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    Competitive Intelligence and Analysis

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    Question 1 20 points Save

    A manager is charged with assessing the availability of qualified personnel and the compensation packages necessary to attract new employees. This manger has been asked to assess an aspect of the company's ___________ environment.

    operating

    industry

    remote

    technological

    Question 2
    20 points Save

    In terms of Michael Porter's work on competitive analysis, all of the following are major competitive positions EXCEPT:

    low-cost differentiation.

    merger/acquisition approach.

    broad-market approach.

    narrow-market-approach.

    Question 3
    20 points Save

    Businesses that succeed in their markets but that earn lower profits than their competitors would appear at what point on Porter's Curve?

    Niche.

    Leader.

    Market Share.

    none of the above

    Question 4
    20 points Save

    ________________ are a firm's tangible and intangible capabilities that contribute to the strength of the firm.

    Basic resources

    Fundamental assets

    Core competencies

    Unique assets

    Question 5
    20 points Save

    A firm's core competencies h A firm decides to conduct an internal analysis of strategic factors related to marketing, finance and accounting, production, personnel, quality management, information systems, organization, and general management. This firm has adopted the ____________ approach to internal analysis.

    divisional

    functional

    value chain

    organizational

    Question 6
    20 points Save

    An organization can pursue a differentiated strategy in all of the following ways EXCEPT:

    charging lower prices than competitors.

    offering special product features.

    offering higher quality products.

    offering superior customer service.

    Question 7
    20 points Save

    Imitation by competitors and contraction of demand in the target market segment are two of the risks of a:

    cost-leadership strategy.

    broad-market approach

    differentiation strategy

    focused strategy.

    Question 8
    20 points Save

    ________________ strategies build shareholder value by sharing skills and core competencies across multiple businesses.

    Intensification

    Diversification

    Multiplication

    Synergy

    Question 9
    20 points Save

    Successful Boards of Directors typically do all of the following EXCEPT:

    act to avoid risk

    promote the firm's mission among important stakeholders.

    direct committees to oversee specific tasks

    monitor work of senior administrators

    Question 10
    20 points Save

    The most resource intensive method of entering a foreign market is a _____________ based strategy

    export/import

    joint venture

    licensing

    wholly-owned subsidiary

    Question 11
    20 points Save

    Which of the following option below best describles an example of an organizations weakness

    material shortages

    limited competion

    inexperienced management

    core competencies

    Question 12
    20 points Save

    Which intelligent network agent can be used to make a customized news search?

    Yahoo

    Metaprices

    Smartbots

    Microsoft outlook

    Question 13
    20 points Save

    Suppliers are of the five forces in porters five forces model and it can be difficult to control a supplier's leverage. Which action can you take with regard to a supplier to combat his leverage?

    Know your suppliers key executives

    Know your suppliers abilities to integrate

    Know your suppliers strategies

    Know your suppliers culture

    Question 14
    20 points Save

    What is technology research and how does it differ from market research?

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    Question 15
    20 points Save

    How should a corporation scan the external environment for new technological developments? Who should be responsible?

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    Question 16
    20 points Save

    What is the importance of product and process R&D to competitive strategy?

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    Question 17
    20 points Save

    List any 6 reasons for CI systems failure?

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    Question 18
    20 points Save

    Explain the different types of Competitive intelligence systems?

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    Question 19
    20 points Save

    Wal-Mart Stores, Inc.: On Becoming the World's Largest Company
    I. CASE ABSTRACT
    In 2002, Wal-Mart Stores, Inc., with corporate headquarters in Bentonville, Arkansas, was not only the nation's largest discount department store chain, but also had surpassed Sears, Roebuck & Company as the largest retail organization in sales volume in the United States It was also considered the largest retailer in the world. The firm operated stores under a variety of names and retail formats including: Wal-Mart (discount department stores), SAM'S Clubs (wholesale and retail membership warehouses), Neighborhood Markets (small grocery/drug store formats), and Super centers (large combination general merchandise and grocery stores). In the international division, it operated stores in Canada, Mexico, Argentina, Brazil, Germany, the U.K., Puerto Rico, South Korea, and China. The McLane Company, a support division with over 36,000 customers, was the nation's largest distributor of food and merchandise to convenience stores and selected Wal-Marts, SAM'S Clubs, and Super centers. Sales for the year ending January 31, 2002 were approximately $218 billion, making Wal-Mart Stores, Inc. the largest company in the world as measured by annual revenue.
    A major concern was Wal-Mart's spectacular growth and the dominance of the firm in the market. The firm was perceived to be in the accelerated development or growth stage of the institutional life cycle in which sales are increasing rapidly, profits are high, new stores are being opened, existing stores are being refurbished, the product line is being reevaluated, service offerings are being upgraded, automation is being introduced to store operation, and better management controls are being developed. What makes this situation unique is that the discount department store industry was perceived as being at maturity. The industry faced increased competition, leveling of sales, moderate profits by surviving firms, over-stored markets, and more complex operations problems than previously.
    Senior management, including the CEO, Lee Scott, felt that the firm could continue to maintain its growth pace by "outmaneuvering the competition with innovative retailing concepts" even in the face of one of the most challenging retail environments in its history.
    Answer the below question.
    What are the strengths, weaknesses, opportunities and threats of Wal-Mart?

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    Question 20
    20 points Save

    In an Organisational context, which two of the following are weaknesses?

    The location of a business in respect to the market place

    A big increase in labour costs

    An unstable workforce

    The possibility of cheaper raw materials

    Government grants offered for new market development

    'ISO 9000 Quality' or 'Investors in People' accreditation

    A poor after-sales service record

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    https://brainmass.com/computer-science/javascript/competitive-intelligence-93175

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