Multipla Escolha 2

8/11/2019 Multipla Escolha 2

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Chapter 2: Evaluating a Firms External Environment 11

CHAPTER 2: EVALUATING A FIRMS EXTERNAL ENVIRONMENT

TRUE/FALSE QUESTIONS

1. A firm's general environment consists of broad trends in the context ithin hichthe firm operates that can have an impact on the firms strategic choices.

!rueFalse

Answer: !rue Page: "# !""!#$%&': Eas$ C(a)&er O*+e#&!,e: 1

2. %n general& technological change creates opportunities& but not threats.!rue

False

Answer: False Page: " !""!#$%&': (oderate C(a)&er O*+e#&!,e: 1

". !he aging of the )bab$ boomer* generation in American societ$ is an example of a

demographic trend.!rue

False

Answer: !rue Page: " !""!#$%&': (oderate C(a)&er O*+e#&!,e: 1

#. Culture is the values& beliefs and norms that guide a behavior in a societ$& and

culture is largel$ the same across the orld.

!rueFalse

Answer: False Page: "+ !""!#$%&': (oderate C(a)&er O*+e#&!,e: 1

. A severe recession that lasts for several $ears is ,non as a depression.

!rue

False

Answer: !rue Page: "- !""!#$%&': Eas$ C(a)&er O*+e#&!,e: 1

+. %n the structureconductperformance model& the term structure refers to industr$

structure& measured b$ such factors as the number of competitors in an industr$.!rue

False

Answer: !rue Page: "/ !""!#$%&': (oderate C(a)&er O*+e#&!,e: 2

-. %n the structureconductperformance model& the term performance refers solel$ to

the performance of individual firms.!rue

False

Answer: False Page: #0 !""!#$%&': (oderate C(a)&er O*+e#&!,e: 2


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art %

. %n a perfectl$ competitive industr$& there are large numbers of firms operating in

the industr$ hose products and services are similar to each other& and it is not

ver$ costl$ for firms to enter into or exit these mar,ets.!rue

False

Answer: !rue Page: #0 !""!#$%&': (oderate C(a)&er O*+e#&!,e: 2

/. !he 3C model assumes that an$ competitive advantages a firm has in an

industr$ must benefit societ$.!rue

False

Answer: False Page: #0 !""!#$%&': 4ard C(a)&er O*+e#&!,e: 2

10. According to the 3C model& attributes of the industr$ structure ithin hich a

firm operates define the range of options and constraints facing a firm.

!rue

FalseAnswer: !rue Page: #0 !""!#$%&': (oderate C(a)&er O*+e#&!,e: 2

11. !he five forces frameor, is based on the 3C model and identifies the five most

common threats facing firms from their local competitive environment and the

conditions under hich these threats are more or less li,el$ to be present.!rue

False

Answer: !rue Page: #1 !""!#$%&': Eas$ C(a)&er O*+e#&!,e: "

12. 5ithin the five forces frameor,& hen all five threats are ver$ high competition in

the industr$ begins to approach a monopol$.

!rueFalse

Answer: False Page: #2 !""!#$%&': (oderate C(a)&er O*+e#&!,e: "

1". (onopolisticall$ competitive industries consist of onl$ a single firm.

!rue

False

Answer: False Page: #2 !""!#$%&': 4ard C(a)&er O*+e#&!,e: "

1#. !o a firm see,ing competitive advantage& an environmental threat is an$ individual&

group& or organi6ation outside a firm that see,s to reduce the level of that firmsperformance.

!rue

False

Answer: !rue Page: #1 !""!#$%&': (oderate C(a)&er O*+e#&!,e: "

12


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Chapter 2: Evaluating a Firms External Environment 1"

1. !he threat of entr$ in an industr$ depends on the cost of entr$& and the cost of entr$&

in turn& depends upon the existence and )height* of barriers to entr$.

!rue

False

Answer: !rue Page: #" !""!#$%&': Eas$ C(a)&er O*+e#&!,e: "

1+. 7iseconomies of scale exist in an industr$ hen a firms costs fall as a function ofthat firm's volume of production.

!rue

False

Answer: False Page: #" !""!#$%&': (oderate C(a)&er O*+e#&!,e: "

1-. 8rand identification and customer lo$alt$ serve as entr$ barriers because neentrants not onl$ have to absorb the standard costs associated ith starting

production in a ne industr$& but also have to absorb the costs associated ith

overcoming incumbent firms differentiation advantages.

