Nov 15, 2020 · 27. Which of the following most accurately reflect a company's resource strengths? A. its core competencies, competitive capabilities, and valuable intangible assets B. sizes of its unit sales, revenues, and market share vis-à-vis those of key rivals C. sizes of its profit margins and return on investment vis-à-vis those of key rivals D. whether it has more primary …
Difficulty: Medium 17. A company's resource strengths are important because A)they pave the way for establishing a low-cost advantage over rivals. B)they represent its competitive assets and are big determinants of its competitiveness and ability to succeed in the marketplace.
Oct 19, 2016 · 17. (p. 100) A company's resource strengths are important because A. They pave the way for establishing a low-cost advantage over rivals B. They represent its competitive assets and are big determinants of its competitiveness and ability to succeed in the marketplace C.
Which of the following most accurately reflect a company's resource strengths? A. whether it has a more profitable business model than close rivals. B. sizes of its profit margins and return on investment vis-à-vis those of key rivals. C. whether it has more primary activities in its value chain than close rivals and a better overall value chain than these rivals.
The caliber of results the strategy is producing, specifically whether the company is achieving its financial and strategic objectives and whether it is an above-average industry performer
A. A company competence refers to a company's best-executed functional strategy and a core competence refers to a company's best-executed business strategy.
A. The key functional strategies (R&D, supply chain management, production, sales and marketing, HR and finance) a company is employing
A company's resources are competitive assets that are owned or controlled by the company and include
E. a core competence usually resides in a company's technology and physical assets (state-of-the-art plants and equipment, attractive real estate locations, and so on) whereas a distinctive competence usually resides in a company's human capital, information capital, or organizational capital.
a distinctive competence is a competitively relevant internal activity that a firm performs especially well relative to other internal activities, whereas a core competence is a competitively important activity performed by key strategic allies.
A. be competitively important, hard for competitors to copy or imitate, rare and something rivals lack, and not be easily trumped by the substitute resources/capabilities of rivals . A company that lacks a stand-alone resource that is competitively powerful may attempt to develop a competitive advantage through.
essentially involves constructing a "strategic balance sheet" where the company's resource strengths represent competitive assets and its resource weaknesses represent competitive liabilities. The external market opportunities that are most relevant to a company are the ones that.
A capability of the firm is not considered to be