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The aircraft industry has long been dominated by two large aircraft manufacturers,Boeing and Airbus. The demand for major aircraft is low,and Boeing and Airbus aggressively compete for orders from airlines. What effect will these conditions have on the domestic airline industry?


A) It will make the airline industry more attractive because of decreased supplier power.
B) It will make the airline industry less attractive because of decreased supplier power.
C) It will make the airline industry more attractive because of increased supplier power.
D) It will make the airline industry more attractive because of a new entrant.

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Characteristics of the current economic segment include all of the following EXCEPT


A) general uncertainty.
B) a clear understanding of future economic opportunities and threats.
C) the inability of economists to provide valid and reliable predictions.
D) an expanding economy in Vietnam.

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Eavesdropping is an ethical way to obtain information about competitors' actions.

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Acme Valves,Inc.,has been a successful player in the oil field supply industry in the last 15 years. Acme maintained its traditional strategy and product characteristics over this time period. However,Acme has experienced declines in sales and profits over the last four quarters. The CEO of Acme should


A) continue with the proven strategy because its returns over the long run are important.
B) focus on improving efficiency of production and cost control.
C) conduct an analysis of the external environment.
D) immediately begin making incremental adjustments to the traditional business strategy in an effort to improve sales.

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Suppliers are powerful when


A) satisfactory substitutes are available.
B) they sell a commodity product.
C) they offer a credible threat of forward integration.
D) they are in a highly fragmented industry.

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When rival firms compete aggressively by trying to attract competitors' customers,this might be an indication of


A) an industry with low exit barriers.
B) increasing economies of scale.
C) slow industry growth.
D) high bargaining power among buyers.

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All of the following are implications of strategic groups EXCEPT


A) the strength of the five forces differs across strategic groups.
B) the strength of the five forces is the same across strategic groups.
C) competitive rivalry within strategic groups is greater than between strategic groups.
D) the closer the strategic groups are in terms of strategies, the greater is the likelihood of rivalry.

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Global warming and energy consumption trends are aspects of the that firms should monitor.


A) technological
B) physical
C) sociocultural
D) Economic segment of the general environment

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The technological segment of environmental analysis includes


A) institutions and activities involved with creating new knowledge and translating that knowledge into new outputs.
B) the determination of when machinery will need to be replaced in a given firm.
C) the need for new technology in order for a firm to gain a competitive advantage.
D) places where a firm's technology will allow that firm to dominate a given market.

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Case Scenario 2: B.B. Mangler. B.B. Mangler is a top U.S. business-to-business distributor of maintenance, repair, and service equipment, components, and supplies such as compressors, motors, signs, lighting and welding equipment, and hand and power tools. Its industry is typically referred to as MRO, an acronym for maintenance, repair, and supplies. MRO products are typically small and fairly inexpensive (such as light bulbs and washers), but often needed on short notice. Mangler states its strategy as having the "capacity to offer an unmatched breadth of lowest-total-cost MRO solutions to business." Mangler's GoMRO sourcing center for indirect spot buys locates products through its database of 8,000 suppliers and 5 million products. Mangler has 388 physical branches in the United States, including Puerto Rico (90 percent of sales), 184 in Canada, and 5 in Mexico. Customers include contractors, service and maintenance shops, manufacturers, hotels, governments, and health care and educational facilities. Mangler also provides materials-management consulting services. -(Refer to Case Scenario 2). What opportunities does the Internet provide to Mangler,both domestically and internationally?

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Answers to this question should suggest ...

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In analyzing the demographic segment of the general environment,one typically examines all of the following factors EXCEPT


A) age structure.
B) ethnic mix.
C) distribution of income.
D) cultural values.

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The European sovereign-debt crisis and political upheavals in Egypt,Tunisia,Libya,and Syria illustrate uncertainties in the political/legal segment of the general environment that could affect the performance of business firms.

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Exit barriers to a firm include all of the following EXCEPT


A) generic assets.
B) loyalty to employees.
C) governmental concern about job loss.
D) restrictive labor agreements.

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Because of threats and risks in the global environment,some firms choose to take a more cautious approach by


A) avoiding global markets altogether.
B) expanding only to developed countries.
C) focusing on global niche markets.
D) acquiring already established firms in foreign markets.

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Tablets such as the iPad have had little effect on the sale of PCs in the United States,and PC producers such as Taiwan's Acer Computers have experienced significant growth.

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Which of the following would be an example of the application of the next major technological opportunity for organizations?


A) Boeing's Dreamliner
B) Toyota's hybrid vehicles
C) Philip Morris International's smokeless tobacco
D) Amazon's Kindle

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Competitor analysis is focused on the factors and conditions influencing an industry's profitability potential.

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The more distant strategic groups are in terms of their strategies,the greater the likelihood of rivalry between the groups.

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The industry environment directly influences the firm and its competitive actions and responses.

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Applications developed for iPhones make the phone more valuable to iPhone users. App developers are______to


A) suppliers
B) customers
C) competitors
D) complementors

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