!rueFalse

Answer: !rue Page: # !""!#$%&': (oderate C(a)&er O*+e#&!,e: "

1. roprietar$ technolog$ is more important as a barrier to entr$ than is managerial

,no ho.

!rueFalse

Answer: False Page: #+ !""!#$%&': 4ard C(a)&er O*+e#&!,e: "

1/. 9earningcurve cost advantages are present hen the cost of production falls ith

the cumulative volume of production.!rue

False

Answer: !rue Page: #- !""!#$%&': Eas$ C(a)&er O*+e#&!,e: "

20. !he threat of rivalr$ tends to be high in an industr$ hen firms are able tomeaningfull$ differentiate their products.

!rue

False

Answer: False Page: # !""!#$%&': (oderate C(a)&er O*+e#&!,e: #

21. %n an industr$ the products or services provided b$ a firms rivals meetapproximatel$ the same customer needs in the same a$ as the products or servicesprovided b$ the firm itself& but substitutes meet approximatel$ the same customer

needs but do so in different a$s.

!rueFalse

Answer: !rue Page: #/ !""!#$%&': 4ard C(a)&er O*+e#&!,e: #


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art %

22. A firms suppliers pose a greater threat if the suppliers industr$ has a large number

of firms& none of hich dominate the suppl$ing industr$& than if the suppliers

industr$ is dominated b$ a small number of firms.!rue

False

Answer: False Page: #/ !""!#$%&': 4ard C(a)&er O*+e#&!,e: "

2". 3uppliers are a greater threat to firms in an industr$ hen suppliers are threatened

b$ substitutes.!rue

False

Answer: False Page: 0 !""!#$%&': (oderate C(a)&er O*+e#&!,e: #

2#. !he threat of bu$ers is greater if the products or services that are being sold to

bu$ers are standard and not differentiated than if the products sold to bu$ers are

highl$ differentiated.

!rueFalse

Answer: !rue Page: 1 !""!#$%&': (oderate C(a)&er O*+e#&!,e: "

2. %f the oner of a eelr$ store ho normall$ purchased diamonds from a diamond

bro,erage firm ere to open its on diamond bro,erage firm& this ould be anexample of forard vertical integration.

!rue

False

Answer: False Page: 1 !""!#$%&': (oderate C(a)&er O*+e#&!,e: "

2+. %n general& it is rarel$ the case that all five forces in the five forces frameor, ill

be e;uall$ threatening at the same time.!rue

False

Answer: !rue Page: 2 !""!#$%&': Eas$ C(a)&er O*+e#&!,e: "

2-. 3ophisticated softare can enhance the value that customers receive from a

personal computer. !herefore& softare can be said to be a complementor of a

personal computer.!rue

False

Answer: !rue Page: " !""!#$%&': (oderate C(a)&er O*+e#&!,e:

2. According to 8radenburger and


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2/. %t is possible for a single firm to be a complementor of one firm and a competitor of

another.

!rueFalse

Answer: !rue Page: # !""!#$%&': (oderate C(a)&er O*+e#&!,e:

"0. An emerging industr$ is an industr$ in hich a large number of small or medium

si6ed firms operate and no small set of firms has a dominant mar,et share or creates

dominant technologies.!rue

False

Answer: False Page: + !""!#$%&': (oderate C(a)&er O*+e#&!,e: +

"1. !he maor opportunit$ facing firms in fragmented industries is the implementation

of strategies that begin to consolidate the industr$ into a smaller number of firms.

!rueFalse

Answer: !rue Page: + !""!#$%&': Eas$ C(a)&er O*+e#&!,e: +

"2. First movers that invest onl$ in technolog$ usuall$ obtain sustained competitive

advantages& even if the$ do not tie up strategicall$ valuable resources in an industr$

before their full value is idel$understood.!rue

False

Answer: False Page: - !""!#$%&': (oderate C(a)&er O*+e#&!,e: +

"". %f $ou ere to purchase a ne Apple iod& and ere unable to use $our previousl$donloaded librar$ of digital music ith $our ne iod& this ould be an example

of a customersitching cost $ou ould incur to use Apples product.!rue

False

Answer: !rue Page: !""!#$%&': 4ard C(a)&er O*+e#&!,e: +

"#. (ature industries are characteri6ed b$ elements such as sloing groth in total

industr$ demand& a slodon in increases in product capacit$& and an overall

increase in the profitabilit$ of firms in the industr$.!rue

FalseAnswer: False Page: / !""!#$%&': 4ard C(a)&er O*+e#&!,e: +

". roduct innovation is an effort to refine and improve a firms current processes.

