT being one of the managerial considerations in determining how to compete successfully. 2. A company's strategy concerns (what does it consist of?). 3. The action plan is implemented by management (for what purpose?). 4. The competitive moves and business approaches a company's management is using to grow the business, stake out a market position, attract and please customers, compete successfully, conduct operations, and achieve organizational objectives. It is known as what? 5. The objectives of a well-crafted strategy require management to (do what?). 6. To improve performance, there are many different avenues for outcompeting rivals such as: (know how to compete against rivals). 7. A company's strategy defined as? 8. Every strategy needs what? 9. Question 9 asks which (from a list), is NOT something a company's strategy is concerned with (So, know what it does pertain to). 10. What is NOT a primary focus of a company's strategy? 11. When does a company's strategies stand a better chance of succeeding? 12. In crafting a company's strategy (what should management consider?) 13. What is NOT one of the five basic tasks of the strategy-making, strategy-executing process? 14. A company's strategic plan (what does it do?): 15. Which (of the tasks listed) of the strategy-making, strategy-execution managerial process make up the company's strategic plan? (So, know what it does consist of). 16. Which (of items listed) is an integral part of the managerial process of crafting and executing strategy? 17. A company's strategic vision describes what? 18. What is the real purpose of the company's strategic vision? 19. A strategic vision constitutes management's view and conclusions about the company's (what?) 20. The managerial task of developing a strategic vision for a company (concerns or entails what?). 21 A company's "macro-environment" refers to what? 22. Which (of items listed) is NOT part of a company's macro-environment? (So, know what items are part of the macro-environment). 23. Which (of items listed) IS part of a company's macro-environment? (Again, know what constitutes the macro-environment). 24. Which (of items listed) represents the strategically relevant political factors in the macro- environment that will influence the performance of all firms across the board? 25. The most powerful and widely used tool for diagnosing the principle competitive pressures in a market is what? 26. Rivalry increases when what happens? 27. Which (of items listed) is generally NOT considered a barrier to entry? (So, know what items generally are). 28. When are potential entrants more likely to be deterred from actually entering an industry? 29. Which (of items listed) is NOT a good example of a substitute product that triggers stronger competitive pressures? (So, know what examples of substitution are). 30. Competitive pressures from substitute products tend to be stronger when what happens? 31. Which (of items listed) is NOT a component of evaluating a company's resources and competitive position? (So, know what should be). 32. Which (of items listed) is not an analytical tool for revealing a company's competitiveness and for helping to match the strategy to the company's own particular circumstances? 33. The best indicator of how well a company's strategy is working is whether the company (how is it performing?). 34. One important indicator of how well a company's present strategy is working is whether (what from the list makes sense?). 35. The business strategy is made up of key "functional" strategies (except what from the list, so know what it IS made up of). 36. A company's resources and capabilities represent what? 37. A powerful tool for sizing up the company's competitive assets and determining whether they can provide the foundation necessary for competitive success in the marketplace is termed what? 38. The difference between a resource and a capability is what? 39. A useful way to identify a company's resources is to view them as what or how? 40. The main reason that listing or categorizing company resources matters is what? 41. Tangible resources do not include what? (So, know what they do include). 42. Tangible resources include? (Again, you should know what constitutes these). 43. There are two approaches that can make the process of uncovering and identifying a firm's capabilities more systematic. (They include what?). sustainable competitive advantage is gained when what happens? 45. The four tests of a resource's competitive power are often referred to as what? 46. There are several basic approaches to competing successfully and gaining a competitive advantage over rivals, (such as what?). 47. While there are many routes to competitive advantage, the two biggest factors that distinguish one competitive strategy from another involves what? 48. Whatever strategic approach is adopted by a company to deliver value, it nearly always requires what?

Question 1 has to do with something NOT being one of the managerial considerations in determining how to compete successfully. 2. A company's strategy concerns (what does it consist of?). 3. The action plan is implemented by management (for what purpose?). 4. The competitive moves and business approaches a company's management is using to grow the business, stake out a market position, attract and please customers, compete successfully, conduct operations, and achieve organizational objectives. It is known as what? 5. The objectives of a well-crafted strategy require management to (do what?). 6. To improve performance, there are many different avenues for outcompeting rivals such as: (know how to compete against rivals). 7. A company's strategy defined as? 8. Every strategy needs what? 9. Question 9 asks which (from a list), is NOT something a company's strategy is concerned with (So, know what it does pertain to). 10. What is NOT a primary focus of a company's strategy? 11. When does a company's strategies stand a better chance of succeeding? 12. In crafting a company's strategy (what should management consider?) 13. What is NOT one of the five basic tasks of the strategy-making, strategy-executing process? 14. A company's strategic plan (what does it do?): 15. Which (of the tasks listed) of the strategy-making, strategy-execution managerial process make up the company's strategic plan? (So, know what it does consist of). 16. Which (of items listed) is an integral part of the managerial process of crafting and executing strategy? 17. A company's strategic vision describes what? 18. What is the real purpose of the company's strategic vision? 19. A strategic vision constitutes management's view and conclusions about the company's (what?) 20. The managerial task of developing a strategic vision for a company (concerns or entails what?). 21 A company's "macro-environment" refers to what? 22. Which (of items listed) is NOT part of a company's macro-environment? (So, know what items are part of the macro-environment). 23. Which (of items listed) IS part of a company's macro-environment? (Again, know what constitutes the macro-environment). 24. Which (of items listed) represents the strategically relevant political factors in the macro- environment that will influence the performance of all firms across the board? 25. The most powerful and widely used tool for diagnosing the principle competitive pressures in a market is what? 26. Rivalry increases when what happens? 27. Which (of items listed) is generally NOT considered a barrier to entry? (So, know what items generally are). 28. When are potential entrants more likely to be deterred from actually entering an industry? 29. Which (of items listed) is NOT a good example of a substitute product that triggers stronger competitive pressures? (So, know what examples of substitution are). 30. Competitive pressures from substitute products tend to be stronger when what happens? 31. Which (of items listed) is NOT a component of evaluating a company's resources and competitive position? (So, know what should be). 32. Which (of items listed) is not an analytical tool for revealing a company's competitiveness and for helping to match the strategy to the company's own particular circumstances? 33. The best indicator of how well a company's strategy is working is whether the company (how is it performing?). 34. One important indicator of how well a company's present strategy is working is whether (what from the list makes sense?). 35. The business strategy is made up of key "functional" strategies (except what from the list, so know what it IS made up of). 36. A company's resources and capabilities represent what? 37. A powerful tool for sizing up the company's competitive assets and determining whether they can provide the foundation necessary for competitive success in the marketplace is termed what? 38. The difference between a resource and a capability is what? 39. A useful way to identify a company's resources is to view them as what or how? 40. The main reason that listing or categorizing company resources matters is what? 41. Tangible resources do not include what? (So, know what they do include). 42. Tangible resources include? (Again, you should know what constitutes these). 43. There are two approaches that can make the process of uncovering and identifying a firm's capabilities more systematic. (They include what?). sustainable competitive advantage is gained when what happens? 45. The four tests of a resource's competitive power are often referred to as what? 46. There are several basic approaches to competing successfully and gaining a competitive advantage over rivals, (such as what?). 47. While there are many routes to competitive advantage, the two biggest factors that distinguish one competitive strategy from another involves what? 48. Whatever strategic approach is adopted by a company to deliver value, it nearly always requires what?

