An analysis of an organization's external environment begins with an assessment of the company's distinctive competencies and core capabilities.
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Q1: Companies face very little uncertainty in their
Q2: Corporate-level strategy is the overall organizational strategy
Q3: Bargaining power of buyers tends to be
Q4: Character of the rivalry is a measure
Q6: Strategic dissonance is a discrepancy between management's
Q7: The three steps of the strategy-making process
Q8: Portfolio strategy is a corporate-level strategy that
Q9: Companies that succeed are often constantly re-examining
Q10: If retrenchment works, it is typically followed
Q11: Industry-level strategy is a corporate strategy that
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