!rueFalse

Answer: False Page: +1 !""!#$%&': (edium C(a)&er O*+e#&!,e: +


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art %

"+. =uotas can act as an entr$ barrier hen the$ increase the price of an imported good

or service above the price of the same good or service produced b$ a domestic firm.

!rueFalse

Answer: False Page: + !""!#$%&': (edium C(a)&er O*+e#&!,e: -

"-.


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Chapter 2: Evaluating a Firms External Environment 1-

#2. All of the folloing are elements of the general environment except

A. technological trends.

8. demographic trends.

C. industrial trends.7. cultural trends.

Answer:C Page: " !""!#$%&': (oderate C(a)&er O*+e#&!,e: 1

#". >>>>>>>>>>> is?are the distribution of individuals in a societ$ in terms of age& sex&

marital status& income& ethnicit$& and other personal attributes that ma$ determine

bu$ing patterns.A. 7emographics

8. Economics

C. !echnological trends7. Culture

Answer:A Page: " !""!#$%&': Eas$ C(a)&er O*+e#&!,e:1

##. !he values& beliefs and norms that guide behavior in societ$ are ,non asA. climate.

8. demographics.

C. economics.7. culture.

Answer:7 Page: "+ !""!#$%&': Eas$ C(a)&er O*+e#&!,e: 1

#. 5hen activit$ in an econom$ is relativel$ lo for a short period of time& the

econom$ is said to be in a

A. recession.

8. depression.

C. prosperous c$cle.7. boom.

Answer:A Page: "- !""!#$%&': (oderate C(a)&er O*+e#&!,e: 1

#+. Civil ars& political coups& terrorism& ars beteen countries& famines& and countr$

or regional economic recessions are all examples of hich element of the generalenvironment@

A. 7emographics

8. 3pecific international events

C. Economics7. Culture

Answer:8 Page: " !""!#$%&': (oderate C(a)&er O*+e#&!,e: 1


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art %

#-. %n the 3C model& >>>>>>>>>>>>>> refers to the strategies that firms in an

industr$ implement.

A. structure8. strateg$

C. conduct

7. performanceAnswer:C Page: "/ !""!#$%&': (oderate C(a)&er O*+e#&!,e: 2

#. %n a perfectl$ competitive industr$A. there are relativel$ fe firms operating in the industr$.

8. the products and services sold b$ firms in the industr$ are ver$ different from each

other.

C. it is ver$ costl$ for firms to enter the industr$.7. it is not ver$ costl$ for firms to exit the industr$.

Answer:7 Page: #0 !""!#$%&': 4ard C(a)&er O*+e#&!,e: 2

#/. 5ithin the five forces frameor,& the five most common threats facing firms fromtheir competitive environment include each of the folloing except

A. substitutes.8. complementors.

C. suppliers.

7. bu$ers.

Answer:8 Page:#1 !""!#$%&':(oderate C(a)&er O*+e#&!,e: "

0. Firms in industries characteri6ed b$ >>>>>>>>>>>>>>> can expect to earn onl$

competitive parit$.A. perfect competition

8. monopolistic competition

C. oligopol$7. monopol$

Answer:A Page: #2 !""!#$%&':4ard C(a)&er O*+e#&!,e: "

1. 5hich t$pe of competition is characteri6ed b$ a large number of firms&

heterogeneous products and lo cost of entr$ and exit@

A. erfect competition

8. (onopolistic competitionC. ligopol$

7. (onopol$

Answer: 8 Page: #2 !""!#$%&': (oderate C(a)&er O*+e#&!,e: "

1


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Chapter 2: Evaluating a Firms External Environment 1/

2. 5hich t$pe of competition is characteri6ed b$ a small number of firms&

homogeneous products and costl$ entr$ and exit@



7. (onopol$Answer: C Page: #2 !""!#$%&': (oderate C(a)&er O*+e#&!,e: "

". ABn >>>>>>>>>> is an$ individual& group& or organi6ation outside a firm that see,s

to reduce the level of that firms performance.A. environmental threat

8. environmental opportunit$

C. environmental e;uali6er7. competitive advantage

Answer:A Page: #1 !""!#$%&': Eas$ C(a)&er O*+e#&!,e: "

#. Firms that have either recentl$ begun operations in an industr$ or that threaten tobeing operations in an industr$ soon are considered to be >>>>>>>>>>>>>> in the

five forces frameor,.

