The Understanding Business Strategy Concepts Plus 3rd Edition written by R. Duane Ireland enables the readers to have clarity in understanding business strategies. This content is suitable for learners, workers, or anyone willing to know how businesses capitalize on the weaknesses of their competitors to remain on top. This edition, instead of the usual providing just theory, which as we know does not help the reader understand what is happening, but rather expands more on practical examples and real-world applications while aiming the conceptual understandings behind the competition in business strategies.
What’s Inside the Test Bank for Understanding Business Strategy Concepts Plus 3rd Edition?
The test bank that accompanies this book is extremely beneficial for those who wish to make their understanding of business strategies broader. It has been specifically compiled to cover all the basic ideas offered in the text such as corporate governance, strategic leadership, resource management, and sustainable competitive advantage. Thus, within the test bank, there are great numbers of questions that force the learners to work towards applying strategic decision-making within the concepts that companies are required to envisage.
How the Test Bank Assists You to Study Effectively
The test bank offers practice test items that are similar in appearance and level of difficulty to real exams. Major aspects like strategic analysis, business models, and vision and mission statements that are integral to the comprehension of business strategies are emphasized. Use of various forms of assessment, including multiple-choice, true or false, and essay-type questions, which require the application of knowledge in different settings.
Advantages of Availing of the Test Bank
- Complete Practice: The test bank exposes you to a wide range of questions to aid your comprehension of competitive dynamics, corporate strategy, and other components worked throughout the book.
- Exam Preparation: It includes questions that are also useful in preparing for examinations and enhance one’s ability to perform business case analysis by depicting strategic real-world scenarios.
- Faster Learning: You will also discover that knowledge gained from the book will be retained for a longer time. Because you regularly work with the test bank.
Paramount Understandings Contained in the Test Bank
The test bank comprehended all topics that novices are required to know of Understanding Business Strategy Concepts Plus 3rd Edition. Some major topics are:
- The practice of strategic management and the links to firm success in the long run.
- How top management teams are influenced by their leadership.
- The relevance of corporate governance in an organization’s performance.
- How corporations develop and maintain their competitive advantages in the area of resource management.
Why You Should Choose This Test Bank
This test bank does not only focus on supporting your course work but has an aspect of deepening your reasoning as it requires you to go beyond the most simple definition. Such a study encourages one to engage in strategic management and to utilize tools such as the SWOT framework or Porter’s five models in examining particular business entities’ strategies. Hence, if you are preparing for a sitting, or just trying to appreciate how and why a particular business strategy is shaped in the world, I guess this is a good material to have.
Conclusion
The Understanding Business Strategy Concepts Plus 3rd Edition Test Bank is the right test bank to go for if one is determined to apply business strategic concepts in practice. It enables students and practitioners to take responsibility for how they would like to learn, practice a lot, and master complex and central ideas in business strategy. It prepares and equips you with skills essential for succeeding in academic examinations as well as practical strategies for business decision-making by marrying theory with practical scenario-based questions.
Understanding Business Strategy Concepts Plus 3rd Edition by R. Duane Ireland – Test Bank
Chapter 3 – Analyzing the External Environment
TRUE/FALSE
1. Between 2000-2020 the percentage of Americans over age 65 will decrease by approximately seven percent.
ANS: F PTS: 1 REF: Page 49 OBJ: Learning Objective 2
KEY: Knowledge
MSC: AACSB: Diversity | Management: Environmental Influence | Dierdorff & Rubin: Strategic & Systems Skills
2. Home Depot and Lowes’ installation service businesses are expected to grow as the population ages.
ANS: T PTS: 1 REF: Page 49 OBJ: Learning Objective 2
KEY: Application
MSC: AACSB: Analytic | Management: Analytic | Dierdorff & Rubin: Strategic & Systems Skills
3. When companies like Home Depot and Lowes analyze the external environment they are trying to understand how demographic trends might impact future profitability.
ANS: T PTS: 1 REF: Page 49 OBJ: Learning Objective 1
KEY: Application
MSC:AACSB: Reflective Thinking | Management: Environmental Influence | Dierdorff & Rubin: Strategic & Systems Skills
4. Personal opinions and casual observations about the external environment provide exactly the kind of information that managers should use when formulating strategies.
ANS: F PTS: 1 REF: Page 51 OBJ: Learning Objective 1
KEY: Comprehension
MSC: AACSB: Analytic | Management: Environmental Influence | Dierdorff & Rubin: Strategic & Systems Skills
5. Firms can exercise a moderate amount of direct control over the demographic and economic trends in the general environment.
ANS: F PTS: 1 REF: Page 49 OBJ: Learning Objective 2
KEY: Comprehension
MSC: AACSB: Analytic | Management: Environmental Influence | Dierdorff & Rubin: Strategic & Systems Skills
6. Changes in lifestyles, population size, society’s attitudes, educational status, and marital status are all examples of demographic trends in the general environment.
ANS: F PTS: 1 REF: Page 49 OBJ: Learning Objective 2
KEY: Comprehension
MSC: AACSB: Analytic | Management: Environmental Influence | Dierdorff & Rubin: Strategic & Systems Skills
7. IN the United States there has been a geographic shift in the population as people have migrated from the south and west to the northern and eastern parts of the country.
