LESSON 4 MIDTERMS Flashcards

(33 cards)

1
Q

Is to develop a
finite list of opportunities that could benefit a
firm and threats that should be avoided.

A

external audit

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2
Q

The term suggests, the external audit is
not aimed at developing an exhaustive list of
every possible factor that could influence the
business; rather, it is aimed at identifying key
variables that offer actionable responses.

A

finite

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3
Q

As the term finite suggests, the external audit is
not aimed at developing an exhaustive list of
every possible factor that could influence the
business; rather, it is aimed at identifying key
variables that offer?

A

actionable responses.

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4
Q

translate into changes in consumer
demand for both industrial and consumer products and services.

A

Changes in external forces

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5
Q

affect the types of products developed, the nature of
positioning and market segmentation strategies, the type of services
offered, and the choice of businesses to acquire or sell. It also directly affect both suppliers and distributors.

A

External forces

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6
Q

approach to competitive advantage
advocates that external (industry) factors are more important than
internal factors in a firm achieving competitive advantage

A

The Industrial Organization (I/O) View

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7
Q

is determined largely by competitive
positioning within an industry, according to I/O advocates.

A

Competitive advantage

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8
Q

Increasing numbers of one-income households is an economic trend
in the United States and the whole world. T OR F?

A

FALSE (two-income households)

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9
Q

Individuals place a premium on time. T OR F

A

TRUE

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10
Q

People today are more willing than ever to pay for good service if it
limits inconvenience. T OR F

A

TRUE

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11
Q

have a direct impact on the potential
attractiveness of various strategies.

A

Economic factors

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12
Q

have a major impact on virtually all products, services, markets, and
customers.

A

Social, Cultural, Demographic, and Natural
Environment Forces

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13
Q

Older Americans are especially interested in
health care, financial services, travel, crime
prevention, and leisure. T OR F

A

TRUE

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14
Q

The world’s longest-living people are the?

A

JapaneseJapanese women living to
86.3 years and men living to 80.1 years on
average.

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14
Q

Japanese women living to
80.3 years and men living to 86.1 years on
average. T OR F

A

FALSE

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15
Q

By 2075, the United States will
have no racial or ethnic majority. T OR F

15
Q

The population of the world surpassed 8.0 billion in 2010.T OR F

16
Q

creating a different type of consumer and,
consequently, a need for different products, different services, and
different strategies.

17
Q

can represent key
opportunities or threats for both small and large organizations. These are also major regulators,
deregulators, subsidizers, employers, and customers of organizations

A

Political, governmental, and legal factors,

18
Q

has changed the very nature of opportunities and threats
by altering the life cycles of products, increasing the speed of
distribution, creating new products and services, erasing limitations
of traditional geographic markets, and changing the historical trade-
off between production standardization and flexibility.

19
Q

represent major opportunities and threats that must be considered
in formulating strategies. It can can dramatically affect
organizations’ products, services, markets, suppliers, distributors, competitors,
customers, manufacturing processes, marketing practices, and competitive position.

A

Technological forces

20
Q

technological changes can reduce or
eliminate cost barriers between businesses. T OR F

21
Q

No company or industry today is insulated against emerging technological developments. T OR F

22
Q

An important part of an external audit is identifying rival firms and
determining their strengths, weaknesses, capabilities, opportunities,
threats, objectives, and strategies.

A

Competitive Forces

23
is a systematic and ethical process for gathering and analyzing information about the competition’s activities and general business trends to further a business’s own goal
Competitive intelligence (CI)
24
Major competitors’ weaknesses can represent threat ; major competitors’ strengths may represent key external opportunities. T OR F
FALSE
25
Is a widely used approach for developing strategies in many industries. The intensity of competition among firms varies widely across industries.
Porter’s Five-Forces Model of competitive analysis
26
include customer surveys, market research, speeches at professional and shareholders’ meetings, television programs, interviews, and conversations with stakeholders.
Unpublished sources
27
include periodicals, journals, reports, government documents, abstracts, books, directories, newspapers, and manuals.
Published sources
28
allows strategists to summarize and evaluate economic, social, cultural, demographic, environmental, political, governmental, legal, techno- logical, and competitive information.
External Factor Evaluation (EFE) Matrix
29
identifies a firm’s major competitors and its particular strengths and weaknesses in relation to a sample firm’s strategic position.
Competitive Profile Matrix (CPM)
30
The weights and total weighted scores in both a CPM and an EFE do not have the same meaning. T OR F
FALSE ( SAME MEANING)
31
include both internal and external issues
critical success factors