1.
Why are modern firms generally not deeply verticallyintegrated?
Modern firms have less risky alternatives to manage buyers andsupplier than full integration
Modern firms are trying to undo vertical integration from twentyyears ago.
Modern firms prefer to outsource as much as possible tosuppliers and buyers to cut costs.
Modern firms rarely have problems with buyers and suppliers.
None of these
2.
For coca cola and pepsi cola, the huge amount of capitalinvested in bottling plants, trucks, labors, etc. means thattangible resources are more important than intangible resources intheir competitive advantage
8.
Who are stakeholders from a strategic managementperspective?
Anyone that has an equity stake in the firm.
Anyone who is dependent upon the firm for critical goods.
Anyone that can materially affect the firm.
Anyone that cares about the firm.
Anyone for whom the firm is ethically responsible.
9.
Which of the following is sufficient on its own to create acompetitive advantage
Making tradeoffs
Fit between strategy and core competencies
Industry structure
None of these are sufficient on their own
Difficulty in competitors imitating a completive advantage
13
A firm is in an industry that has seen major changes that haveled to plummeting profits for the firm. The CEO has decided to makeradical change to the firm's strategy and go in an entirely newdirection, changing from a differentiator strategy in the industryto a cost leadership strategy that has been successful for severalfirms during the change. Which is the best response to thisproposed strategic change from the CEO?
Do it because a firm must make a radical change if theenvironment changes radically.
Do it because there are plenty of examples to imitate and makethis strategy successful.
Do not do it because it is unlikely our firm can succeed againstestablished cost leaders.
Do not do it because it is very risky to make any majorchange.