A. barriers to entr$8. ne entrants

C. suppliers

7. bu$ers

Answer:8 Page: #" !""!#$%&': Eas$ C(a)&er O*+e#&!,e: "

. >>>>>>>>>>>>>>>> exist hen a firms cost rise as a function of that firms volume

of production.

A. Economies of scale8. Economies of scope

C. 7iseconomies of scale7. 9earning cure effects

Answer:C Page: #" !""!#$%&': (oderate C(a)&er O*+e#&!,e: "

+. All other things being e;ual& under hich of the folloing ould lead to loer

barriers to entr$ in an industr$@

A. !he existence of economies of scale in the industr$.

8. roducts are highl$ differentiated in the industr$.C. %ndustr$ incumbents have learningcurve cost advantages.

7. Da materials are idel$ and readil$ available at a competitive price.Answer: 7 Page: #" !""!#$%&': 4ard C(a)&er O*+e#&!,e: "


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art %

-. Fre;uent price cutting b$ firms in an industr$& fre;uent introduction of ne

products b$ firms in an industr$ and intense advertising campaigns are indications

ofA. high poer of bu$ers.

8. high threat of entr$.

C. high levels of rivalr$.7. high threat of substitutes.

Answer:C Page: # !""!#$%&':(oderate C(a)&er O*+e#&!,e: #

. Divalr$ tends to be high hen

A. there are fe firms in an industr$ and these firms tend to be une;ual in si6e.

8. the industr$ groth rate is higher.

C. firms are unable to differentiate their products.7. hen production capacit$ can be added in small increments.

Answer:C Page: # !""!#$%&': 4ard C(a)&er O*+e#&!,e: #

/. !he products or services provided b$ a firms rivals meet >>>>>>>>>>> customerneeds in >>>>>>>>>> a$s as the product provided b$ the firm itself.

A. different the same8. approximatel$ the same the same

C. different different

7. approximatel$ the same different

Answer:8 Page: #/ !""!#$%&': 4ard C(a)&er O*+e#&!,e: #

+0. !he products or services provided b$ a firms substitutes meet >>>>>>>>>>>

customer needs in >>>>>>>>>> a$s as the product provided b$ the firm itself.A. different the same

8. approximatel$ the same the same

C. different different7. approximatel$ the same different

Answer: 7 Page: #/ !""!#$%&': 4ard C(a)&er O*+e#&!,e: #

+1. 5hich of the folloing statements regarding substitutes is accurate@

A. %n the extreme& substitutes can ultimatel$ replace an industr$s products or services.

8. 3ubstitutes place a floor on the prices firms in an industr$ can charge and on the

profits firms in an industr$ can earn.C. 3ubstitutes rarel$ impact the profitabilit$ that firm firms in an industr$ can earn.

7. !he importance of substitutes in reducing the profit potential in a ide variet$ of

industries is decreasing.

Answer: A Page: #/ !""!#$%&': (edium C(a)&er O*+e#&!,e: #

20


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+2. >>>>>>>>>> ma,e a ide variet$ of ra materials& labor and other critical assets

available to firms.

A. 8u$ers

8. DivalsC. 3uppliers

7. 3ubstitutesAnswer: C Page: #/ !""!#$%&': (edium C(a)&er O*+e#&!,e: "

+". 5hich if the folloing attributes ma,es suppliers a stronger threat@

A. !he supplier's industr$ is dominated b$ a small number of firms.8. 5hen the product or service provided b$ suppliers is not highl$ differentiated.

C. 5hen suppliers are threatened b$ substitutes.

7. 5hen supplies are not able to enter into and begin competing in a firm's industr$.

Answer:A Page:0 !""!#$%&':(oderate C(a)&er O*+e#&!,e: "

+#. 5hich of the folloing is the best example of forard vertical integration@

A. A car dealership opening up its on automobile manufacturing plant.8. A car compan$ opening its on dealerships to sell its products directl$ to

customers.

C. A car compan$ opening its on chain of video rental stores.7. A car compan$ opening a plant to product motorc$cles.

Answer:8 Page:1 !""!#$%&':(oderate C(a)&er O*+e#&!,e: "

+. 8u$ers tend to have less poer hen

A. a firm has onl$ one bu$er& or a small number of bu$ers.

8. the products or services being sold to bu$ers are standard and not differentiated.

