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A) The alliance is critical to the company's achievement of an important objective.
B) The alliance helps block a competitive threat.
C) The alliance helps open up important new market opportunities.
D) The alliance helps build, enhance, or sustain a core competence or competitive advantage.
E) The alliance helps the company obtain additional financing on better credit terms.
G) B) and C)
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A) are nearly always a more attractive strategic option than merger and acquisition strategies.
B) carry the substantial risk of raising a company's costs.
C) carry the substantial risk of making a company overly dependent on its suppliers.
D) increase a company's risk exposure to changing technology and/or changing buyer preferences.
E) involve farming out value chain activities presently performed in-house to outside specialists and strategic allies.
G) A) and B)
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A) are generally successful.
B) work well in cooperatively developing new technologies and new products but seldom work well in promoting greater supply chain efficiency.
C) work best when they are aimed at achieving a mutually beneficial competitive advantage for the allies.
D) can suffer culture clash and integration problems due to different management styles and business practices.
E) are rarely useful in helping a company win the race for global industry leadership.
G) A) and B)
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A) discourage rival companies from merging with or acquiring the very companies that it is partnering with.
B) reduce overall business risk and raise entry barriers into the newly emerging industry.
C) help master new technologies and build new expertise and competencies, establish a stronger beachhead for participating in the target industry, and open up broader opportunities in the target industry.
D) help defeat competitors that are employing broad differentiation strategies.
E) enhance its chances of achieving global low-cost leadership.
G) B) and D)
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A) exploiting a company's strongest strategic assets.
B) implementing and executing the chosen strategy efficiently and effectively.
C) sizing up an organization's internal and external situation.
D) molding an organization's character and identity.
E) the buyer's needs that the company seeks to satisfy.
G) A) and D)
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A) Diverging objectives and priorities
B) An inability to work well together
C) The emergence of more attractive technological paths
D) Disagreement over how to divide the profits gained from joint collaboration
E) Changing conditions that render the purpose of the alliance obsolete
G) None of the above
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A) the costs of pioneering are much higher than being a follower and only negligible learning/experience curve benefits accrue to the pioneer.
B) rapid market evolution gives fast-followers an opening to leapfrog the pioneer with next-generation products of their own.
C) the pioneer's products are somewhat primitive and do not live up to buyer expectations, allowing clever followers to win disenchanted buyers with better-performing products.
D) the marketplace is skeptical about the benefits of a new technology or product being pioneered by a first-mover.
E) All of these.
G) A) and B)
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A) obtaining higher quality and/or cheaper components or services.
B) improving the company's ability to innovate by allying with "best-in-world" suppliers.
C) reducing the company's risk exposure to changing technology and/or changing buyer preferences.
D) increasing the firm's ability to assemble diverse kinds of expertise speedily and efficiently.
E) All of these.
G) All of the above
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A) Using a cost-based advantage to attack competitors on the basis of price or value.
B) Using hit-and-run or guerrilla warfare tactics to grab sales and market share.
C) Launching a preemptive strike to secure an advantageous position that rivals are prevented or discouraged from duplicating.
D) Pursuing continuous product innovation to draw sales and market share away from rivals.
E) All of these.
G) B) and D)
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A) an activity can be performed better or more cheaply by outside specialists.
B) it allows a company to focus its entire energies on those activities that are at the center of its expertise (its core competencies) and that are most critical to its competitive and financial success.
C) outsourcing won't adversely hollow out the company's technical know-how, competencies, or capabilities.
D) it reduces the company's risk exposure to changing technology and/or changing buyer preferences.
E) All of these.
G) A) and C)
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A) Using a cost-based advantage to attack competitors on the basis of price or value.
B) Using hit-and-run or guerrilla warfare tactics to grab sales and market share.
C) Launching a preemptive strike to secure an advantageous position that rivals are prevented or discouraged from duplicating.
D) Pursuing continuous product innovation to draw sales and market share away from rivals.
E) Being the last competitor to market a next-generation product.
G) A) and D)
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A) gain better access to end users and better market visibility.
B) achieve the same scale economies as wholesale distributors and/or retail dealers.
C) control price at the retail level.
D) bypass distributors-dealers and sell direct to consumers at the company's Web site.
E) build a core competence in mass merchandising.
G) A) and D)
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A) To increase the risk of having to defend an attack.
B) To weaken the impact of any attack that occurs.
C) To pressure challengers to aim their efforts at other rivals.
D) To help protect a competitive advantage.
E) To decrease the risk of being attacked.
G) None of the above
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A) are highly selective, focusing on particular value chain activities and on obtaining a particular competitive benefit.
B) are those whose purpose is to create an industry key success factor.
C) are those which help a company move quickly from one strategic group to another.
D) involve joining forces in R&D to develop new technologies cheaper than a company could develop the technology on its own.
E) aim at raising an industry's barriers to entry.
G) C) and E)
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A) To reduce costs of value chain activities.
B) Cause the challenger to begin the attack instead of waiting.
C) Divert the challenger to use less threatening options.
D) To create collaborative relationships with challengers.
E) To insulate other firms from adverse impacts resulting from the challenge.
G) D) and E)
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A) To gain quick access to new technologies or other resources and capabilities
B) To create a more cost-efficient operation out of the combined companies
C) To expand a company's geographic coverage
D) To facilitate a company's shift from a broad differentiation strategy to a focused differentiation strategy
E) To extend a company's business into new product categories
G) All of the above
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