Info
Warning
Danger
/ Homework Answers / Management / 31.Companies in the chemical industry struggling to attract the most

Question

 

31.Companies in the chemical industry are struggling to attract the most talented college graduates.  One of the biggest challenges facing these companies is attracting new talent to organizations with an “old economy” image.  A situational analysis would term this challenge a(n):

a.internal threat

b.external opportunity

c.internal weakness

d.internal opportunity

e.external strength

32.In a situational analysis, a strategic group is a group of __________ that top managers choose for comparing, evaluating, and benchmarking strategic threats and opportunities.

a.non-industry-specific companies

b.expert managers

c.trade journals and other relevant periodicals

d.companies within an industry

e.consulting firms that use the Delphi technique

33.Several years ago QVC, the home shopping cable network, rang up $5.7 billion in sales and $760 million in operating profit, making it nearly as big and roughly twice as profitable as Amazon.com at the time.  It was the most profitable of all the home shopping networks.  This gave it a(n):

a.customer sustainability

b.organizational advantage

c.relative competence

d.distinctive competence

e.superlative advantage

34.By selling mostly independent-label titles on CDs and vinyl, Insound.com has won a following among music snobs nationwide.  The kind of hard-core fan that Insound attracts buys 21 records a year while a typical consumer’s annual purchases can be counted on one hand.  The company was slowly built by forging partnerships with distributors, labels, and artists. In return, the labels and distributors directed their customers to Insound.  The source of Insound’s distinctive competencies is its:

a.imperfectly imitable resources

b.valuable resources

c.reference-point strategies

d.core capabilities

e.sources of innovation

35.Top managers at Reebok looked at what Nike, New Balance, and smaller athletic shoe manufacturers like Majestic were doing to reach their chosen target markets and decided upon comparison that it wanted to risk targeting the hip-hop market.  For Reebok, the athletic shoe manufacturers are:

a.part of its strategic group

b.the source of its competitive myopia

c.companies without distinctive competencies

d.companies that use a similar matrix strategy

e.the source of its sustainable core competency

36.Specialized Bicycle Components, Inc. introduced the first major production mountain bike in 1980.  Two-thirds of its profits come from the sale of mountain bikes.  It is recognized worldwide for its ability to design and produce superior mountain bikes.  This ability is its:

a.customer sustainability

b.organizational advantage

c.relative competence

d.distinctive competence

e.superlative advantage

37.Which of the following is a mechanism used to examine external threats and opportunities facing a firm as well as its internal strengths and weaknesses?

a.organizational scanning

b.internal marketing

c.shadow-strategy task forces

d.benchmarking

e.a situation analysis

38.Specialized Bicycle Components, Inc. introduced the first major production mountain bike in 1980.  Since then, the company has maintained a technological leadership in the production of bikes and bike accessories and an organizational culture that encourages innovation.  This technological leadership as well as its organizational culture is the company’s:

a.customer sustainabilities

b.organizational advantages

c.relative competencies

d.core capabilities

e.superlative advantages

39.While __________ are tangible, __________ are not.

a.core capabilities; distinctive competencies

b.competitive advantages; differential advantages

c.strengths and weaknesses; opportunities and threats

d.opportunities and threats; strengths and weaknesses

e.distinctive competencies; core capabilities

40.In any organization, the __________ are the less visible, internal decision-making routines, problem-solving processes, and organization cultures that determine how efficiently inputs can be turned into outputs.

a.imperfectly imitable resources

b.valuable resources

c.distinctive competencies

d.core capabilities

e.sources of innovation

 

 

Solution
5 (1 Ratings )

Solved
Management 1 Month Ago 2 Views
This Question has Been Answered!
Premium Content -

Unlimited Access

Explore More than 2 Million+
  • Textbook Solutions
  • Flashcards
  • Homework Answers
  • Documents
Signup for Better Grades!

Ask an Expert

Our Experts can answer your tough homework and study questions
80437 Management Questions Answered!
Post a Question