C. the supplies the$ purchase are an insignificant portion of the costs of their final

products.7. the$ are not earning significant economic profits.

Answer:C Page:2 !""!#$%&':(oderate C(a)&er O*+e#&!,e: "

++. verall& the average level of performance in an industr$ is li,el$ to be highest

henA. the threat level of all five forces is high.

8. the threat level of rivalr$& and substitutes is lo& but the threat level of suppliers&

bu$ers and ne entrants is high.

C. the threat level of rivalr$& substitutes and ne entrants is high& but the threat levelof bu$ers and supplies is lo.

7. the threat level of all five forces is lo.Answer:7 Page:" !""!#$%&':4ard C(a)&er O*+e#&!,e: "


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art %

+-. %f $our customers value $our products more hen the$ have $our product and

another firm's product rather than hen the$ have $our product alone& the other

firm is considered to be aA. competitor.

8. complementor.

C. rival.7. substitute.

Answer:8 Page:" !""!#$%&':(oderate C(a)&er O*+e#&!,e:

+. An industr$ in hich a large number of small or mediumsi6ed firms operate and

no small set of firms has dominant mar,et share or creates dominant technologies is

,non as aBn >>>>>>>>>>>>>> industr$.

A. fragmented8. consolidated

C. mature

7. emerging

Answer:A Page:+ !""!#$%&':Eas$ C(a)&er O*+e#&!,e: +

+/. !he maor opportunit$ facing firms in fragmented industries isA. refining their current products and emphasi6ing an increase in service ;ualit$.

8. developing ne products and technologies.

C. creating a first mover advantage through technological leadership.7. the implementation of strategies that began to consolidate the industr$ into a

smaller number of firms.

Answer:7 Page:+ !""!#$%&':(oderate C(a)&er O*+e#&!,e: +

-0. >>>>>>>>>>>>> industries are nel$ created& or nel$ recreated industries formed

b$ technological innovations& changes in demand& or the emergence of ne

customer needs.A. (ature

8. Emerging

C. Fragmented7. 7eclining

Answer:8 Page:+ !""!#$%&':Eas$ C(a)&er O*+e#&!,e: +

-1. !he advantages that come to firms that ma,e important strategic and technologicaldecisions earl$ in the development of an industr$ are ,non as >>>>>>>>>>>>

advantages.

A. firstmover8. competitive

C. earl$entrant

7. firstcomer

Answer:A Page:- !""!#$%&':Eas$ C(a)&er O*+e#&!,e: +

22


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Chapter 2: Evaluating a Firms External Environment 2"

-2. %n general& firstmover advantages can arise from an$ of these sources except

A. technological leadership.

8. preemption of strategicall$ valuable assets.

C. the creation of customer sitching costs.7. using an imitative strateg$ to introduce improved versions of competitors ne

products.Answer:7 Page:- !""!#$%&':4ard C(a)&er O*+e#&!,e: +

-". (ature industries are characteri6ed b$

A. an increase in total industr$ demand.8. faster increases in production capacit$.

C. a slodon in the introduction of ne products or services.

7. a decrease in the amount of international competition.

Answer:C Page:/ !""!#$%&':(oderate C(a)&er O*+e#&!,e: +

-#. !he most promising opportunit$ for a firm in a declining industr$ is to

A. establish itself as a first mover in the postsha,eout industr$.8. become a mar,et leader in the presha,eout industr$.

C. become a fast folloer in the presha,eout industr$.

7. merge ith another firm.

Answer:8 Page:+2 !""!#$%&':(oderate C(a)&er O*+e#&!,e: +

-. Firms that engage in a long& s$stematic phased ithdraal from an industr$&extracting as much value as possible during the ithdraal period are folloing

aBn >>>>>>>>> strateg$.

A. niche

8. expansion

C. divestment7. harvest

Answer:C Page:+# !""!#$%&':(oderate C(a)&er O*+e#&!,e: +

-+. !ariffs that are calculated as a percentage of the mar,et value of an import&

regardless of their eight or volume are ,non as >>>>>>>>>>>>> tariffs.A. ad valorem

8. specific

C. compound

7. constitutional

Answer:A Page:+# !""!#$%&':(oderate C(a)&er O*+e#&!,e: -


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art %

--. Destricting access to domestic distribution channels& and local purchasing

re;uirement for government purchase are examples of hich t$pe of barrier to

entr$@A. =uotas

8. >>>>>>>>>>>>>> opportunities see, to optimi6e production&

distribution& and other business functions throughout the orld in addressing all the

mar,ets in hich the$ operate.A. global

8. transnational

C. multinational

7. niche

Answer:A Page:+- !""!#$%&':(oderate C(a)&er O*+e#&!,e: -

0. Firms pursuing a >>>>>>>>>>>>>> opportunit$ see, to exploit the advantages ofboth global integration and local responsiveness.

