What might not be considered as a strategically beneficial reason why a company may enter into strategicpartnerships or cooperative arrangements with key suppliers, distributors, or makers of complementaryproducts?○ to improve supply chain efficiency○ to expedite the development of promising new technologies or products○ to enable greater opportunities for employee advancement○ to improve access to new markets○ to overcome disadvantages of small production volumes that limit scale economies and low production costs The principal advantages of strategic alliances over vertical integration or horizontal mergers/acquisitionsareO the facilitation of best practices, more production capacity, and relevant synergistic savings.○ the transactional and relational concept of operating practices and competencies.potential profitability of the alliance and related experience-curve economics.O material additions to a company's technological capabilities, strengthening of the firm's competitive position, andboosting of its profitability.○ resource pooling and risk sharing, more adaptive response capabilities, and greater speed of deployment.

Production management is the aspect that deals with all the activities and functions of the…

Answered: What might not be considered as a…

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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Which of the following statements is an advantage of related diversification strategy? a. Related diversification strategy can allow a sick or dying company to use capital generated in a profitable division to prop it up for a short period of time. b. Related diversification strategy allows a firm to maintain several businesses that are not connected in any way. c. The sharing of resources is a key component of developing economies of scope and often increases a firm’s competitive advantage. d. Related diversification strategies often achieve financial economies through the restructuring of business units.
Explain 1. Developing and implementing a portfolio strategy for each business unit and a corporate policy for managing all the alliances of the entire company.
Let´s suppose that you want to set up your own firm. You are free to choose what your firm produces or what services it offers. Answer the following questions about your firm (give short answers). a. Describe the 4P´s of your firm b. Describe the scope of your firm (i.e., which process your firm does internally and which it outsources). c. Describe the competitive environment that your firm operates in: state roughly how many competitors it has, name a few of the competitors, and whether firms in the market that your firm operates in compete in prices or quantities (or something else). d. Which strategies could your firm use to limit competition?
The sum total set of interrelationships that establish the manner in which competitors behave inan industry could be referred to as competitive dynamics.Required:a. Briefly explain what competitive rivalry is? b. Explain what competitive behaviour is and the three factors that drive competitivebehaviour c. With the aid of a diagram explain the model of competitive rivalry and how a strategistcan use that understanding to develop strategies that facilitate the attainment of higherfinancial performance?
1. Formulate recommendations and solutions for Ardene for consideration by industry client.2. Outline advantages and disadvantages of each solution.3. Identify potential obstacles both within and external to the organization and strategies to overcome obstacles.4. Evaluate the role and various forms of outsourcing. Company selected is Ardene
d. Time consuming and the need to continually develop new capabilities The primary aim of strategic management at the business level is: Select one: t of O a. Maximizing risk to return trade-offs through diversification O b. Achieving competitive advantage estion O c. Achieving a low-cost position O d. Maximizing differentiation of products and/or services
The common types of valuable resources and competitive capabilities that management should consider when crafting a strategy include A) valuable physical and intangible assets. B) valuable human assets and intellectual capital. C) All of these. D) valuable organizational assets and competitively valuable alliances. E) a skill, specialized expertise, or competitively important capability.
The Small-A Corporation is currently competing with a first mover which owns 90% of the market share. An aggressivemarketing strategy is expected to entice 10% of the competitor’s market share to shift to Small-A every month while theremaining 90% will not. As a new firm, Small-A expects 30% of his market share to shift back to the competitor everymonth. a. What would Small-A’s market share be after one month?b. What would the competitor’s share be after one month?c. What would Small-A’s market share be after two months?d. What would the competitor’s share be after two months?
a. Explain mission of Bonia Company: What business(es) is the corporation in? Why?b. Explain objectives of Bonia Company: What are the corporate, business, and functional objectives? Are they consistent with each other, with the mission, and with the internal and external environments?c. Explain strategies of Bonia Company: What strategy or mix of strategies is the corporation following? Are they consistent with each other, with the mission and objectives, and with the internal and external environments?
Two of the five competitive forces that shape a company’s strategic activities are: a.The bargaining opportunities of buyers and sellers. b.The intensity of support among existing competitors. c.The opportunities for new entrants in the market. d.The bargaining power of buyers and sellers. According to Porter, select one of the major forces that shape the strategy of a company. a.The threat of suppliers in the market. b.The bargaining power of buyers only. c.The threat of new entrants in the market. d.The bargaining power of new entrants. Which business process exposes obvious areas for improvement? a.The work system process. b.The value chain process. c.The as-is process. d.The to-be process. What type of information system would provide critical information from a wide variety of internal and external sources? a.Management information system. b.Executive information system. c.Knowledge management system. d.Strategic information system.
Explain what type of business-level strategy discount stores are conducting and describe the best structural configuration for this type of organizations?
1) Inter-organizational relationships are the relatively enduring resource transactions, flows, exchanges and linkages that occur among two or more organizations True False 2) Which of the following is a type of an inter-organizational relationship that a firm can have with other firms in the environment Supply Sourcing Mechanistic Functional Matrix 3) A Strategic Alliance is less formal and binding than a Joint Venture because a new and separate entity is not formed in a strategic alliance but is formed as part of a joint venture. True False 4) The amount of control an organization gets over the joint outcomes it has with another firm is more in the case of a board interlock than in the case of a merger. True False 5) Organizational ecosystems are the systems formed by the interaction of a community of organizations (e.g., suppliers, vendors, competitor, contractors etc.) and their environment True False 6)…

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