Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases 23th edition
C) developing competitively valuable resources and capabilities that rivals cannot easily match, copy, or trump with capabilities of their own.
D) focusing on a narrow market niche and winning a competitive edge by doing a better job than rivals of serving the special needs and tastes of buyers in the niche.
E) copying the attributes of a popular product or service.
73) A company achieves sustainable competitive advantage when
A) it has a profitable business model.
B) a sufficiently large number of buyers have a lasting preference for its products or services as compared to the offerings of competitors.
C) it is able to maximize shareholder wealth.
D) it is consistently able to achieve both its strategic and financial objectives.
E) its strategy and its business model are well matched and in sync.
74) A company's business strategy is not likely to include
A) actions to respond to changing market conditions or other external factors.
B) actions to strengthen competitiveness via strategic alliances and collaborative partnerships.
C) actions to strengthen internal capabilities and competitively valuable resources.
D) actions to manage the functional areas of the business.
E) management's actions to revise the company's financial and strategic performance targets.
75) Changing circumstances and ongoing managerial efforts to improve the strategy
A) account for why a company's strategy evolves over time.
B) explain why a company's strategic vision undergoes almost constant change.
C) make it very difficult for a company to have concrete strategic objectives.
D) make it very hard to know what a company's strategy really is.
E) are consistent with a planned strategy approach.
76) Under Armour, a multinational sports apparel company saw its sales drop in North America while sales in the Asia/Pacific rose 12 percent that same year. The company plans an entry into a new geographical location, Vietnam—which is considered an emerging market and also a potential supplier—with its established and best-selling product line: women’s running shorts. If you were advising Under Armour, what would you least be likely to recommend to this company?
A) Establish a distribution plan to set up more supply outlets than any other rivals in the location.
B) Devise a social media marketing plan that aims at the women’s fitness consumer segments with attractive advertisements and special offers on products.
C) Implement a diversification plan that aims at adding remote fitness classes by subscription.
D) Establish joint ventures or strategic partnerships with local smaller scale sports apparel retailers and offer them an exclusive product lineup.
E) Create a sales plan that aims to enhance initial sales and market penetration with low prices based on high operational costs.