Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
10 Cards in this Set
- Front
- Back
|
A company's "macro-environment" refers to: |
The strategically relevant factors outside a company's industry boundaries -- economic conditions, political factors, socio-cultural forces, technological factors, environmental factors, and legal/regulatory conditions. |
|
|
Which one of the following is not part of a company's macro-environment? |
The company's resource strengths, resource weaknesses, and competitive capabilities. Is: economic conditions in the economy at large, political factors and socio-cultural forces, technological factors and legal/regulatory conditions, the immediate industry and competitive environment in which the company operates. |
|
|
Which one of the following is part of a company's macro-environment? |
The pace of technological change factors and legal and regulatory conditions. |
|
|
Which of the following is not one of the principal components of strategic significance in the PESTEL analysis? |
Environmental forces that include the competitive structure, the degree of industry fragmentation, and the mobility barriers that inhibit business. Is: Political factors including the extent to which government intervenes in the economy/economic conditions that include the general economic climate and specific factors such as interest rates, inflation rate, and unemployment rate, as well as conditions in the stock and bond market that can affect consumer confidence/socio-cultural forces including societal value, attitudes, cultural factors, and lifestyles that impact business/technological factors includes the pace of change and technical developments that have the potential for impacting society. |
|
|
Which of the following is not a factor to consider when identifying economic conditions in the macro-environment? |
The combined strength of the competitive factors influencing the firm and their implications for strategic momentum and the moves and countermoves of rivals impacted by the economy at large. Is: The movement and influences of exchange rate, the inflation rate and per capita domestic product on the industry/the implications of trade deficits or surpluses on the macro-environment/the strategically relevant general economic climate outside the firm's industry boundaries/conditions in the markets for stocks and bonds, which can affect consumer confidence and discretionary income |
|
|
Which of the following factors represent the strategically relevant political factors in the macro-environment that will influence the performance of all firms across the board? |
The strength of the federal banking system |
|
|
Which of the following is not a major question to ask in thinking strategically about industry and competitive conditions in a given industry? |
How many companies in the industry have good track records for revenue growth and profitability? Is: What strategic moves are rivals likely to make next?/What are the industry's key factors for future competitive success?/Is the outlook for the industry conducive to providing attractive profitability?/What are the driving forces in the industry, and what impact will these changes have on competitive intensity and industry profitability? |
|
|
Thinking strategically about the industry and competitive environment involves in-depth analysis and evaluation of such consideration as: |
The market positions of industry rivals and their relative strength, and the competitive forces rivals are facing and what impact they will have on competitive intensity and industry profitability. |
|
|
The most powerful and widely used tool for diagnosing the principle competitive pressures in a market is the: |
Five Forces Model |
|
|
The competitive pressures on companies within an industry comes from those: |
All of these. Associated with the market maneuvering and jockeying for buyer patronage that goes on among rival firms in the industry/companies in other industries attempting to win buyers over to their substitute products./associated with the threat of new entrants into the marketplace./associated with the bargaining power of suppliers and customers |
