Chapter2exercise and test.docx

Chapter2exercise and test.docx

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Chapter2exerciseandtest

Chapter2exerciseandtest

一、TRUE/FALSE

（T）1.Thefinalresultofsuccessfulstrategiccompetitivenessisabove-averagereturns.

（F）2.Theexternalenvironmentfacingbusinessstaysrelativelyconstantovertime.

（F）3.Demographic,economic,political/legal,sociocultural,technological,andglobalarethesix

（T）4.Firmscandirectlycontroltheelementsofthesixsegmentsofthegeneralenvironment.

（T）5.Ananalysisofthegeneralenvironmentisusuallyfocusedonthefuture.

（F）6.Externalenvironmentalanalysisshouldbeconductedannually.

（T）7.Whenfirmsanalyzetheexternalenvironment,theytypicallyhavecompleteandunambiguousdata.

（F）8.Boundaryspannersareorganizationalemployeesinpositionstointeractwithexternalconstituents.

（T）9.Monitoringinvolvesthedevelopmentofaforecastofwhatmighthappenatafuturepointintime.

（F）10.Withoutmonitoring,afirmisleftwithamassofdataofunknownrelevance.

（T）11.Usingsophisticatedmathematicalmodels,producingaccurateforecastsofdemandforproductsisfairlystraightforward.

（T）12.Theobjectiveofassessingtheexternalenvironmentistodeterminethetimingandsignificanceofthe

（T）13.Agestructure,geographicdistribution,incomedistribution,interestrates,andprocessinnovationsareallelementsofconcernwhenstudyingthedemographicsegmentofthegeneralenvironment.

（F）14.Becausethehealthofanation`seconomyaffecstheperformanceofindividualfirmsandindustries,companiesstudytheeconomicenvironmenttoidentifychanges,trends,andtheirstrategic

（T）15.Thepolitical/legalsegmentofthegeneralenvironmentisthearenainwhichorganizationsandinterestgroupscompeteforattention,resourcesandavoiceinthelawsandregulationsguidinginteractionsamongnations.

（F）16.Firmsareaffectedonlybythegovernmentalregulationsofthecountryinwhichtheyare

headquartered.

（T）17.DifferencesinworkattitudesbetweenFrenchandAmericanworkersarecategorizedinthedemographicsegmentofthegeneralenvironment.

（T）18.Theimportancethatasocietyplacesonuniversalaccesstohealthcarewouldbeconsideredpartofthesocioculturalaspectoftheexternalenvironment.

（F）19.Earlyadoptersofnewtechnologyoftenachievehighermarketsharesandhigherreturnsthanlater

（F）20.Itisuncommonforalargefirmtoreceiveamajorityofrevenuesfromoutsideitshomecountry.

（T）21.Thefiveforcesmodelofcompetitionfocusesonthesegmentsofthegeneralenvironment.

（F）22.Inrecentyears,industryboundarieshavebecomemoresharplydefined.

（F）23.Ahighthreatofnewentrantskeepspricingpressuresonexistingfirms,keepingconsumershappyandmakingtheindustryattractiveandprofitable.

（T）24.Switchingcosts,accesstodistributionchannels,economiesofscale,largenumbersofcompetingfirms,andslowindustrygrowtharesomeoftheentrybarriersthatmayaffectthethreatofnewentrantstoanindustry.

（F）25.Suppliersarepowerfulwhennosatisfactorysubstitutesareavailable,thesellingindustryisrelativelymoreconcentratedthanthepurchasingindustry,andswitchingcostsarehigh.

（F）26.Themaincompetitivefactorfacingcompaniesofferingtraditionaltelephoneserviceistheexistenceofsubstituteproductsandservices.

（T）27.Typically,fastindustrygrowthincreasesthevigorofretaliationbyexistingfirmsagainstanewindustryrival.

（F）28.Highexitbarriersarefactorsthatcauseacompanytoremaininanindustryeventhoughtheprofitabilityofdoingmaybequestionable.

（F）29.Generally,thestrongerthecompetitiveforces,thehighertheprofitpotentialofanindustry.

（T）30.Anattractiveindustryisonethatischaracterizedbyhighentrybarriers,suppliersandbuyerswithstrongbargainingpower,lowthreatsfromsubstituteproducts,andlowrivalryamongfirms.

（T）31.Strategicgroupsarefirmsindifferentindustriesfollowingthesameorsimilarstrategies.

（F）32.Thestrengthsofthefivecompetitiveforcesaresimilaracrossstrategicgroupswithinanindustry.

（T）33.Afirmexperiencingintenserivalrywithpowerfulcompetitorsshouldenergeticallyengageincompetitoranalysis.

（T）34.Theprocessofcompetitoranalysisshouldexaminethecompetitor`sfutureobjectives,currentstrategy,assumptions,andcapabilities.

（F）35.Eavesdroppingisanethicalwaytoobtaininformationaboutcompetitors`actions

（T）36.Anycompetitorintelligencepracticethatislegalisalsoethical.

二、MULTIPLECHOICE

（C）1.Accordingtothetext`sStrategicFocusonWl-Mart,whichportionofthegeneralenvironmentiseffectingWal-MarttheLEAST:

a.Political/legal¨CchangesinhowcommunitiesviewthepresenceofWal-Mart.

b.Global¨CtheinfluenceofWal-Martasaleadingimporter.

c.Technological¨CWal-Mart!