ANS: F PTS: 1 REF: Page 49 OBJ: Learning Objective 2
KEY: Knowledge
MSC: AACSB: Diversity | Management: Environmental Influence | Dierdorff & Rubin: Strategic & Systems Skills
8. Income growth or decline, savings rates, and currency exchange rates are examples of economic trends.
ANS: T PTS: 1 REF: Page 50 OBJ: Learning Objective 2
KEY: Comprehension
MSC: AACSB: Analytic | Management: Environmental Influence | Dierdorff & Rubin: Strategic & Systems Skills
9. Economic trends affect customers’ purchasing decisions and how firms allocate their resources.
ANS: T PTS: 1 REF: Page 50 OBJ: Learning Objective 2
KEY: Comprehension
MSC: AACSB: Analytic | Management: Environmental Influence | Dierdorff & Rubin: Strategic & Systems Skills
10. The process of transforming state-owned firms into privately owned companies is known as deregulation.
ANS: F PTS: 1 REF: Page 50 OBJ: Learning Objective 2
KEY: Knowledge
MSC: AACSB: Analytic | Management: Environmental Influence | Dierdorff & Rubin: Strategic & Systems Skills
11. One reason that managers analyze conditions in the external environment is to help them select a strategy to implement.
ANS: T PTS: 1 REF: Page 48 OBJ: Learning Objective 1
KEY: Knowledge
MSC: AACSB: Analytic | Management: Environmental Influence | Dierdorff & Rubin: Strategic & Systems Skills
12. Changes in a society’s attitudes and cultural values reflect demographic trends.
ANS: F PTS: 1 REF: Page 51 OBJ: Learning Objective 2
KEY: Comprehension
MSC: AACSB: Analytic | Management: Environmental Influence | Dierdorff & Rubin: Strategic & Systems Skills
13. By keeping up with technological trends a company may be able to identify and incorporate cutting-edge technology developed in other industries into its own products.
ANS: T PTS: 1 REF: Page 51 OBJ: Learning Objective 2
KEY: Comprehension
MSC:AACSB: Technology | Management: Environmental Influence | Dierdorff & Rubin: Knowledge of Technology, Design, & Production
14. Economies of scale and capital requirements are two of the barriers to entry that companies might try to establish in order to reduce the chances that a new competitor might enter the industry.
ANS: T PTS: 1 REF: Page 56 OBJ: Learning Objective 3
KEY: Comprehension
MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills
15. Imagine that you are in your final semester of college and you decide to transfer to a different school. This decision probably involves few, if any switching costs.
ANS: F PTS: 1 REF: Page 57 OBJ: Learning Objective 3
KEY: Comprehension
MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills
16. Licensing and permit requirements in liquor retailing and banking are examples of barriers to entry that are based on government policy.
ANS: T PTS: 1 REF: Page 57 OBJ: Learning Objective 3
KEY: Comprehension
MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills
17. Substitute products pose a strong threat when they are more effective and priced lower than your existing products.
ANS: T PTS: 1 REF: Page 58 OBJ: Learning Objective 3
KEY: Comprehension
MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills
18. Powerful suppliers can either increase the price of their product or reduce the quality while selling it at the same price.
ANS: T PTS: 1 REF: Page 58 OBJ: Learning Objective 3
KEY: Comprehension
MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills
19. Electronic Arts (EA) is a powerful supplier in the electronic game industry. As a result, EA’s actions can reduce the profit potential of companies that make electronic game boxes, such as Sony, Microsoft, and Nintendo.
ANS: T PTS: 1 REF: Page 47 OBJ: Learning Objective 3
KEY: Application
MSC: AACSB: Reflective Thinking | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills
20. Subprime mortgages are the leading cause of the 2007-2008 financial crisis in the US.
ANS: T PTS: 1 REF: Page 52 OBJ: Learning Objective 2
KEY: Knowledge
MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills
21. As switching costs and the industry growth rate decline, competitive rivalry will also decline.
ANS: F PTS: 1 REF: Page 57 OBJ: Learning Objective 3
KEY: Comprehension
MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills
22. In the airline industry, specialized assets create significant exit barriers and intensify the rivalry among competitors.
ANS: T PTS: 1 REF: Page 61 OBJ: Learning Objective 3
KEY: Application
MSC: AACSB: Reflective Thinking | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills
23. A company’s motivation to leverage its resources and capabilities to reach its vision is known as market dependence.
ANS: F PTS: 1 REF: Page 62 OBJ: Learning Objective 4
KEY: Comprehension
MSC: AACSB: Analytic | Management: Creation of Value | Dierdorff & Rubin: Strategic & Systems Skills
24. A high degree of differentiation between competitors’ products decreases competitive rivalry.
ANS: T PTS: 1 REF: Page 54 OBJ: Learning Objective 3
KEY: Comprehension
MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills
25. Companies with high market dependence are likely to respond strongly when competitors attack their market position.
ANS: T PTS: 1 REF: Page 64 OBJ: Learning Objective 5
KEY: Comprehension
MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills
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