Question 1

How does Mauborgne (2009) describe the external analysis of the firm?&#10;A) A structuralist approach&#10;B) A deconstructionist approach&#10;C) A non-structural approach&#10;D) A structural fallacy

Accepted Answer

Mauborgne (2009) describes the external analysis of the firm as a structuralist approach, which involves analyzing the industry structure, competitor behavior, and the relevant key success factors.

Question 2

Moore (2006), define a business ecosystem as:&#10;A) intentional communities of economic actors&#10;B) Intentional communities of competitors&#10;C) Intentional communities of stakeholders&#10;D) Intentional communities of industries

Accepted Answer

Moore (2006) defines a business ecosystem as intentional communities of economic actors, emphasizing the collaborative and interconnected nature of businesses within an ecosystem.

Question 3

Consortiums and interest groups can be found in:&#10;A) Broad ecosystem&#10;B) Users\user communities&#10;C) Business ecosystem&#10;D) industrial ecology

Accepted Answer

A

Question 4

Which force is sometimes referred to as the sixth force in industry analysis?&#10;A) Complementarities&#10;B) Substitutes&#10;C) Parallel products&#10;D) Disruptive products

Accepted Answer

The sixth force in industry analysis is often referred to as complementarities, which refers to the influence of related industries and products on the market. This can include things like the availability and quality of complementary products or services that are necessary for a particular industry or product.

Question 5

Network externality-also known as the network effect-describes a situation where the market structure that&#8230;&#10;A) aligns around a dominant standard, platform, or product&#10;B) Aligns around the core competitors&#10;C) Reflects the main links in the network&#10;D) Represents a series of links to the node

Accepted Answer

Network externality occurs when a market structure is dominated by a particular standard, platform, or product, that then attracts more users. As more people adopt the dominant choice, the value of that choice increases for all users. This creates a self-reinforcing cycle where the dominant choice becomes even more dominant, and competitors struggle to gain traction.

Question 6

What is involved in the process of 'triangulation'?&#10;A) The development of options based on the combining of analysis methods&#10;B) Development of competitive strategy&#10;C) The use of three methods simultaneously&#10;D) Mapping methods to select the appropriate one

Accepted Answer

Triangulation involves combining multiple analysis methods to develop options.

Question 7

External environmental structures are:&#10;A) Physical&#10;B) Social&#10;C) Institutional&#10;D) Industrial&#10;E) Market

Accepted Answer

The answer of External environmental structures are:&#10;A) Physical&#10;B) Social&#10;C) Institutional&#10;D)...

Question 8

Limitations to Porters five forces model include:&#10;A) A failure to take into account network effects&#10;B) A failure to take into account non-competitive products&#10;C) A failure to take into account services&#10;D) A failure to acknowledge all of the industry forces

Accepted Answer

Porter's five forces model does not account for network effects, which can have a significant impact on competition within an industry. Additionally, the model doesn't account for the presence of non-competitive products, which can also affect the industry. While the model does consider services as one of the forces, it may not fully account for the complexities of service industries. Finally, the model acknowledges the key industry forces, but may not consider all potential factors that could impact competition.

Question 9

A limitation of the PESTEL framework is that it does not review the market specifics of competition for an organization.

Accepted Answer

The PESTEL framework focuses on macro environmental factors and does not include an in-depth analysis of competitors' strategies or market dynamics. It is important to use additional tools, such as Porter's Five Forces analysis, to assess the competitive landscape.

Question 10

Strategic groups can be identified by mapping the position of competitors in an industry against two competitive criteria

Accepted Answer

Strategic groups can be identified by mapping the position of competitors in an industry against two competitive criteria. The two criteria are typically chosen based on their ability to differentiate the companies in the industry and the degree of rivalry between them. This allows for the identification of clusters of companies that share similar strategic characteristics and competitive advantages.

Deck 5: External Environment: Macro, Industry, and Competitive Settings