ˉsinitiativesduetoenvironmentalconcerns

d.Supplierpower¨CchangesinthewaysuppliersviewWal-Martasacustomer.

（D）2.AstheStrategicFocusfeatureinchapter2describes,Wal-Martisthenation!

ˉslargestemployerandsecond-largestcompanybyrevenue.Whatdoesthissuggestintermsoftheindustrystructure?

a.Wal-Martcanexertconsiderablepressureasabuyer.

b.Wal-Mart’spresenceinamarketreducesrivalry.

c.Wal-Marthasnosubstitutes.

d.Wal-Martisimmunefromthethreatofnewentrants.

（D）3.Wal-Mart’sstrategicgroupincludesallofthefollowingfirmsEXCEPT

a.Safeway,Krogerandothergrocerystores.

b.Target,Sears,JCPenneyandotherdepartmentstores.

c.Costcoandotherwarehouseclubs.

d.TheGap,Abercrombie&Fitch,andotherspecialtyretailers.

（C）4.AcmeValves,Inc.,hasbeenasuccessfulplayerintheoilfieldsupplyindustryinthelast15years.Acmemaintaineditstraditionalstrategyandproductcharacteristicsoverthistimeperiod.But,Acmehasexperienceddeclinesinsalesandprofitsoverthelastfourquarters.TheCEOofAcmeshould

a.continuewiththeprovenstrategybecauseitsreturnsoverthelongrunareimportant.

b.focusonimprovingefficiencyofproductionandcostcontrol.

c.conductananalysisoftheexternalenvironment.

d.immediatelybeginmakingincrementaladjustmentstothetraditionalbusinessstrategyin

anefforttoimprovesales.

（A）5.Tobeeffective,whenshouldenvironmentalanalysisbeconducted?

a.onanon-goingbasis

b.quarterly

c.annually

d.every3-5years

（B）6.The____environmentiscomposedofelementsinthebroadersocietythatcaninfluenceanindustryandthefirmswithinit.

a.general

b.competitor

c.sociocultural

d.industry

（C）7.TheenvironmentalsegmentsthatcomprisethegeneralenvironmenttypicallywillNOTinclude

a.demographicfactors.

b.socioculturalfactors.

c.substituteproductsorservices.

d.technologicalfactors.

（B）8.AardvarkCorp.hasthreeproducts.Twoproductstogethermakeuptwo-thirdsofrevenuesand

constitute50percentofcompanyprofits.Aardvark!

ˉthirdproductmakesuponethirdofsales.Withprofitabilityfarabovetheindustryaverage,thisproductisresponsibleforonehalfofAardvark’sprofits.WhichofthefollowingstatementsregardingassessmentofthegeneralenvironmentisaccurateforAardvark?

a.Thecompanyshouldmonitorthegeneralenvironmentforchangesthatmighteffectthe

revenueofallproducts.

b.Thecompanyshouldmonitorthegeneralenvironmentforchangesthatmighteffectthe

profitabilityofthemostprofitableproducts.

c.Thecompanyshouldmonitorthegeneralenvironmentforchangesthatmighteffectthe

profitabilityofallproducts.

d.Thecompanyshouldmonitorthegeneralenvironmentforchangesthatmighteffectthe

revenueandprofitabilityofallproducts.

（B）9.WhichofthefollowingisNOTanactivityusedintheexternalenvironmentalanalysisprocess?

a.Scanning

b.Decrypting

c.Monitoring

d.Assessing

（D）10.Environmentalscanningwouldbemostimportantforwhichofthefollowingorganizations?

a.aproviderofhospiceservicesfortheterminallyill

b.awebdesigncompanycateringtosmallbusinesses

c.aneighborhoodsewerandwaterutility

d.amanufacturerofhouseholdlinens

（B）11.Theethicallyquestionablepracticeofplacing!

°ookies!

±onwebsitecustomers!

ˉpersonalharddrivesisanexampleofusingtheInternetfor

a.assessing.

b.monitoring.

c.forecasting.

d.scanning.

（D）12.Whenanalystsdevelopfeasibleprojectionsoffutureeventsandhowquicklytheywilloccurbasedonobservedchangesandtrends,theyareengagedin

a.scanning.

b.monitoring.

c.forecasting.

d.assessing.

（A）13.AgeneralenvironmentalanalysiscanbeexpectedtoproduceallofthefollowingEXCEPT

a.objectiveanswers.

b.recognitionofenvironmentalchanges.

c.identificationoforganizationalopportunities.

d.identificationoforganizationalthreats.

（C）14.ThetextdetailsdifferencesbetweenU.S.andEuropeanperspectivesongeneticallymodifiedfoods.Inwhichpart（s）ofananalysisofthegeneralenvironmentwouldthisappear?

a.Political/legal.

b.Technological.

c.Global.

d.Alloftheabove.

（B）15.Inanalyzingthedemographicsegmentofthegeneralenvironment,onetypicallyexaminesallofthefollowingfactorsEXCEPT

a.agestructure.

b.ethnicmix.

c.distributionofincome.

d.culturalvalues.

（C）16.Whichofthefollowingidentifiedinananalysisofthegeneralenvironmentisanopportunityforanentrepreneurwhowishestoopenabusinessdoing!

°FitnessforLife!

±physicalconditioningservice（strength,balance,andflexibilitytraining）inacityof100,000people?

a.theaverageageofthepopulationinhiscommunityishigh

b.thelevelofunemploymentinhiscommunityishigh

c.achiropractorandtwoindependentphysical