Which of the following analytical tools are particularly useful for determining whether a companys prices and costs are competitive quizlet?

Some indicators of how well a company's strategy is working include:

trends in the company's ____ and ____ growth,

trends in the company's ____,

the company's overall ____,

the company's customer ____,

the rate at which ____ are acquired,

changes in the company's ____ and ____ with customers,

evidence of improvement in internal processes such as defect rate, order fulfillment, delivery times, days of inventory, and employee productivity.

- involves using the results of both industry and competitive analysis and evaluations of the company's internal situation using the VRIN tests.

- is facilitated by analysis of the company's cost structure and customer value proposition relative to its rivals.

- sets the agenda for deciding what actions to take next to improve the company's performance and business outlook.

- entails locking in on what challenges the company has to overcome in order to be financially and competitively successful in the years ahead.

The two most important parts of SWOT analysis are

A. pinpointing the company's competitive assets and pinpointing its competitive liabilities.

B. identifying the company's resource strengths and identifying the company's best market opportunities.

C. identifying the external threats to a company's future profitability and pinpointing how many market opportunities it has.

D. drawing conclusions from the SWOT listings about the company's overall situation and translating these conclusions into strategic actions to better match the company's strategy to its resource strengths and market opportunities, correct the important weaknesses, and defend against external threats.

E. making accurate lists of the company's strengths, weaknesses, opportunities, and threats, and then using these lists as a basis for ascertaining how well the company's strategy is working.

A first-rate SWOT analysis sizes up a company's internal strengths and competitive deficiencies, its market opportunities, and the external threats to its future well-being. Simply listing a company's strengths, weaknesses, opportunities, and threats is not enough; the payoff from SWOT analysis comes from the conclusions about a company's situation and the implications for strategy improvement that flow from the four lists.

Managers can pursue any of several strategic approaches to reduce the costs of internally performed value chain activities and improve a company's cost competitiveness by

A. investing in productivity-enhancing, cost-saving technological improvements.

B. outsourcing internally performed activities to those able to perform the activities at a lower cost.

C. implementing the use of best practices, particularly for high-cost activities.

D. eliminating some cost-producing activities from the value chain, especially low value-added activities.

E. All of these choices are correct.

Ways to reduce costs of internally performed activities and improve cost competitiveness include: (1) implementing best practices, (2) revamping the value chain, (3) relocating high-cost activities, (4) outsourcing, (5) investing in productivity improvements, (6) finding ways to detour around the activities or items, (7) product redesign, and (8) reducing costs at the supplier or distributor level.

The five generic types of competitive strategies include

A) offensive strategies, defensive strategies, differentiation strategies, low-cost strategies, and first-mover strategies.
B) low-cost leadership, broad differentiation, best-cost provider, focused low-cost, and focused differentiation.
C) offensive strategies, defensive strategies, striving to be a market leader, technological leadership strategies, and product innovation strategies.
D) low-price strategies, premium price strategies, middle-of-the-road strategies, product leadership strategies, and market share leadership strategies.
E) attacking competitor strengths, attacking competitor weaknesses, market leadership strategies, low-cost leadership strategies, and product superiority strategies.

Benchmarking involves

A. comparing how different companies perform various value chain activities and then making cross-company comparisons of the costs of these activities.

B. checking whether a company has achieved more of its financial and strategic objectives over the past five years relative to the other firms it is in direct competition with.

C. studying whether a company's resource strengths are more/less powerful than the resource strengths of rival companies.

D. studying how a company's competitive capabilities stack up against the competitive capabilities of selected companies known to have world-class competitive capabilities.

E. comparing the best practices in one industry against the best practices in another industry.

Which one of the following is not a part of determining whether a company's prices and costs are competitive?

What is a first rate SWOT analysis?

Is a powerful tool for sizing up the company's competitive assets and determining?

Why is a weighted competitive strength analysis superior to an unweighted analysis quizlet?