Chapter 3 recap Flashcards

(40 cards)

1
Q

A firms macroenvironment consists of a wide range of political, economicm sociocultural, technological, ecological, and legal factors that can affect industry and firm performance

A

PESTEL

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2
Q

_____ factors describe the influence that governmental bodies can have on firms

A

political

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3
Q

_____ factors are to be considered are growth rates, interest rates, the employment level, price stability (infalation and deflation) , and currency exchange rates

A

economic

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4
Q

captures a society’s cultures, norms, and values

A

sociocultural

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5
Q

captures the application of knowledge to create new processes and products

A

technological

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6
Q

factors concern a firm’s regard for environmental issues such as the natural environment, climate change, and sustainable economic growth

A

ecological

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7
Q

capture the official outcomes of the political processes that manifest themselves in laws, mandates, regulations, and court decisoins

A

legal factors

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8
Q

a firms performance is more close related to its managers than to

A

external circumstances surrounding it (industry effects)

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9
Q

firm and industry effects, however, are interdependent because

A

they’re both relevant in determining firm performance

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10
Q

The profit potential of an industry is a function of the

A

five forces that shape competition

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11
Q

the five forces that shape compeition consist of

A

threat of entry, power of suppliers, power of buyers, threat of substitutes, and rivalry among existing competitors

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12
Q

The stronger a competitive force…

A

the greater the threat it represents

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13
Q

the weaker the competitive force….

A

the greater the opportunity it presents

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14
Q

a firm can shape an industry’s structure in..

A

its favor through its strategy

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15
Q

The competitive structure of an industry is largel captured by the

A

number and size of competitors in an industry

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16
Q

a perfectly competitive industry is characterized by many small firms,,,,

A

a commodity product, low entry barriers, and no pricing power for individual firms

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17
Q

a monopolistic industry is characterized by many firms, a

A

differentiated product, medium entry barriers, and some degree of pricing power

18
Q

a monopoly exists when there is onlt one large

A

firm supplying the market

19
Q

co-opetition (cooperating among competitors) can create a

A

postiive-sum game, resulting in a larger pie for everyone involved

20
Q

complements increase demand for the primary product,

A

enhancing the profit potential for the indsutry and the firma

21
Q

attractive industries for co-opertition are characterized by high entry barriers,

A

low exit barriers, low buyer and supplier power, a low threat of subsitutes and the availability of complements

22
Q

the more profitable an industry, the more attractive it becomes to competitors who must consider the

A

who, when, how, what, and where of entry

23
Q

the five choices consitute more than parts of a single decision point:

A

their consideration forms a strategic process unfolding over time. each choice involves multiple decisions including many dimensions

24
Q

includes questions about the full range of stakeholders

25
questions abbout the industry life cycle
when
26
about overcoming barriers to entry
how
27
about options regarding product market, value chain, geography, and business modell
what
28
about product positioning, pricing strategy, and potential partners
where
29
if industry's are dynamic they..
change over time
30
different conditions prevail in different industries,
directly affecting the firms competing in these industries and their profitability
31
in industry convergence, formerly unrelated industries begin to satisfy the same customer need
such convergence is often brought on by technological advances
32
set of firms within a specific indutry that pursue a similar stratefy in their quest for competitive advantage
a strategic group
33
what are the two strategic groups in an industry based on different strategies
one pursues a low-cost strategy and the other pursues a differentiation strategy
34
exisitng strategic groups may break into subgroups deined by the new strategic positioning of the
break-away cluster of firms
35
rivalry among firms of the same strategic group is
more intense than the rivarly between strategic groups: intra-group rivalry exceeds intergroup rivalry
36
strategic groups are affected differently by the
external environment and the 5 competitve forces
37
some strategic groups are more
profitable than othersmov
38
movement between strategic groups is restricted by mobility barriers which are industry-specific factors that separate
one strategic group from another
39
movement between strategic subgroups can be
achieved more easily
40