Week 2 quiz chapters 3 and

Public relations counseling opportunities are likely to grow in which of the following nonprofit areas? Similar to other top-level managers public relations managers need to3. The section of a public relations plan that provides an overview is referred to as4.

Week 2 quiz chapters 3 and

If you need assistance with this question too, please click on the Order button at the bottom of the page to get started. A companys cost competitiveness is largely a function ofhow efficiently it manages its internally performed value chain activities and the costs in the value chains of its suppliers and forward channel allies.

Based on both the chapter discussion and the summary in Figure 3. Which of the following statements is false? A dynamic capability is the ability to modify deepen or reconfigure the companys existing resources and capabilities in response to changes in the environment or market.

A header is text and / or graphics that print at the top of each page in a document.

Managers must look toward correcting competitive weaknesses that make the company vulnerable dampen profitability or disqualify it from pursuing an attractive opportunity. A companys internal strengths should always serve as the basis for its strategy. Managers need to keep close track of how cost effectively the company can deliver value to customers relative to its competitors.

A company that is at a disadvantage in the marketplace because it lacks competitively valuable resources possessed by rivalsshould adopt a new competitive strategy that might better match the circumstances of the marketplace. Factors that weaken rivalry among competing sellers includeslow growth in buyer demand.

Options for attacking the high costs of items purchased from suppliers do not includeintegrating backward into the business of high-cost suppliers and making the item in-house so as to better control the cost.

Strategic actions to reduce the costs of internally performed value chain activities and improve a companys cost competitivenessare likely to be most effective when they are aimed at lowering the costs of the value chain activities that a company performs internally.

George Orwell

The task of driving forces analysis is tocollectively 1 identify the driving forces 2 assess whether the drivers of change are acting individually or in concert to make the industry more or less attractive and 3 determine what strategy changes are needed to prepare for the impact of the driving forces.

A strategic group map is a helpful analytical tool fordetermining who competes most closely with whom; evaluating whether industry driving forces and competitive pressures favor some strategic groups and hurt others; and ascertaining whether the profit potential of different strategic groups varies due to the strengths and weaknesses in each groups respective market positions.

According to both the text discussion and the summary in Figure 3. In a companys broader macro-environment which of the following have strategic significance? The procedure for constructing a strategic group map involvesselecting variables for the maps axes that are highly correlated.

Two of the answers are correct: The rivalry among competing sellers in an industry intensifieswhen buyer demand for the product is growing rapidly. The industry or market opportunities that are most relevant to a company and those that its strategy should aim at capturing include opportunitiesthat offer important avenues for growth.

All of the these choices are correct. Which one of the following is not something that can be learned from doing a competitive strength assessment?

Every organization has many resources capabilities and routines; however those few things the company does really well and are performed with a very high proficiency are termeddistinct capabilities. Evaluating a companys resources capabilities and competitive strength relative to its rivals using VRIN tests does not include developing answers to which one of the following questions?

Is the resource or capability competitively valuable?

Plombier-nemours.com: ECO WEEK 3 QUIZ 2 CHAPTERS 3 AND 4

Is the resource or capability inimitable or hard to copy? Is the resource or capability rare?

Week 2 quiz chapters 3 and

How good is the companys value chain? Is the resource or capability nonsubstitutable or is it vulnerable to the threat of substitution from different types of resources and capabilities? Here you can fill out all the additional details for this particular paper grading rubric, academic style, number of sources etcafter which your paper will get assigned to a course-specific writer.ACC Week 11 Quiz 8 (Chapter 14) Question 1 Horizontal analysis evaluates a series of financial statement data over a period of time Question 2 Ale Corporation had net income of $, and paid dividends to common stockholders of $40, in is the leading online software.

Find this Pin and more on Activity Mode by Activity Mode. ECO WK 9 QUIZ 8 CHAPTERS 12 AND 13 See more. Question Quiz Week 2 (Chapters 3 & 4) 1. A company’s cost competitiveness is largely a function of how efficiently it manages its internally performed value chain activities and the costs in the value chains of its suppliers and forward channel allies.

whether it possesses more core competencies and competitive capabilities than rivals. Tutorials for Question - BUSN Quiz Week 2 (Chapters 3 & 4) - GRADED categorized under Business and General Business.

QNT Week 3 Quiz. $ Chapter 04, Section , Problem The president of a company has a hunch that there is a probability that the company will be successful in marketing a new brand of ice cream.

Is this a case of classical, relative frequency, or . Oct 15,  · For a batch of cookies (x2), he uses 3 pounds, and for a batch of muffins (x3) he uses 2 pounds. The local farmer can supply him with no more than 24 pounds per week. The local farmer can supply him with no more than 24 pounds per week.

Week 2 quiz chapters 3 and
Home - Quiz Answers