A. global

8. regionalC. transnational

7. multinational

Answer:C Page:+ !""!#$%&':Eas$ C(a)&er O*+e#&!,e:

2#


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4ic,or$ 7ivine is one of the leading manufacturers in the hardood furniture industr$. 4ic,or$

7ivine has man$ small competitors& none of hich controls a significant portion of the industr$.

4ic,or$& li,e most of the furniture manufacturers& sells its products to a broad variet$ of small

furniture stores throughout the countr$& none of hich represents a large percentage of 4ic,or$'ssales. 5hen purchasing the products it uses for manufacturing its furniture& 4ic,or$ is able to

choose from man$ suppliers since the ood it uses is an undifferentiated commodit$& and4ic,or$ is able to easil$ sitch to an$ supplier that has the best price and deliver$ times. 5hilegroth in the hardood furniture industr$ has historicall$ been in the double digits& the industr$

groth rate has sloed considerabl$ into the single digits& to approximatel$ in recent $ears

consumers have been purchasing less expensive furniture made of composite ood that isconsiderabl$ less expensive than hardood furniture& but that loo,s and functions ver$ similarl$

once it is painted.

1. 8ased on the above description& the hardood furniture industr$ can best be

described as aBn >>>>>>>>>>> industr$.

A. emerging

8. fragmentedC. consolidated

7. declining

Answer:8 Page:+ !""!#$%&':(oderate C(a)&er O*+e#&!,e: +

2. !he threat of rivalr$ in the hardood furniture industr$ can best be described as

A. lo because of the numerous firms in the industr$ and the sloing groth rate.8. lo because of the sloing groth rate and the competition from composite ood

furniture.

C. high because of the numerous firms in the industr$ and the sloing groth rate

7. moderate because the sloing groth rate offsets the numerous firms in the

industr$.Answer:C Page:# !""!#$%&':4ard C(a)&er O*+e#&!,e: "

". !he threat of suppliers in the hardood furniture can best be described as

A. lo because there are a large number of suppliers selling an undifferentiated

product.8. high because there are a large number of suppliers selling an undifferentiated

product.

C. moderate because the large number of suppliers is offset b$ the undifferentiated

products the$ are selling.7. moderate because of the sloing groth rate in the industr$ and the commodit$

nature of the products produced b$ suppliers.Answer:A Page:#/ !""!#$%&':4ard C(a)&er O*+e#&!,e: "


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art %

#. %f 4ic,or$ 7ivine ere to open its on chain of furniture stores& this ould be an

example of

A. complementors.8. bac,ard vertical integration.

C. consolidation.

7. forard vertical integration.Answer:7 Page:1 !""!#$%&':(oderate C(a)&er O*+e#&!,e: "

. %n this example& composite ood furniture ould be an example ofA. substitutes.

8. rivals.

C. ne entrants.

7. complementors.

Answer:A Page:#/ !""!#$%&':(oderate C(a)&er O*+e#&!,e: "

+. !he threat of bu$ers in this industr$ is best described as

A. high because there are man$ suppliers& none of hich represents a significantportion of the hardood furniture industr$'s sales.

8. lo because of the slo industr$ groth and the commodit$ nature of thesuppliers.

C. lo because there are man$ suppliers& none of hich represents a significant

portion of the hardood furniture industr$'s sales.7. high because of the slo industr$ groth and the commodit$ nature of the

suppliers.

Answer:C Page:1 !""!#$%&':(oderate C(a)&er O*+e#&!,e: "

8id8u$ is the orld's leading online auction compan$. 5hen 8id8u$ as founded ten $ears ago

it as the first online auction compan$ and it has been the leader since it as founded. Although

there are other firms in the industr$& 8id8u$ controls over - of the mar,et in the Gnited3tates& and three additional firms control another 20 of the G.3. mar,et. ne of the aspects of

8id8u$ that ,eeps users from changing to other online auction companies is the large user base

