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Chapter5—Business-Level Strategy
TRUE/FALSE
1.The goal of business-level strategy is to earn above-average returns.
ANS: T PTS: 1 DIF: Medium REF: 98
2. A business-level strategy is an integrated and coordinated set of commitments
and actions designed to exploit core competencies and gain a competitive
advantage in specific product markets.
ANS: T PTS: 1 DIF: Medium REF: 98
3. A low-cost position in the industry is not a valuable defense against rivals
when competing on the basis of price.
ANS: F PTS: 1 DIF: Medium REF: 106-109
4. A risk of the differentiation strategy is that the firm’s means of
differentiation may eventually not provide value to the customer.
ANS: T PTS: 1 DIF: Easy REF: 110-113
5. A flexible manufacturing system is a computer-controlled process used to
produce a variety of products in moderate, flexible quantities with minimal
manual intervention.
ANS: T PTS: 1 DIF: Medium REF: 119
6. A customer relationship management system will allow firms to identify the
trade-offs that customers are willing to make between differentiated
features and low cost.
ANS: T PTS: 1 DIF: Easy REF: 119-120 MULTIPLE CHOICE
1. A firm’s core strategy is its ____ strategy.
a.corporate
b.pricing
c.business
d.international
ANS: C PTS: 1 DIF: Easy REF: 98
2.When selecting a business level strategy, the firm must determine all of the
following EXCEPT
a.How will the customer’s needs be satisfied
b.Who is the customer
c.What are the customers’ needs
d.Why should these customers’ needs be satisfied
ANS: D PTS: 1 DIF: Medium REF: 99
3.Before the firm decides what products to offer and what benefits and features
they will have, the firm must decide all the following questions EXCEPT
a.who the firm should serve.
b.what core competencies are needed to satisfy customer needs.
c.what needs the firm should satisfy.
d.when the customer’s needs should be satisfied.
ANS: D PTS: 1 DIF: Medium REF: 101-103
4.Business-level strategies are concerned specifically with
a.creating differences between the firm’s position and its rivals.
b.selecting the industries in which the firm will compete.
c.how functional areas will be organized within the firm.
d.how a business with multiple physical locations will operate one of those
locations.
ANS: A PTS: 1 DIF: Medium REF: 103
5.Which value creating strategies best satisfy customer needs
a.Firm resources
b.Capabilities
c.None of the above.
d.Core competencies
ANS: D PTS: 1 DIF: Medium REF: 103-104
6. A cost leadership strategy provides goods or services with features that are
a.acceptable.
b.unique.
c.substandar
d.
d.mediocr
e.
ANS: A PTS: 1 DIF: Easy REF: 106
7. A company pursuing the differentiation or focused differentiation strategy
would tend to
a.have highly efficient systems linking suppliers’ products with the firm’s
production processes.
b.have strong capabilities in basic research.
e economies of scale.
d.make investments in easy-to-use manufacturing technologies.
ANS: B PTS: 1 DIF: Medium
8.When a product’s unique attributes provide value to customers, the firm is
implementing
a. a differentiation strategy.
b. a cost leadership strategy.
c.an integrated cost leadership/differentiation strategy.
d. a single-product strategy.
ANS: A PTS: 1 DIF: Medium REF: 110
9.54. The focused differentiation strategy differs from the differentiation
strategy in that
a.the focused differentiators have a broader competitive scope.
b.the value-creating activities of focused differentiators are more
constrained.
c.there are fewer risks with the focused differentiation strategy.
d.focused differentiators target a narrower customer market.
ANS: D PTS: 1 DIF: Medium REF: 116-117
10.T he integration of a cost leadership and a differentiation strategy
a.is challenging because of the inherent difficulties in balancing primary and
support activities.
b.forces a firm to adapt more slowly to changes in its environment.
c.allows the firm to avoid being “stuck in the middle.”
d.requires such a large customer base that it is most practical for firms in
the global marketplace.
ANS: A PTS: 1 DIF: Hard REF: 117 | 119。