A) To alleviate their fears by committing to reduce the costs of value chain activities
B) To cause the challenger to begin the attack instead of waiting
C) To dissuade challengers from attacking or diverting them into using less threatening options
D) To create collaborative relationships with challengers
E) To insulate other firms from adverse impacts resulting from the challenge
G) A) and E)
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A) are nearly always superior alternatives to forming alliances or partnerships with these same companies.
B) may offer considerable cost-saving opportunities and can also be beneficial in helping a company try to invent a new industry.
C) are a particularly effective way of pursuing a blue-ocean strategy and an outsourcing strategy.
D) seldom are superior alternatives to forming alliances with these same companies because of the financial drain of using the company's cash resources to accomplish the merger or acquisition.
E) are one of the best ways for helping a company strongly differentiate its product offering and use a differentiation strategy to strengthen its market position.
G) A) and B)
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The principal advantages of strategic al...View Answer
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Typically,strategic alliances involve sh...View Answer
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A) eBay's online auction industry
B) NetJets' fractional jet ownership
C) Drybar's hair blowouts
D) Cirque de Soleil's live entertainment
E) Walmart's logistics and distribution
G) None of the above
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Strategic assets are a company's most va...View Answer
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When to make a strategic move is often a...View Answer
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A) Publicly announcing management's commitment to maintain market share
B) Publicly committing to a company policy of matching competitors' terms or pricing
C) Maintaining a war chest of cash and marketable securities
D) Making a strong counter-response to the moves of weak competitors
E) Announcing strong quarterly earnings potential to financial analysts
G) All of the above
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Two "best targets" for offensive attacks...View Answer
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A) causing the company to become partially integrated instead of being fully integrated.
B) hollowing out a firm's own capabilities and losing touch with activities and expertise that contribute fundamentally to the firm's competitiveness and market success.
C) hurting a company's R&D capability.
D) putting the company in the position of being a late mover instead of an early mover.
E) increasing the firm's risk exposure to both supply chain management failures and shifts in the composition of the industry value chain.
G) None of the above
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The merits of strategic alliances and co...View Answer
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A) pioneering helps build up a firm's image and reputation and creates strong brand loyalty.
B) buyers remain strongly loyal to pioneering firms because of incentives and switching costs barriers.
C) there is a steep learning curve and when learning can be kept proprietary.
D) moving first can constitute a preemptive strike,making imitation extra hard or unlikely.
E) market uncertainties make it difficult to ascertain what will eventually succeed.
G) A) and E)
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A) To gain quick access to new technologies or other resources and capabilities
B) To create a more cost-efficient operation out of the combined companies
C) To expand a company's geographic coverage
D) To facilitate a company's shift from a broad differentiation strategy to a focused differentiation strategy
E) To extend a company's business into new product categories
G) C) and D)
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A) Leapfrogging competitors by being first to market with next-generation products
B) Using hit-and-run or guerrilla warfare tactics to grab sales and market share
C) Launching a preemptive strike to secure an advantageous position that rivals are prevented or discouraged from duplicating
D) Pursuing continuous product innovation to draw sales and market share away from rivals
E) Being the final competitor to market a next-generation product so as to guarantee the product is operationally sound
G) A) and C)
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A) develops over time,out of effort and learning.
B) decreases a company's knowledge assets.
C) creates successful strategic alliances.
D) decreases a company's knowledge capabilities.
E) rapidly transfers assets into the strategic alliance.
G) A) and B)
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The most serious drawbacks to vertical i...View Answer
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A) are nearly always successful in achieving their desired purpose.
B) frequently do not produce the hoped-for outcomes.
C) are generally less effective than forming alliances or partnerships with these same companies.
D) are highly risky because of the financial drain that comes from using the company's cash resources to pay for the costs of the merger or acquisition.
E) are usually more successful in achieving cost reductions than in expanding a company's market opportunities.
G) A) and B)
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A) Lower the risk of being attacked
B) Weaken the impact of any attack that occurs
C) Pressure challengers to aim their efforts at other rivals
D) Help protect a competitive advantage
E) Harm the firm's competitive position
G) All of the above
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A) whether horizontal integration can limit the performance of strategy-critical activities in ways that increase cost,build expertise,protect proprietary know-how,or increase differentiation.
B) raising the firm's capital investment in the industry and increasing business risk,as well as providing less flexibility in accommodating shifting buyer preferences by locking the firm into relying on its own in-house activities.
C) the environmental costs of coordinating operations across vertical chain activities.
D) loss of technological know-how.
E) the difficulties faced in entering outside vertical and horizontal markets.
G) C) and D)
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A) working closely with outsiders is essential in developing new technologies and new products in virtually every industry.
B) cooperative arrangements with other companies are very helpful in racing against rivals to build a strong global presence and/or racing to seize opportunities on the frontiers of advancing technology.
C) they represent highly effective ways to achieve low-cost leadership and capture first-mover advantages.
D) they are a powerful way for companies to build loyalty and goodwill among customers with diverse needs and expectations.
E) they are quite effective in helping a company transfer the risks of threatening external developments to other companies.
G) A) and D)
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