8id8u$ has built and a feedbac, rating s$stem that allos bu$ers and sellers to rate theirsatisfaction ith each other folloing each transaction. !his allos users to build a reputation for

honest$ and trustorthiness. 3ellers ith a high feedbac, rating tend to receive more bids on

their auctions and a higher price for their goods. !o help facilitate pa$ment transfers beteen

bu$ers and sellers folloing successful online auctions& companies such as 7ollar7og have beenfounded and these companies have facilitated groth for 8id8u$. 4aving attained a - mar,et

share in the G.3.& 8id8u$ has begun expanding internationall$ opening its on sites in some

countries and purchasing incumbents in others. %n its international expansion 8id8u$ hasalloed its individual companies to customi6e their offerings according to the needs and desires

of the countries in hich the$ operate and hen these companies are successful& 8id8u$ or,s

to transfer these successful capabilities throughout the firm.

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Chapter 2: Evaluating a Firms External Environment 2-

-. 5hich of the folloing best describes the competition in the G.3. online auction

industr$@



7. (onopol$Answer:C Page:#2 !""!#$%&':(oderate C(a)&er O*+e#&!,e: 2

. For 8id8u$& services such as those offered b$ 7ollar7og that ma,e 8id8u$'s

services more valuable for customers ho use the services of both companies arebest described as

A. complementors.

8. substitutes.C. rivals.

7. suppliers.

Answer:A Page:" !""!#$%&':(oderate C(a)&er O*+e#&!,e:

/. Factors such as 8id8u$'s feedbac, rating that are valuable to the compan$'s

customers but hich are not useful on other online auction sites are examples of

A. first mover advantages.8. complementors.

C. substitutes.

7. customersitching costs.

Answer:7 Page: !""!#$%&':(oderate C(a)&er O*+e#&!,e: +

/0. %n the international arena& 8id8u$ can best be said to be pursuing >>>>>>>>>>>>>>

opportunities.

A. multinational8. global

C. transnational7. multidomestic

Answer:C Page:+ !""!#$%&':4ard C(a)&er O*+e#&!,e:

ESSA. QUESTIONS

01 Ien&!"' &(e s!3 !n&er4re%a&e e%e5en&s &(a& #65)r!se a "!r57s genera% en,!r6n5en&1

!he six interrelated elements of a firm's general environment include technologicalchange& demographic trends& cultural trends& the economic climate& legal and political

conditions and specific international events.Page:" !""!#$%&':Eas$ C(a)&er O*+e#&!,e:1


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art %

21 Ien&!"' an e"!ne &(e &(ree e%e5en&s 6" &(e S4C4P 56e%1

!he three elements of the 3C model are structure hich in this model refers to

industr$structure& measured b$ such factors as the number of competitors in an industr$&the heterogeneit$ of products in an industr$& and the cost of entr$ and exit in an industr$&

conduct, hich refers to the strategies that firms in an industr$ implement and

performance& hich includes both the performance of individual firms and theperformance of the econom$ as a hole.

Page:"/ !""!#$%&':(oderate C(a)&er O*+e#&!,e:2

81 Ien&!"' &(e "!,e 56s& #6556n &(rea&s "a#!ng "!r5s "r65 &(e!r %6#a% #65)e&!&!,e

en,!r6n5en& &(a& are re)resen&e !n &(e "!,e "6r#es "ra5ew6r9 an !s#$ss $ner

w(a& #6n!&!6ns "!r5s !n a s)e#!"!# !n$s&r' are 56s& %!9e%' &6 earn an a*6,e a,erage

)r6"!& an w(en &(e' are &6 %!9e%' &6 earn a *e%6w a,erage )r6"!&1

!he five threats that constitute the five forces frameor, include the threat of entr$& the

threat of rivalr$& the threat of substitutes& the threat of suppliers& and the threat of bu$ers.

5hen all five threats are lo& competition begins to approach hat economists call a

monopol$& and firms are able to earn above average profits. Alternatel$ hen all giveforces are ver$ high& competition begins to approach perfect competition and the best

firms can hope to earn is competitive parit$.

Page:#1 !""!#$%&':(oderate C(a)&er O*+e#&!,e:"

;1 Ien&!"' &(e "6$r &')es 6" #65)e&!&!6n &(e a&&r!*$&es 6" ea#( &')e an &(e e3)e#&e

)er"6r5an#e $ner ea#(1

!he four t$pes of competition include perfect competition& monopolistic competition&

oligopol$ and monopol$. erfect competition is characteri6ed b$ a large number of

firms& homogeneous products& lo cost entr$ and exit and firms in these industries canexpect to earn onl$ competitive parit$. (onopolistic competition is characteri6ed b$ a

large number of firms& heterogeneous products& lo cost entr$ and exit and firms in such

industries can earn a competitive advantage. ligopol$ is characteri6ed b$ a smallnumber of firms& homogeneous products& and costl$ entr$ and exit& firms in such

industries can earn a competitive advantage. Finall$& monopol$ is characteri6ed b$ one

firm and costl$ entr$. Firms in such industries can earn a competitive advantage.

