Which of the following statements is true? A) Strengths are synonymous with competitive advantage. B) Every company resource or capability is a strength and leads to competitive advantage. C) A strength is not necessarily a source of competitive advantage. D) Strengths are always inimitable. E) None of the above.

Please use one company as an example and describe how it designs its organizational structure, organization control system, organizational incentive system in this company’s strategy implementation process. In answering this question, please first define clearly the strategic action that this company is undertaking and describe how this company implements this strategic action. ( word limit 300)

Read the following statements and select if they are true or false. a. The achievement of economies of scope is the most important benefit of unrelated product diversification. True False b. In a related constrained diversification at least 95% of the revenues comes from a single business True False c. Unrelated diversification is when more than 70% of the revenues come from different business. True False d. In related linked diversification all businesses are linked. False True

Match the description to the type of generic strategy in the framework proposed by Michael Porter (1985). Once you click Check, the correct matches will remain in place, while the wrong matches will return blank. Generic Strategy |||| Differentiation focus Description Competitive advantage comes from selling a differentiated product or service (e.g. a better-quality product with some unique features compared to rivals) to a broad market (e.g. many customer segments and/or broad geographic area). Competitive advantage comes from having lower costs than competitors across a wide market. By adopting this strategy, a firm aims to sell a lower cost product to a broad market (e.g. many customer segments and/or a broad geographic area). The strategy of offering an undifferentiated product or service to a small segment or in a restricted geographical area. Competitive advantage comes from a product/service that is unique in some way to rivals and is targeted at a particular market niche. In…

For the worst company, what is extraordinarily bad about the company?  Does the company appear to have a clear strategy, and if so, what is it?  What do you think they could do, if anything, to turn the company around?    For the best company, what does the company do extraordinarily well?  What do you think is the company's "positioning" strategy? What makes it different from the others in its industry?

(a) If you had a limited budget and two weeks todecide which two flavors to put into quantitative testing, would you choose a “poll only” or a “con-test only” strategy? Why? (b) If you had a sizable budget and two months to make the same decision,which scenario would you choose? Why?

Due to Covid-19 many organizations worked hard to continue serving the same clients by offering the same product or service, maintaining market share, and sustaining the organization's current business operations, these organizations followed a ________ strategy.   stability   turnaround   renewal   growth   retrenchment

1. Capabilities that a firm emphasizes and performs especially well while pursuing its vision, are known as competitive advantages. True False 2. Most competitive advantages can be sustained for a very long period of time, if not forever. True False 3. Large firms in the U.S. are most likely to use the dominant business multiproduct strategy. True False

Pete Fader introduced customer centricity with several examples in practice in his TED talk.  Which one of the following statements about the customer centricity and his talk is NOT correct? A) Many firms are seeing customer centricity as a credible and desirable enterprise-wide strategy.   B) Customer centricity can be also applied to other areas including new product development, incentivizing salespeople, corporate valuation and healthcare services.   C) Customer centricity can be a good supplement and/or alternative for corporate valuation in stock markets: Bringing in some understanding of how customers behave and how they differ from each other and breaking down their behavior into the components of their life time values, we can have a good estimate of the financial value of a company.   D) The key to customer centricity is to identify differential values of customers and serve all of the customers equally by paying more attention to less valuable customers.