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A) expanding supplier power.
B) facilitating the coordination of production flows and avoiding bottlenecks.
C) establishing the framework for operating.
D) creating control factors across the value chain.
E) All of these.
G) None of the above
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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) A) and C)
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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 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) All of these.
G) C) and E)
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A) is a collaborative arrangement where companies join forces to defeat mutual competitive rivals.
B) involves two or more companies joining forces to pursue vertical integration.
C) is a formal agreement between two or more companies in which there is strategically relevant collaboration of some sort,the joint contribution of resources,shared risk,shared control,and mutual dependence.
D) is a partnership between two companies that is typically intended to eliminate the need to engage in outsourcing.
E) is usually a cheaper and more effective way for companies to join forces than a merger.
G) A) and B)
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A) Remain steadfast to current product features,models,and warranty terms to ensure resources are not diverted toward unproductive efforts.
B) Exclude volume discounts or better financing terms from the strategic response in order to maintain current profitability levels.
C) Gain product line exclusivity to force competitors to use other distributors.
D) Discourage buyers from leaving by offering expensive training and customer support services that highlight the quality of the product.
E) All of these.
G) B) and E)
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A) When moving first with a preemptive strike makes imitation difficult or unlikely.
B) When first-time buyers remain strongly loyal to pioneering firms in making repeat purchases.
C) When early commitments to new technologies,types of components,or emerging distribution channels produce an absolute cost advantage over rivals.
D) When markets are slow to accept the innovative product offering of a first-mover,and fast followers possess sufficient resources and marketing muscle to overtake a first mover.
E) When being a pioneer helps build a firm's image and reputation with buyers.
G) A) and C)
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D
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A) build,sustain,or enhance a core competence or competitive advantage.
B) block a competitive threat.
C) increase the bargaining power of alliance members over suppliers or buyers.
D) open up important new market opportunities.
E) All of these.
G) A) and D)
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A) Diverging objectives and priorities.
B) An inability to work well together.
C) The emergence of more attractive technological paths.
D) Disagreement over how to divide the profits gained from joint collaboration.
E) Changing conditions that render the purpose of the alliance obsolete.
G) B) and E)
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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 C)
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A) to be the first mover.
B) to be a fast follower.
C) to be a late mover (because it is cheaper and easier to imitate the successful moves of the leaders and moving late allows a company to avoid the mistakes and costs associated with trying to be a pioneer-first-mover disadvantages usually overwhelm first-mover advantages) .
D) to be the last-mover-playing catch-up is usually fairly easy and almost always is much cheaper than any other option.
E) to carefully weigh the first-mover advantages against the first-mover disadvantages and act accordingly.
G) A) and C)
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A) Picking a good partner.
B) Recognizing that the alliance must benefit both sides.
C) Minimizing the amount of resources that the partners commit to the alliance.
D) Ensuring that both parties live up to their commitments.
E) Structuring the decision-making process so actions can be taken swiftly when needed.
G) All of the above
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A) Vertical integration boosts a firm's capital investment in the industry,thus increasing business risk if the industry becomes unattractive later.
B) Vertical integration backward into parts and components manufacturing can impair a company's operating flexibility when it comes to changing out the use of certain parts and components.
C) Vertical integration reduces the opportunity for achieving greater product differentiation.
D) Forward or backward integration often calls for radically different skills and business capabilities than the firm possesses.
E) Vertical integration poses all kinds of capacity-matching problems.
G) A) and B)
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A) ensuring more costly components or services.
B) improving the company's inability to innovate by allying with "best-in-class" suppliers.
C) reducing the company's risk exposure to changing technology and/or changing buyer preferences.
D) increasing the firm's inability to assemble diverse kinds of expertise speedily and efficiently.
E) reducing its information technology and operational costs so that organizational flexibility is maintained.
G) C) and D)
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A) Being able to control the wholesale/retail portion of the industry value chain.
B) Fewer disruptions in the delivery of the company's products to end users.
C) Gaining better access to end users and better market visibility.
D) Broadening the company's product line.
E) Allowing the firm access to greater economies of scale.
G) B) and D)
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