When company management decides that it is unwilling to follow the "conventional wisdom" and instead finds a new way to gain competitive advantage, it might be said to be:
A) searching for loose bricks.
B) changing the rules of engagement.
C) collaborating.
D) building layers of advantage.
E) innovating.
Answer: B
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Strategic Elements of Competitive Advantage
- The "double-diamond" approach to national competitive advantage is a conceptual framework associated with:
- According to the hypercompetition model of competitive advantage, which of the following allows the firm to create an entirely new product or market?
- Which of the following is not one of the four arenas in which dynamic strategic interactions are played out in hypercompetitive industries?
- According to strategy expert Richard D'Aveni, the actions taken by Swatch in the global watch industry illustrate hypercompetitive dynamic maneuvering in which arena?
- Sony's PlayStation 3 (PS3) has a powerful chip that provides new levels of realism, PS3 also contains a Blu-Ray DVD player. However, the less complex, less expensive Nintendo Wii has been outselling Sony's game system by a margin of 3-to-1. Based on D'Aveni's model this is reflective of:
- In the global watch industry, the success of the Swatch brand resulted in a manufacturing renaissance for Switzerland. In the strategic framework known as hypercompetition, Swatch's success is an example of interactions in which arena:
- The ________ framework was developed by Professor Richard D'Aveni to describe a business environment in which no form of competitive advantage can be sustained for long because of escalating and accelerating competitive forces.
- Chance events play a role in shaping the competitive environment. Chance events are occurrences which include all but one of the following:
- The rivalry between Dell, Hewlett-Packard, Gateway, Compaq, and Apple forces all the players to undertake all of the following except:
- According to Michael Porter's research on the competitive advantage of nations, Switzerland's large synthetic dye industry and the success of the Swiss pharmaceuticals can be explained in terms of:
- According to Michael Porter's research on the competitive advantage of nations, human, physical, knowledge, capital, and infrastructure resources are all components of a country's:
- In the 1950s, Sony licensed the technology for the transistor from Bell Labs and proceeded to become the world's leading manufacturer of portable radios. Which strategy was Sony using to gain competitive advantage?
- Mitsubishi Heavy Industries Ltd. and other Japanese companies manufacture airplanes under license to U.S. firms and also work as subcontractors for aircraft parts and systems. This type of effort is known as:
- In the 1960s, Honda took advantage of Harley-Davidson's focus on the heavyweight segment of the motorcycle market by offering smaller models and, eventually, larger ones. According to the strategic intent model, Honda was using a ________ strategy.
- An approach to competitive advantage that exploits weaknesses in competitors' narrow-focus strategies is called a ________ strategy.
- When managers at Matsushita realized that cost advantages in TV production were often fleeting, they added quality and reliability advantages, thus establishing:
- Caterpillar's attention was focused elsewhere when Komatsu made its first international entry into the Eastern European Market. Based on the strategic intent framework this is an example of:
- In the terminology of the strategic intent framework for competitive advantage, a firm that establishes advantages in a number of different areas has:
- Intel's focus on designing complex, expensive microprocessors for PCs enabled competitors to develop cheaper chip sets for non-PC electronics devices. In the strategic intent model of competitive advantage, this is an example of:
- Building layers of advantage, searching for loose bricks, changing the rules of competitive engagement, and collaborating are elements of Hamel and Prahalad's framework for:
- Building layers of advantage, searching for loose bricks, changing the rules of competitive engagement, and collaborating are elements of the competitive advantage framework developed by:
- The key to maintaining competitive advantage, according to Dr. W.E. Deming as well as your textbook authors, is:
- The flagship model is evident in the strategies of all but one of the following businesses.
- Which of the following is not an element of Rugman and D'Cruz's flagship model?