战略管理

姓名：魏刚班级：08级信管01班学号：0820170125Chapter1exerciseandtest一、TRUE/FALSE:1.TheeffectofglobalizationonBoeingisonlynegativeandisduesolelytodirectcompetitionwithEuropean-basedcompetitorAirbus.FALSE2.OnewaytoevaluateifAirbushadachievedaboveaveragereturnswouldbetocomparestockmarketreturnsagainstthoseofBoeing.FALSE3.Strategiccompetitivenessisachievedwhenafirmsuccessfullyformulatesandimplementsavalue-creatingstrategy.TRUE4.AlligatorEnterpriseshasearnedabove-averagereturnssinceitsfoundingfiveyearsago.SincenootherfirmhaschallengedAlligatorinitsparticularmarketniche,thefirm!ˉsownerscanfeelsecurethatAlligatorhasestablishedacompetitiveadvantage.FALSE5.Thegoalofstrategicmanagementistodevelopacompetitiveadvantagethatispermanentlysustainable.TRUE6.Riskintermsoffinancialreturnsreflectsaninvestor’suncertaintyabouteconomicgainsthatwillresultfromaparticularinvestment.TRUE7.Averagereturnsarereturnsinexcessofwhataninvestorexpectstoearnfromotherinvestmentswithasimilaramountofrisk.FALSE8.Returnscanonlybemeasuredinaccountingterms.FALSE9.Ifafirmcanearnatleastaveragereturnsitwillbeabletosurvive.FALSE10.Economiesofscaleandhugeadvertisingbudgetsarejustaseffectiveinthenewcompetitivelandscapeastheywereinthepast,buttheymustbereinforcedbystrategicflexibility.TRUE11.Wal-Martistryingtoachieveaboundarylessretailingempirebyimplementingglobalpricing,sourcing,andlogistics.FALSE12.Itisstillpossibleforafirmtoescapethedemandsofglobalizationbyoperatingsolelyinitsdomesticmarket.FALSE13.Therateoftechnologydiffusionhasbeensteadilyincreasingoverthelasttwodecades.TRUE14.Amazon.comcreatedacompetitiveadvantageandanentirelynewindustrybymakinguseofdisruptivetechnology.TRUE15.ExamplesofincrementalinnovationsincludeiPods,PDAs,WiFi,andwebbrowsersoftware.TRUE16.Thevalueofpatentsoninventionsisincreasingbecauseofthecompetitiveedgeorganizationsgainbyconstantinnovationandcreationofnewproducts.FALSE17.Developedcountriesstillhavemajoradvantagesininformationtechnologyoverdevelopingcountriesbecauseofthesignificantcostoftheinfrastructureneededforcomputingpower.TRUE18.Tangibleassets,suchaslandandcapitalequipment,arelosingtheirvalueassourcesofcompetitiveadvantageincomparisontointangibleassets.FALSE19.ThenewCEOofOpacityEnterprisesisdeterminedtomakethelong-establishedfirmstrategicallyFALSE20.Onecapabilitycharacteristicofafirmwithstrategicflexibilityiseffectivemanagementinformationsystems.TRUE21.TheI/O(industrialorganization)modelassumesthatafirm’suniqueresourcesandcapabilitiesareitsmainsourceofabove-averagereturns.TRUE22.TheCEOofTwinSpires,Inc.,isemotionallyandintellectuallycommittedtousingtheresourcesofthefirmtoservetheneedsofthenaturalgardeningcommunitybyprovidingrareandnativeplantstoindividualsandnurseriesaroundtheUnitedStates.ThiscommitmenthascarriedtheCEOthroughlongperiodsofbelowaveragereturnsoninvestment.TheperspectiveoftheCEOofTwinSpiresisconsistentwiththeassumptionsoftheindustrialorganizational(I/O)model.TRUE23.Becauseofitsgrowth,Netflixoperatesinaturbulentcompetitiveenvironment,whereasBlockbusterdoesnot.FALSE24.Fiveforcesmodelsuggeststhatfirmsshouldtargettheindustrywiththehighestpotentialforaboveaveragereturnsandthenimplementeitheracost-leadershipstrategyoradifferentiationstrategy.TRUE25.Theuniquenessofafirm’sresourcesandcapabilitiesisthebasisforafirm’sstrategyanddeterminesitsabilitytoearnabove-averagereturnsundertheI/Oview.TRUE26.Corecompetenciescanbeformedonlyaroundproductionorservice-provisionactivitiesofthefirmratherthaninsupportactivitiessuchasaccountingandmarketing.TRUE27.Theresource-basedmodelassumesthatiffirmshaveresourcesthatarerareorcostlytoimitate,thisissufficienttoformabasisforcompetitiveadvantage.FALSE28.Resourcesareconsideredrarewhentheyhavenostructuralequivalent.FALSE29.Theassumptionsoftheindustrialorganizationalmodelandtheresource-basedmodelarecontradictory.Therefore,organizationalstrategistsmustchooseoneortheothermodelasthebasisfordevelopingastrategicplan.FALSE30.Aneffectivevisionstatementwillspecifythemarkettobeserved.TRUE31.Organizationalmissionstatementstypicallydonotincludestatementsaboutprofitabilityandearningabove-averagereturns.FALSE32.Organizationalvisionandmissionserveasemotionaltoolsforthefirm,and,assuch,havelittleimpactonfirmperformance.FALSE33.Organizationalstakeholdersarethefirm’sinternalresources,capabilities,andcorecompetenciesthatareusedtoaccomplishwhatmayatfirstappeartobeunattainablegoalsinthecompetitiveenvironment.TRUE34.Shareholdersaresatisfiedwhenreturnoninvestmenthasbeenmaximized.FALSE35.Theneedsanddesiresoforganizationalstakeholdersareinherentlycontradictory.TRUE36.Relativepoweristhemostcriticalcriteriaforprioritizingthedemandsofstakeholders.FALSE37.Hourlyworkersontheproductionlineofachicken-processingplantareconsideredorganizationalstakeholders.FALSE38.Customers,suppliers,unions,andlocalgovernmentsareexamplesofcapitalmarketstakeholders.FALSE39.Whenthefirmearnslower-than-averagereturns,thehighestpriorityisgiventosatisfyingtheneedsofcapitalmarketstakeholdersovertheneedsofproductmarketandorganizationalshareholders.TRUE40.Sixyearsago,Col