Question 1

A manager is charged with assessing the availability of qualified personnel and the compensation packages necessary to attract new employees. This manger has been asked to assess an aspect of the company's ___________ environment.

operating

industry

remote

technological

Question 2

In terms of Michael Porter's work on competitive analysis, all of the following are major competitive positions EXCEPT:

low-cost differentiation.

merger/acquisition approach.

broad-market approach.

narrow-market-approach.

Question 3

Businesses that succeed in their markets but that earn lower profits than their competitors would appear at what point on Porter's Curve?

Niche.

Leader.

Market Share.

none of the above

Question 4

________________ are a firm's tangible and intangible capabilities that contribute to the strength of the firm.

Basic resources

Fundamental assets

Core competencies

Unique assets

Question 5

A firm's core competencies h A firm decides to conduct an internal analysis of strategic factors related to marketing, finance and accounting, production, personnel, quality management, information systems, organization, and general management. This firm has adopted the ____________ approach to internal analysis.

divisional

functional

value chain

organizational

Question 6

An organization can pursue a differentiated strategy in all of the following ways EXCEPT:

charging lower prices than competitors.

offering special product features.

offering higher quality products.

offering superior customer service.

Question 7

Imitation by competitors and contraction of demand in the target market segment are two of the risks of a:

cost-leadership strategy.

broad-market approach

differentiation strategy

focused strategy.

Question 8

________________ strategies build shareholder value by sharing skills and core competencies across multiple businesses.

Intensification

Diversification

Multiplication

Synergy

Question 9

Successful Boards of Directors typically do all of the following EXCEPT:

act to avoid risk

promote the firm's mission among important stakeholders.

direct committees to oversee specific tasks

monitor work of senior administrators

Question 10

The most resource intensive method of entering a foreign market is a _____________ based strategy

export/import

joint venture

licensing

wholly-owned subsidiary

Question 11

Which of the following option below best describles an example of an organizations weakness

material shortages

limited competion

inexperienced management

core competencies

Question 12

Which intelligent network agent can be used to make a customized news search?

Yahoo

Metaprices

Smartbots

Microsoft outlook

Question 13

Suppliers are of the five forces in porters five forces model and it can be difficult to control a supplier's leverage. Which action can you take with regard to a supplier to combat his leverage?

Know your suppliers key executives

Know your suppliers abilities to integrate

Know your suppliers strategies

Know your suppliers culture

Question 14

What is technology research and how does it differ from market research?

Preview

Question 15

How should a corporation scan the external environment for new technological developments? Who should be responsible?

Preview

Question 16

What is the importance of product and process R&D to competitive strategy?

Preview

Question 17

List any 6 reasons for CI systems failure?

Preview

Question 18

Explain the different types of Competitive intelligence systems?

Preview

Question 19

Wal-Mart Stores, Inc.: On Becoming the World's Largest Company

I. CASE ABSTRACT

In 2002, Wal-Mart Stores, Inc., with corporate headquarters in Bentonville, Arkansas, was not only the nation's largest discount department store chain, but also had surpassed Sears, Roebuck & Company as the largest retail organization in sales volume in the United States It was also considered the largest retailer in the world. The firm operated stores under a variety of names and retail formats including: Wal-Mart (discount department stores), SAM'S Clubs (wholesale and retail membership warehouses), Neighborhood Markets (small grocery/drug store formats), and Super centers (large combination general merchandise and grocery stores). In the international division, it operated stores in Canada, Mexico, Argentina, Brazil, Germany, the U.K., Puerto Rico, South Korea, and China. The McLane Company, a support division with over 36,000 customers, was the nation's largest distributor of food and merchandise to convenience stores and selected Wal-Marts, SAM'S Clubs, and Super centers. Sales for the year ending January 31, 2002 were approximately $218 billion, making Wal-Mart Stores, Inc. the largest company in the world as measured by annual revenue.

A major concern was Wal-Mart's spectacular growth and the dominance of the firm in the market. The firm was perceived to be in the accelerated development or growth stage of the institutional life cycle in which sales are increasing rapidly, profits are high, new stores are being opened, existing stores are being refurbished, the product line is being reevaluated, service offerings are being upgraded, automation is being introduced to store operation, and better management controls are being developed. What makes this situation unique is that the discount department store industry was perceived as being at maturity. The industry faced increased competition, leveling of sales, moderate profits by surviving firms, over-stored markets, and more complex operations problems than previously.
Senior management, including the CEO, Lee Scott, felt that the firm could continue to maintain its growth pace by "outmaneuvering the competition with innovative retailing concepts" even in the face of one of the most challenging retail environments in its history.

Answer the below question.

What are the strengths, weaknesses, opportunities and threats of Wal-Mart?

Preview

Question 20

In an Organisational context, which two of the following are weaknesses?

The location of a business in respect to the market place

A big increase in labour costs

An unstable workforce

The possibility of cheaper raw materials

Government grants offered for new market development

'ISO 9000 Quality' or 'Investors in People' accreditation

A poor after-sales service record