Exam 4: Evaluating a Companys Resources and Competitive Position

A) its percentage share of total industry revenues.
B) its percentage share of total industry losses.
C) its perceived importance in determining a company's competitive success in the marketplace.
D) its percentage share of total industry profits.
E) what it takes to provide better analytical balance between the companies with high ratings and the companies with low ratings and thus get the sum of the weights to add up to 1.0.

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A representative company value chain has...

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A) ascertain the internal marketplace of non-distinct divisions of the company.
B) ascertain which of a company's resources and capabilities are competitively valuable.
C) stimulate demand for a product.
D) ascertain to what extent a competitor can sustain a competitive advantage.
E) stimulate economic growth for companies within the industry.

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A) from published reports, industry research firms, and trade groups.
B) from talking to knowledgeable industry leaders.
C) from field trips to the facilities of competitors or non-competing firms.
D) from independent firms and consulting firms to gather best practices and comparative cost data without identifying competing firms.
E) from the classified government documents.

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A) organizational assets.
B) a resource bundle.
C) a resource capability.
D) functional method compilation.
E) an integrated asset advantage.

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A) enabling foundation of its business model.
B) equally valuable substitute resource providing a competitive advantage.
C) assessment of the availability of superior substitutes.
D) unsurpassed worker productivity and product quality.
E) unique piecework incentive system, providing a competitive advantage.

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A) probing the caliber of a firm's competitive assets relative to those of rival firms.
B) attaining price stability.
C) analyzing only internal strengths and weaknesses through a matrix comparison model.
D) cost-benefit analysis of the company's core product sales.
E) performing resource-specific activities within the organization to allocate available capital.

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The three best indicators of how well a ...

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Compiling a "worry list" of problems cre...

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A) a resource is a productive input or competitive asset, whereas a capability is the capacity of the firm to perform some internal activity competently.
B) a resource is a reserve supply or back-up supply function, whereas a capability is the ability to manage the resource function.
C) a resource is a mechanism used for carrying out some responsibility, whereas a capability possesses the ability to monitor the resource.
D) a resource represents the firm's fixed assets, whereas a capability defines whether the firm is competent to perform some function with these assets.
E) a resource represents the firm's human assets, whereas a capability defines the skills and knowledge of these human resources.

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A) the capacity of a firm to competently perform some internal activity.
B) referred to as a competence.
C) developed and enabled through the deployment of a company's resources or some combination of its resources.
D) a competitively valuable resource.
E) related to the level of resources available.

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Supplier-related cost disadvantages can ...

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A) how to improve a company's strategy by using company strengths and capabilities as cornerstones for its strategy
B) which market opportunities are best suited to a company's strengths and capabilities
C) which resource weaknesses and deficiencies need to be corrected so as to better enable the pursuit of important market opportunities and to better defend against certain external threats
D) how to turn a core competence into a distinctive competence
E) whether any of the company's resource strengths can be used to help lessen the impact of external threats

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A) resources assessment and the functional approach.
B) strengths valuations and weaknesses estimations.
C) sustainability resource allocation and resource bundling.
D) cross-functional analysis and collaborative resource methodology.
E) financial statement analysis and management support analysis.

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A) determine how competitively powerful the company's core competencies are.
B) learn if the company's market opportunities are better than those of its rivals.
C) learn whether a company has a distinctive competence.
D) learn how the company ranks relative to rivals on each of the important factors that determine market success and ascertain whether the company has a net competitive advantage or disadvantage vis-à-vis key rivals.
E) determine whether a company's resource strengths are sufficient to allow it to earn bigger profits than rivals.

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A) having higher earnings per share and a higher return on shareholders' equity investment than key rivals.
B) being totally self-sufficient such that the company does not have to rely in any way on key suppliers, partnerships with outsiders, or strategic alliances.
C) having proven technological expertise and an ability to churn out new and improved products on a regular basis.
D) having a larger number of competitive assets than competitive liabilities.
E) having more built-in key success factors than rivals.

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A) is a more competitively valuable strength than a competence because of the key role the activities play in the company's strategy.
B) typically has competitive value, the amount of which is reflected in the physical and tangible assets on a company's balance sheet.
C) usually is grounded in the technological expertise of a particular department or work group.
D) is more difficult for rivals to copy than a distinctive competence.
E) refers to a company's lowest-cost and most efficiently executed value-chain activity.

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