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Out of 20 questions, you answered 5 correctly with a final grade of 25%
5 correct (25%)
15 incorrect (75%)
0 unanswered (0%)
The correct answer for each question is indicated by a .
Which of the following is not one of the questions that needs to be answered in thinking strategically about a company's industry and competitive environment?
What kinds of competitive forces are industry members facing, and how strong is each force?
What emerging opportunities and threats are evident in the industry environment?
What market positions do industry rivals occupy—who is strongly/weakly positioned and who is not?
What are the key factors for future competitive success?
What forces are driving changes in the industry, and what impact will these changes have on competitive intensity and industry profitability?
In identifying an industry's dominant economic features, there is a need to consider such things as
market size and growth rate, the number of buyers, the scope of competitive rivalry, the number of rivals, demand-supply conditions, product innovation, the degree of product differentiation, the presence of scale economies and/or learning/experience curve effects, and the pace of technological change.
the threat of additional entry into the industry and what the industry's key success factors are.
the strength of competitive pressures from producers of substitute products and which competitors are in which strategic groups.
the extent and importance of seller-supplier collaborative partnerships, the extent and importance of seller-buyer collaborative partnerships, and the bargaining leverage of sellers and buyers.
All of these.
According to both the text discussion and the summary in Figure 3.4, which of...