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter2: Introduction To Spreadsheet Modeling

Section: Chapter Questions

Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...

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Question

Question 1 has to do with something NOT being one of the managerial considerations in

determining how to compete successfully.

2. A company's strategy concerns (what does it consist of?).

3. The action plan is implemented by management (for what purpose?).

4. The competitive moves and business approaches a company's management is using to grow the

business, stake out a market position, attract and please customers, compete successfully,

conduct operations, and achieve organizational objectives. It is known as what?

5. The objectives of a well-crafted strategy require management to (do what?).

6. To improve performance, there are many different avenues for outcompeting rivals such as: (know

how to compete against rivals).

7. A company's strategy defined as?

8. Every strategy needs what?

9. Question 9 asks which (from a list), is NOT something a company's strategy is concerned with (So,

know what it does pertain to).

10. What is NOT a primary focus of a company's strategy?

11. When does a company's strategies stand a better chance of succeeding?

12. In crafting a company's strategy (what should management consider?)

13. What is NOT one of the five basic tasks of the strategy-making, strategy-executing process?

14. A company's strategic plan (what does it do?):

15. Which (of the tasks listed) of the strategy-making, strategy-execution managerial process make

up the company's strategic plan? (So, know what it does consist of).

16. Which (of items listed) is an integral part of the managerial process of crafting and executing

strategy?

17. A company's strategic vision describes what?

18. What is the real purpose of the company's strategic vision?

19. A strategic vision constitutes management's view and conclusions about the company's (what?)

20. The managerial task of developing a strategic vision for a company (concerns or entails what?).

21 A company's "macro-environment" refers to what?

22. Which (of items listed) is NOT part of a company's macro-environment? (So, know what items are

part of the macro-environment).

23. Which (of items listed) IS part of a company's macro-environment? (Again, know what constitutes

the macro-environment).

24. Which (of items listed) represents the strategically relevant political factors in the macro-

environment that will influence the performance of all firms across the board?

25. The most powerful and widely used tool for diagnosing the principle competitive pressures in a

market is what?

26. Rivalry increases when what happens?

27. Which (of items listed) is generally NOT considered a barrier to entry? (So, know what items

generally are).

28. When are potential entrants more likely to be deterred from actually entering an industry?

29. Which (of items listed) is NOT a good example of a substitute product that triggers stronger

competitive pressures? (So, know what examples of substitution are).

30. Competitive pressures from substitute products tend to be stronger when what happens?

31. Which (of items listed) is NOT a component of evaluating a company's resources and competitive

position? (So, know what should be).

32. Which (of items listed) is not an analytical tool for revealing a company's competitiveness and for

helping to match the strategy to the company's own particular circumstances?

33. The best indicator of how well a company's strategy is working is whether the company (how is it

performing?).

34. One important indicator of how well a company's present strategy is working is whether (what

from the list makes sense?).

35. The business strategy is made up of key "functional" strategies (except what from the list, so

know what it IS made up of).

36. A company's resources and capabilities represent what?

37. A powerful tool for sizing up the company's competitive assets and determining whether they can

provide the foundation necessary for competitive success in the marketplace is termed what?

38. The difference between a resource and a capability is what?

39. A useful way to identify a company's resources is to view them as what or how?

40. The main reason that listing or categorizing company resources matters is what?

41. Tangible resources do not include what? (So, know what they do include).

42. Tangible resources include? (Again, you should know what constitutes these).

43. There are two approaches that can make the process of uncovering and identifying a firm's capabilities more systematic. (They include what?).

sustainable competitive advantage is gained when what happens?

45. The four tests of a resource's competitive power are often referred to as what?

46. There are several basic approaches to competing successfully and gaining a competitive

advantage over rivals, (such as what?).

47. While there are many routes to competitive advantage, the two biggest factors that distinguish

one competitive strategy from another involves what?

48. Whatever strategic approach is adopted by a company to deliver value, it nearly always requires

what?

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