A) there are relatively few industry key success factors.
B) the industry's driving forces are strong and rivals have strongly differentiated products.
C) barriers to entry are moderately high and the pool of likely entry candidates is small.
D) rivals are active in making fresh moves to lower prices, introduce new products, increase promotional efforts and advertising, and otherwise gain sales and market share.
E) barriers to entry are high and buyer switching costs are high.
G) A) and C)
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Supplier bargaining power is stronger wh...View Answer
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A) Changes in the long-term industry growth rate, the entry or exit of major firms, and changes in cost and efficiency
B) Increasing globalization of the industry and product innovation
C) New Internet technology applications, new government regulations, and significant changes in government policy toward the industry
D) Increasing efforts to collaborate with suppliers via strategic alliances and partnerships, escalating risk levels and normalization of cost and efficiency in the industry
E) Marketing innovations and changes in who buys the industry's product and how they use it
G) C) and D)
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A) Restrictive regulatory policies
B) High capital requirements
C) Strong brand preferences
D) Many industry patents in place
E) Weak "network effects" in customer demand
G) C) and E)
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A) marketing tactics including special sales promotions such as introducing new or improved features or increasing the number of styles to provide greater product selection.
B) differentiating their products by offering better performance features than rivals.
C) improving innovation to increase product performance and quality.
D) making efforts to expand dealer networks.
E) reducing distribution capabilities and market presence.
G) A) and C)
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It is a mistake to think of a particular...View Answer
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Supplier bargaining power is stronger wh...View Answer
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A) is stronger when firms strive to be low-cost producers than when they use differentiation and focus strategies.
B) is often weak when rivals have emotional stakes in business or face high exit barriers.
C) is largely unaffected by whether industry conditions tempt rivals to use price cuts or other competitive weapons to boost unit sales.
D) tends to intensify when strong companies with sizable financial resources, proven competitive capabilities, and respected brand names hurdle entry barriers looking for growth opportunities and launch aggressive, well-funded moves to transform into strong market contenders.
E) is weaker when more firms have weakly differentiated products, buyer demand is growing slowly, and buyers have moderate switching costs.
G) B) and D)
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D
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A) when buyer demand is growing slowly.
B) as it becomes more costly for buyers to switch brands.
C) as the products of rival sellers become more strongly differentiated.
D) when there is underproduction relative to demand..
E) as the number of competitors decreases.
G) None of the above
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A
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A) determines the strength of the industry's driving forces.
B) determines the extent of the competitive pressure on industry profitability.
C) means that fewer companies can achieve a competitive advantage via anything other than being the industry's low-cost leader.
D) means there will be a larger number of competitive advantage opportunities for industry members.
E) means there will be a greater number of industry key success factors.
G) None of the above
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A) focusing on the local environment in which they are operating.
B) ensuring excess production capacity and/or inventory.
C) competing fiercely for a share in the market.
D) building a bigger dealer network.
E) developing a thorough understanding of the company's external and internal environment.
G) A) and C)
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A) the strength of buyer loyalty to existing brands.
B) whether the industry's driving forces make it harder or easier for new entrants to be successful.
C) whether the strategies of industry members are well-matched to the industry's key success factors.
D) whether there are any vacant spaces on the industry's strategic group map.
E) to ask if the industry's growth and profit prospects are strongly attractive to potential entry candidates.
G) C) and D)
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A) firms in the same strategic groups are rarely close competitors-a firm's closest competitors are usually in distant strategic groups.
B) strategic group maps help identify how each competing firm is positioned and the relationship to their closest competitors.
C) competition grows in intensity as the number and diversity of the strategic groups in an industry increases.
D) the profit potential of firms in the same strategic group is usually very similar.
E) competitive pressures tend to be weaker within strategic groups than across strategic groups.
G) None of the above
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B
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A) sales of Smirnoff dwindle on account of new laws regulating the sale of liquor.
B) consumer confidence in GM rises as its stock price soars.
C) Nike considers Adidas its most potent rival in the industry.
D) footfalls at the outlets of Pizza Express increase following its drive to go vegan.
E) sales of Smooth Fitness Treadmills surge on account of a new feature that monitors users' blood pressure.
G) D) and E)
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A) harder it is for the sellers of attractive substitutes to lure buyers to their offering.
B) more intense the competitive pressures posed by substitute products.
C) less intense the competitive pressures posed by substitute products.
D) greater the bargaining power from both suppliers and influential customers.
E) lesser the bargaining power from both suppliers and influential customers.
G) All of the above
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A) Changes in who buys the product and how they use it, and changes in the long-term industry growth rate
B) Changes brought about by the entry or exit of major firms, product innovation, and marketing innovation and cost efficiency
C) Changes in the economic power and bargaining leverage of customers and suppliers, growing supplier-seller collaboration, and growing buyer-seller collaboration
D) Changes in buyer preferences for differentiated products instead of mostly standardized or identical products
E) Changes in economies of scale and experience curve effects brought on by changes in manufacturing technology and new Internet capabilities
G) A) and D)
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The five forces framework holds that com...View Answer
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A) Strategic group mapping
B) PESTEL analysis
C) Five forces framework
D) The value net framework
E) Competitor analysis
G) A) and D)
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A) How many companies in the industry have good track records for revenue growth and profitability?
B) What strategic moves are rivals likely to make next?
C) What are the industry's key factors for future competitive success?
D) Is the outlook for the industry conducive to providing attractive profitability?
E) What are the driving forces in the industry, and what impact will these changes have on competitive intensity and industry profitability?
G) A) and B)
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A) identify the driving forces and evaluate their impact on (1) demand for the industry's product, (2) the intensity of competition, and (3) industry profitability.
B) predict future marketing innovations and how fast the industry is likely to globalize.
C) evaluate what stage of the life cycle the industry is in and when it is likely to move to the next stage.
D) determine who is likely to exit the industry and what changes can be expected in the industry's strategic group map.
E) forecast fluctuations in product demand and how buyer needs will most likely change.
G) D) and E)
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