Page:#2 !""!#$%&':(oderate C(a)&er O*+e#&!,e:"


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Chapter 2: Evaluating a Firms External Environment 2/

=1 es#r!*e &(e !""eren#e *e&ween a #65)e&!&6r an a #65)%e5en&6r an !en&!"' &(e

r6%e #65)%e5en&6rs )%a' !n an !n$s&r'1

A firm is a competitor if $our customers value $our product less hen the$ have this

other firm's product than hen the$ have $our product alone. n the other hand& anotherfirm is a complementor if $our customers value $our products more hen the$ have this

other firm's product than hen the$ have $our product alone. %t is possible for a firm tobe a complementor for some firms and competitors for others and it is also possible for asingle firm to be both a competitor and a complementor& especiall$ in industries here it

is important to create technological standards.

Pages:"# !""!#$%&':(oderate C(a)&er O*+e#&!,e:

>1 Ien&!"' &(e "6$r gener!# !n$s&r' s&r$#&$res an &(e s)e#!"!# s&ra&eg!# 6))6r&$n!&!es

!n ea#( 6" &(ese !n$s&r!es1

!he four generic industr$ structures are fragmented industries& emerging industries&

mature industries& and declining industries.

Frag5en&e !n$s&r!esare industries in hich a large number of small or mediumsi6ed

firms operate and no small set of firms has dominant mar,et share or creates dominanttechnologies. !he maor opportunit$ facing firms in fragmented industries is the

implementation of strategies that begin to consolidate the industr$ into smaller firms.

E5erg!ng !n$s&r!esare nel$ created& or nel$ recreated industries formed b$technological innovations& changes in demand& and the emergence of ne customer

needs. !he opportunities that face firms in emerging industries fall into the general

categor$ of firstmover advantages or ma,ing important strategic and technologicaldecisions earl$ in the development of an industr$.

%ndustries begin to enter the5a&$re s&agehen the rate of innovation in ne products

and technologies drops. pportunities for firms in mature industries focus on a greater

emphasis on refining a firm's current products& and emphasis on increasing the ;ualit$ of

service and a focus on reducing manufacturing costs and increased ;ualit$ throughprocess innovations.

A e#%!n!ng !n$s&r'is an industr$ that has experienced an absolute decline in unit salesover a sustained period of time. !he maor strategic options that face firms in this ,ind of

industr$ are leadership& niche& harvest and divestment.

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art %

-1 Ien&!"' an #%ear%' !s&!ng$!s( *e&ween &(e "6$r s&ra&eg!# 6)&!6ns a,a!%a*%e &6 "!r5s

!n a e#%!n!ng !n$s&r'1

!he four maor strategic options available to firms in a declining industr$ are leadership&niche& harvest and divestment. ne strateg$ is for a firm to position itself to become a

mar,et leader in the presha,eout industr$ b$ becoming the firm ith the largest mar,et

share in that industr$. !he purpose of becoming the mar,er leader is to facilitate the exitof firms that are not li,el$ to survive a sha,eout. A firm folloing a niche strateg$ in a

declining industr$ reduces its scope of operations and focuses on narro segments of the

declining industr$. Firms pursuing a harvest strateg$ engage in a long& s$stematic&phased ithdraal& extracting as much value as possible during the ithdraal period.

Finall$& firms pursuing divestment extract a firm from the declining industr$& but do so

soon after a pattern of decline is established in an industr$.

Page:+2+# !""!#$%&':(oderate C(a)&er O*+e#&!,e:+

1 !""eren&!a&e *e&ween &ar!""s ?$6&as an 6&(er n6n4&ar!"" *arr!ers an !s#$ss w('

g6,ern5en&s w6$% $se &rae *arr!ers1

!ariffs are taxes levied on goods or services imported into a countr$ and can include advalorem tariffs& specific tariffs& and compound tariffs. =uotas are a numerical limit on the

number of particular items that are alloed to be imported into a countr$.

Multipla Escolha 2

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