Question 1

Which of the following is the most likely substitute for commercial aircraft travel between Chicago and Tokyo?

Accepted Answer

A) Bicycle 
B) Teleconferencing 
C) Automobile 
D) Commuter train 
E) Walking 
A) Bicycle 
B) Teleconferencing 
C) Automobile 
D) Commuter train 
E) Walking

Question 2

Which of the following factors requires the least consideration when assessing supplier power relative to the downstream industry it sells to?

Accepted Answer

A) Competitiveness of the output market 
B) Purchase volume of downstream firms 
C) Availability of substitute inputs 
D) Threat of forward integration by suppliers 
E) Ability of suppliers to price discriminate 
A) Competitiveness of the output market 
B) Purchase volume of downstream firms 
C) Availability of substitute inputs 
D) Threat of forward integration by suppliers 
E) Ability of suppliers to price discriminate

Question 3

What entity as a supplier has the most substantial power over manufacturers in the commercial aircraft market?

Accepted Answer

A) Raw materials suppliers 
B) Airlines 
C) Aircraft leasing companies 
D) Unions 
E) Passengers 
A) Raw materials suppliers 
B) Airlines 
C) Aircraft leasing companies 
D) Unions 
E) Passengers

Question 4

Which of the following is not a potential limitation of the five-forces framework?

Accepted Answer

A) It pays little attention to factors that might affect demand 
B) It focuses on a whole industry rather than on individual firms that may occupy unique positions that insulate them from some competitive forces 
C) The framework does not explicitly account for the role of government, except when government is a supplier or buyer 
D) The framework provides a structured way to systematically work through wide-ranging and often complex issues 
E) The framework is a qualitative analysis method 
A) It pays little attention to factors that might affect demand 
B) It focuses on a whole industry rather than on individual firms that may occupy unique positions that insulate them from some competitive forces 
C) The framework does not explicitly account for the role of government, except when government is a supplier or buyer 
D) The framework provides a structured way to systematically work through wide-ranging and often complex issues 
E) The framework is a qualitative analysis method

Question 5

Which of the following is a trend that Chicago area hospitals should least likely be worried about with respect to pricing?

Accepted Answer

A) The FTC recently won an antitrust case that forced the members of the Evanston Northwestern Healthcare system to negotiate independently with insurers 
B) There has been considerable consolidation (hospital mergers)in regional submarkets, including the city of Chicago and the important North Shore suburbs 
C) Employers are asking employees to bear more of their own health care costs. At the same time some employers are reconsidering the decision to opt for wide, but costly MCO networks 
D) If regulatory barriers fall, entry by specialty hospitals in wealthier communities could skim off some of the areas' most profitable patients 
E) Employers, payers, regulators and patients are demanding and getting more information about hospital quality 
A) The FTC recently won an antitrust case that forced the members of the Evanston Northwestern Healthcare system to negotiate independently with insurers 
B) There has been considerable consolidation (hospital mergers)in regional submarkets, including the city of Chicago and the important North Shore suburbs 
C) Employers are asking employees to bear more of their own health care costs. At the same time some employers are reconsidering the decision to opt for wide, but costly MCO networks 
D) If regulatory barriers fall, entry by specialty hospitals in wealthier communities could skim off some of the areas' most profitable patients 
E) Employers, payers, regulators and patients are demanding and getting more information about hospital quality

Which of the following is the most likely substitute for commercial aircraft travel between Chicago and Tokyo?

Which of the following factors requires the least consideration when assessing supplier power relative to the downstream industry it sells to?

What entity as a supplier has the most substantial power over manufacturers in the commercial aircraft market?

Which of the following is not a potential limitation of the five-forces framework?

Which of the following is a trend that Chicago area hospitals should least likely be worried about with respect to pricing?

Basic Microeconomic Principles

Economies of Scale and Scope

Agency and Coordination

The Power of Principles - an Historical Perspective

The Vertical Boundaries of the Firm

Organizing Vertical Boundariesvertical Integration and Its Alternatives

Diversificationpart Threemarket and Competitive Analysis

Competitors and Competition

Strategic Commitment

The Dynamics of Pricing Rivalry

Entry and Exit

Strategic Positioning for Competitive Advantage

Sustaining Competitive Advantage

The Origins of Competitive Advantage, innovation, evolution, and Environment part Five internal Organization

Performance Measurement and Incentives in Firms

Strategy and Structure

Environment, power, and Culture

Filters

Exam 12: Industry Analysispart Fourstrategic Position and Dynamics

Which of the following is the most likely substitute for commercial aircraft travel between Chicago and Tokyo?

Which of the following factors requires the least consideration when assessing supplier power relative to the downstream industry it sells to?

What entity as a supplier has the most substantial power over manufacturers in the commercial aircraft market?

Which of the following is not a potential limitation of the five-forces framework?

Which of the following is a trend that Chicago area hospitals should least likely be worried about with respect to pricing?

Basic Microeconomic Principles

Economies of Scale and Scope

Agency and Coordination

The Power of Principles - an Historical Perspective

The Vertical Boundaries of the Firm

Organizing Vertical Boundariesvertical Integration and Its Alternatives

Diversificationpart Threemarket and Competitive Analysis

Competitors and Competition

Strategic Commitment

The Dynamics of Pricing Rivalry

Entry and Exit

Strategic Positioning for Competitive Advantage

Sustaining Competitive Advantage

The Origins of Competitive Advantage, innovation, evolution, and Environment part Five internal Organization

Performance Measurement and Incentives in Firms

Strategy and Structure

Environment, power, and Culture

Filters