A) performing industry value chain activities previously performed by suppliers or other companies engaged in earlier stages of the value chain.
B) linking with businesses within the array of value chain activities to eliminate competition and broaden the product offering.
C) capitalizing on company's underutilized managerial capabilities for achieving greater synergistic cost advantages.
D) reducing the opportunity for achieving greater product differentiation.
E) developing new skills and business capabilities.
G) A) and E)
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A) is a collaborative arrangement in which 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,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 is a merger.
G) C) and E)
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A) whether and when to go on the offensive and initiate aggressive strategic moves to improve the company's market position.
B) whether to bolster the company's market position by merging with or acquiring another company.
C) whether to form strategic alliances and collaborative partnerships to add to its accumulation of resources and competitive capabilities.
D) whether to integrate forward or backward into more stages of the industry value chain.
E) All of these choices are correct.
G) B) and E)
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A) market leaders that are vulnerable
B) runner-up firms with weaknesses in areas where the offensive-minded challenger is strong
C) small local and regional companies with limited capabilities
D) struggling enterprises that are on the verge of going under
E) other offensive-minded companies with a sizable war chest of cash and marketable securities
G) A) and B)
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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 make the purpose of the alliance obsolete
G) D) and E)
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A) granting volume discounts or better financing terms to dealers/distributors and providing discount coupons to buyers to help discourage them from experimenting with other suppliers or brands
B) signaling challengers that retaliation is likely in the event they launch an attack
C) publicly committing the company to a policy of matching a competitors' terms or prices
D) maintaining a war chest of cash and marketable securities
E) challenging struggling runner-up firms that are on the verge of going under
G) All of the above
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A) the increased time it takes to respond effectively to the fresh strategic moves of rival firms.
B) hollowing out the competitive capabilities a company needs to be a master of its own destiny.
C) impairing a company's capability to be a leader in product innovation.
D) increased vulnerability to shifts in buyer demand.
E) increased costs of differentiating the company's product/service from those of competitors.
G) C) and E)
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A) they do not produce the hoped-for outcomes,and changes to existing operations may not eventuate.
B) cost savings may prove smaller than expected.
C) gains in competitive capabilities may take substantially longer to materialize or may never do so.
D) efforts to mesh corporate cultures can stall due to formidable resistance from organization members,and key employees can become disenchanted and leave.
E) All of these choices are correct.
G) A) and B)
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A) have considerable expertise in supply chain management,transportation logistics,and inventory control techniques.
B) be able to achieve the same scale economies as outside suppliers and match or beat suppliers' production efficiency with no drop in quality.
C) have large state-of-the-art production facilities so that it can fully capture all economies of scale in producing parts and components.
D) have core competences in R&D,product design and engineering,and distribution logistics so that it will have adequate capabilities to produce and distribute parts and components in a timely and cost-effective manner.
E) have a distinctive competence in production process technology and at least a core competence in manufacturing R&D.
G) B) and D)
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A) is an offensive attack used by a market leader to steal customers away from unsuspecting smaller rivals.
B) involves a preemptive strike to secure an advantageous position in a fast-growing market segment.
C) works best when a company is the industry's low-cost leader.
D) offers growth in revenues and profits by discovering or inventing a new industry or distinct market segment that renders rivals largely irrelevant and allows a company to create and capture altogether new demand.
E) involves the use of highly creative,never-used-before strategic moves to attack the competitive weaknesses of rivals.
G) A) and E)
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A) it is best to be a fast follower than a first mover or a slow mover.
B) 0
C) fast followers find it easy to leapfrog the pioneer with even better next-generation products of their own.
D) a slow mover may not be unduly penalized and first-mover advantages can be fleeting.
E) being a first mover generally entails relatively low risk and carries a potentially big advantage.
F) there are nearly always big advantages to being a slow mover rather than an early mover, especially as concerns avoiding the "mistakes" of first or early movers.
H) A) and C)
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A) inability of partners to work well together
B) emergence of more attractive technological paths
C) changing conditions make the purpose of the alliance obsolete
D) disagreement over how to divide the added market share and profits gained from joint collaboration
E) diverging objectives and priorities
G) None of the above
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A) in allowing companies to bundle resources and competencies that are more valuable in a joint effort than when kept separate.
B) reducing costs,transferring skills,and expanding the product line.
C) enabling greater vertical integration.
D) in allowing the partners to transfer intellectual property rights and proprietary information.
E) in helping the partners to increase their respective market shares.
G) A) and E)
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A) they involve collaboration with suppliers or distribution allies or when both parties conclude that continued collaboration is in their mutual interests.
B) the alliance involves partners based in countries with distinctly different cultures and consumer buying habits and preferences.
C) both partners are experienced with strategic alliances and routinely enter into collaborative agreements with firms in peripheral industries.
D) the alliance involves joining forces in R&D to develop new technologies cheaper than a company could develop the technology on its own.
E) each partner has considerable resource weaknesses in the marketplace.
G) C) and D)
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A) when pioneering helps build a firm's image and reputation with buyers
B) when first-time customers remain strongly loyal to pioneering firms in making repeat purchases
C) when early commitments to new technologies,new-style components,new or emerging distribution channels,and so on can produce an absolute cost advantage over rivals
D) when moving first can constitute a preemptive strike,making imitation extra hard or unlikely
E) when pioneering leadership is more costly than followership
G) None of the above
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A) adopting or improving on good ideas of other companies (rivals or otherwise)
B) deliberately attacking those market segments where key rivals make big profits
C) launching a preemptive strike to capture a rare opportunity
D) offering an equally good or better product at a lower price
E) introducing new features or models to fill vacant niches in its overall product offering and better match the product offerings of key rivals
G) B) and C)
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