Study Guide - Quiz 2 of 3

1. Which are factors to consider in identifying an industry's dominant economic features? 2. Understand deeply Porters Five Forces Model, and what makes each force stronger or weaker. 3. Competitive pressures stemming from buyer bargaining power tend to be weaker when? 4. Which are factors that causes buyer bargaining power to be stronger? 5. When is rivalry among established companies the lowest? 6. What are substitutes? The competitive pressures from substitute products tend to be stronger when? 7. Which of the following is not a good example of a substitute product that triggers stronger competitive pressures? 8. The bargaining leverage of suppliers is greater when? 9. Which one of the following increases the competitive pressures associated with the threat of entry? 10. What are entry barriers? Which of the following is generally not considered as a barrier to entry? 11. How can we tell whether the threat of a potential entry is a strong or weak competitive force is? 12. The most powerful of the five competitive forces is usually what? 13. Factors that cause the rivalry among competing sellers to be weak include 14. Rivalry among competing sellers is generally more intense when 15. The rivalry among competing firms tends to be more intense 16. Be able to tell when an industry is attractive or unattractive based on results of 5 forces. 17. As a rule, the stronger the collective impact of competitive pressures associated with the five competitive forces, the industry is more or less attractive and profitable? 18. What are the "driving forces" in an industry? 19. What is driving forces analysis? 20. Which of the following is not generally a "driving force" capable of producing fundamental changes in industry and competitive conditions? 21. Which one of the following is not a common type of driving force? 22. What are the key success factors in an industry? How do we identify them? 23. Which of the factors should a company consider when determining if an industry offers good prospects for attractive profits? 24. What are some indicators of how well a company's present strategy is working? 25. What do we mean by the resources of a company? 26. The common types of valuable resources and competitive capabilities that management should consider when crafting a strategy include: 27. What is a competence? A core competence? A distinctive competence? A capability? 28. What is a SWOT analysis and its purpose and benefits? 29. The market opportunities most relevant to a particular company are which ones?

30. The most important payoffs of doing a thorough SWOT analysis is?