
Competitive Forces in Strategy - Industry Examples
Quiz
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Other
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Professional Development
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Practice Problem
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Hard
Ehsan Abdollahzadeh
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10 questions
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1.
MULTIPLE CHOICE QUESTION
30 sec • 1 pt
According to Michael Porter, what are the five competitive forces that shape strategy?
Direct competitors, customers, suppliers, new entrants, substitute products
Direct competitors, employees, shareholders, government, substitute products
Direct competitors, customers, suppliers, government, substitute products
Direct competitors, employees, shareholders, new entrants, substitute products
2.
MULTIPLE CHOICE QUESTION
30 sec • 1 pt
In the airline industry, why is profitability low?
Intense price competition, low barriers to entry, powerful suppliers, presence of substitute products
Intense price competition, high barriers to entry, powerful suppliers, presence of substitute products
Intense price competition, low barriers to entry, powerful suppliers, absence of substitute products
Intense price competition, high barriers to entry, powerful suppliers, absence of substitute products
3.
MULTIPLE CHOICE QUESTION
30 sec • 1 pt
What is the main difference between zero-sum competition and positive-sum competition?
Zero-sum competition benefits only the consumer, while positive-sum competition benefits both companies and consumers
Zero-sum competition benefits both companies and consumers, while positive-sum competition benefits only the consumer
Zero-sum competition leads to destructive battles, while positive-sum competition allows companies to compete on different attributes
Zero-sum competition leads to constructive battles, while positive-sum competition allows companies to compete on different attributes
4.
MULTIPLE CHOICE QUESTION
30 sec • 1 pt
How can a company improve its circumstances in an unattractive industry?
Expand the whole profit pool of the industry, trigger a destructive battle with the head-to-head rival, focus on market share against rivals, relax the constraints holding back industry profitability
Expand the whole profit pool of the industry, avoid triggering a destructive battle with the head-to-head rival, focus on market share against rivals, relax the constraints holding back industry profitability
Shrink the whole profit pool of the industry, trigger a destructive battle with the head-to-head rival, focus on market share against rivals, relax the constraints holding back industry profitability
Shrink the whole profit pool of the industry, avoid triggering a destructive battle with the head-to-head rival, focus on market share against rivals, relax the constraints holding back industry profitability
5.
MULTIPLE CHOICE QUESTION
30 sec • 1 pt
What is the purpose of strategy in an organization?
To create confusion and complexity, to align all employees and reinforce each other's choices, to keep strategy documents locked in a safe, to focus on the latest trends and technological sensations
To align all employees and reinforce each other's choices, to create confusion and complexity, to keep strategy documents locked in a safe, to focus on the latest trends and technological sensations
To create confusion and complexity, to align all employees and reinforce each other's choices, to make strategy documents widely available, to focus on the latest trends and technological sensations
To align all employees and reinforce each other's choices, to create confusion and complexity, to make strategy documents widely available, to focus on the latest trends and technological sensations
6.
MULTIPLE CHOICE QUESTION
30 sec • 1 pt
What is the starting point for any strategy formulation process?
Industry analysis and understanding the competitive environment
Market analysis and understanding customer needs
Financial analysis and understanding profitability
Internal analysis and understanding organizational capabilities
7.
MULTIPLE CHOICE QUESTION
30 sec • 1 pt
Why is it important for employees, suppliers, and channels to know the company's strategy?
To keep the strategy a secret from competitors, to avoid confusion and complexity, to reinforce each other's choices, to prevent rivals from making different choices
To keep the strategy a secret from competitors, to create confusion and complexity, to reinforce each other's choices, to prevent rivals from making different choices
To make the strategy widely available, to avoid confusion and complexity, to reinforce each other's choices, to prevent rivals from making different choices
To make the strategy widely available, to create confusion and complexity, to reinforce each other's choices, to prevent rivals from making different choices
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