Question 1

Moore (2006), define a business ecosystem as:

Accepted Answer

A)  intentional communities of economic actors 
B)  Intentional communities of competitors 
C)  Intentional communities of stakeholders 
D)  Intentional communities of industries 
A)  intentional communities of economic actors 
B)  Intentional communities of competitors 
C)  Intentional communities of stakeholders 
D)  Intentional communities of industries A

Question 2

Consortiums and interest groups can be found in:

Accepted Answer

A)  Broad ecosystem 
B)  Users\user communities 
C)  Business ecosystem 
D)  industrial ecology 
A)  Broad ecosystem 
B)  Users\user communities 
C)  Business ecosystem 
D)  industrial ecology A

Question 3

What is involved in the process of 'triangulation'?

Accepted Answer

A)  The development of options based on the combining of analysis methods 
B)  Development of competitive strategy 
C)  The use of three methods simultaneously 
D)  Mapping methods to select the appropriate one 
A)  The development of options based on the combining of analysis methods 
B)  Development of competitive strategy 
C)  The use of three methods simultaneously 
D)  Mapping methods to select the appropriate one A

Question 4

Strategic groups can be identified by mapping the position of competitors in an industry against two competitive criteria

Accepted Answer

A) True 
 B)False

Question 5

Network externality-also known as the network effect-describes a situation where the market structure that…

Accepted Answer

A)  aligns around a dominant standard, platform, or product 
B)  Aligns around the core competitors 
C)  Reflects the main links in the network 
D)  Represents a series of links to the node 
A)  aligns around a dominant standard, platform, or product 
B)  Aligns around the core competitors 
C)  Reflects the main links in the network 
D)  Represents a series of links to the node

Question 6

A limitation of the PESTEL framework is that it does not review the market specifics of competition for an organization.

Accepted Answer

A) True 
 B)False

Question 7

Which force is sometimes referred to as the sixth force in industry analysis?

Accepted Answer

A)  Complementarities 
B)  Substitutes 
C)  Parallel products 
D)  Disruptive products 
A)  Complementarities 
B)  Substitutes 
C)  Parallel products 
D)  Disruptive products

Question 8

Limitations to Porters five forces model include:

Accepted Answer

A)  A failure to take into account network effects 
B)  A failure to take into account non-competitive products 
C)  A failure to take into account services 
D)  A failure to acknowledge all of the industry forces 
A)  A failure to take into account network effects 
B)  A failure to take into account non-competitive products 
C)  A failure to take into account services 
D)  A failure to acknowledge all of the industry forces

Question 9

External environmental structures are:

Accepted Answer

A)  Physical 
B)  Social 
C)  Institutional 
D)  Industrial 
E)  Market 
A)  Physical 
B)  Social 
C)  Institutional 
D)  Industrial 
E)  Market

Question 10

How does Mauborgne (2009) describe the external analysis of the firm?

Accepted Answer

A)  A structuralist approach 
B)  A deconstructionist approach 
C)  A non-structural approach 
D)  A structural fallacy 
A)  A structuralist approach 
B)  A deconstructionist approach 
C)  A non-structural approach 
D)  A structural fallacy

Moore (2006), define a business ecosystem as:

Consortiums and interest groups can be found in:

What is involved in the process of 'triangulation'?

Strategic groups can be identified by mapping the position of competitors in an industry against two competitive criteria

Network externality-also known as the network effect-describes a situation where the market structure that…

A limitation of the PESTEL framework is that it does not review the market specifics of competition for an organization.

Which force is sometimes referred to as the sixth force in industry analysis?

Limitations to Porters five forces model include:

External environmental structures are:

How does Mauborgne (2009) describe the external analysis of the firm?

Interpreting Strategy

A Process-Practice Model of Strategy

Strategic Decision Making in Organizations

Strategic Organization: Purpose, Values, and Culture

Internal Environment: Resources, Capabilities, and Activities

Corporate Strategy and Structure

Strategies for Achieving Competitive Advantage

Functional Strategy and Performance

Strategies for Growth

Innovation, Disruption, and Digitalization

Competing in a Globalized World

Sustainability and Strategy

Leading Strategic Change

Designing Effective Strategy Activities

Strategy-In-Practice: Learning, Reflecting, Thinking

Filters

Exam 5: External Environment: Macro, Industry, and Competitive Settings

Moore (2006), define a business ecosystem as:

Consortiums and interest groups can be found in:

What is involved in the process of 'triangulation'?

Strategic groups can be identified by mapping the position of competitors in an industry against two competitive criteria

Network externality-also known as the network effect-describes a situation where the market structure that…

A limitation of the PESTEL framework is that it does not review the market specifics of competition for an organization.

Which force is sometimes referred to as the sixth force in industry analysis?

Limitations to Porters five forces model include:

External environmental structures are:

How does Mauborgne (2009) describe the external analysis of the firm?

Interpreting Strategy

A Process-Practice Model of Strategy

Strategic Decision Making in Organizations

Strategic Organization: Purpose, Values, and Culture

Internal Environment: Resources, Capabilities, and Activities

Corporate Strategy and Structure

Strategies for Achieving Competitive Advantage

Functional Strategy and Performance

Strategies for Growth

Innovation, Disruption, and Digitalization

Competing in a Globalized World

Sustainability and Strategy

Leading Strategic Change

Designing Effective Strategy Activities

Strategy-In-Practice: Learning, Reflecting, Thinking

Filters