Strategic Management An Integrated Approach 10e By Charles W. L. Hill – Test Bank

Complete Test Bank With Answers

 

 

Sample Questions Posted Below

 

Chapter 5–Building Competitive Advantage Through Business-Level Strategy

Student: ___________________________________________________________________________

1. A firm’s business model should contain three components: what is to be satisfied, who is to be satisfied, and how they will be satisfied.
True    False

 

2. Both the way a product is differentiated from other products of its type and the price of the product determine which product a customer chooses to satisfy his or her needs.
True    False

 

3. Companies with a differentiation advantage must charge a lower price for their products.
True    False

 

4. A company searching for a successful business model has to group customers according to the similarities or differences in their needs to discover what kinds of products to develop that will best meet the needs of different kinds of customers.
True    False

 

5. Market segmentation addresses the “what” portion of a firm’s business model.
True    False

 

6. Maximizing the profitability of a company’s business model is about making the right choices with regard to value creation through differentiation, costs, and pricing given both the demand conditions in the company’s market and the competitive conditions in the company’s industry.
True    False

 

7. Companies that successfully pursue a cost leadership strategy generally have a distinctive competency in research and development.
True    False

 

8. All focus strategies entail serving a specific market segment using a differentiation approach.
True    False

 

9. A cost leader must respond to the strategic moves of its differentiated competitors.
True    False

 

10. Differentiation on the basis of innovation and technological competency depends on the research and development function.
True    False

 

11. A major problem with a differentiation strategy centers on the long-term ability to maintain a product’s perceived difference or distinctness in customers’ eyes.
True    False

 

12. Once a focused differentiator gains competitive advantage in its market, the threat of competitive rivalry is greatly reduced.
True    False

 

13. Differentiation leads to high brand loyalty, which in turn significantly increases the threat of new firms entering the industry.
True    False

 

14. Market segmentation is an evolving, ongoing process that presents considerable opportunities for strategic managers to improve their company’s business model.
True    False

 

15. Fortunately, focusers are not vulnerable to shifting consumer tastes, because of brand loyalty that comes with focused strategy.
True    False

 

16. If consumer tastes change and a focuser’s niche disappears, the danger for the focuser is that it might have difficulty shifting resources from its niche to another market segment.
True    False

 

17. Strategic group analysis allows managers to focus only on what is happening in their group.
True    False

 

18. To pursue a successful business model, managers must be careful to ensure that the set of business-level strategies they have formulated and implemented are working in harmony to support each other.
True    False

 

19. The three generic business-level strategies are cost leadership, differentiation, and mass marketing.
True    False

 

20. Cost leaders ignore the many different market segments in an industry and position their products to appeal to the average customer.
True    False

 

21. To pursue a cost leadership strategy, strategic managers need to incorporate all the latest technology into their products.
True    False

 

22. A differentiation business model is based on pursuing a set of generic strategies that allows a company to achieve a competitive advantage by creating a product that customers perceive as different or distinct in some important way.
True    False

 

23. A product’s appeal to customers’ psychological desires cannot be considered a source of differentiation.
True    False

 

24. For any company, building new competencies in the functions that sustain its differentiation means neglecting its cost structure.
True    False

 

25. The problem facing differentiators, such as L. L. Bean, is how to protect the distinctiveness of their products from imitators who are constantly searching for ways to steal away customers by offering similar products at lower prices.
True    False

 

26. Ryanair, based in Dublin, Ireland, used the cost-leadership business model pioneered by Southwest Airlines in the United States to become a leading player in the European air travel market.
True    False

 

27. Within the furniture market, Jacob and Edward are both consumers who want to buy furniture for its looks rather than its functionality. Jacob and Edward are both members of the same customer group.
True    False

 

28. Apple, Amazon.com, and eBay have used the Internet as a way to become broad differentiators.
True    False

 

29. Clothing companies Aeropostale and Forever 21 compete for the same group of customers which consists of females aged 18-24. These two companies would be part of different strategic groups because they use different marketing strategies to reach their customers.
True    False

 

30. To create a successful business model, managers must choose a set of business-level strategies that
A. allow the company to better compete with rivals within an industry.
B. help them decide what businesses to enter and exit.
C. help build an organizational structure that contains multiple businesses.
D. work together to give a company a competitive advantage over its rivals.
E. help it to diversify to better leverage distinctive competencies.

 

31. Which of the following is not a generic competitive strategy?
A. Cost leadership
B. Differentiation
C. Focused cost leadership
D. Focused differentiation
E. Innovation

 

32. Which generic business-level strategy is based on the intent to outperform competitors by doing everything a company can to lower its cost structure?
A. Cost leadership
B. Differentiation
C. Broad differentiation
D. Focused differentiation
E. None of these

 

33. A cost leader could reasonably be expected to reduce costs by developing distinctive competencies in all but
A. manufacturing.
B. materials management.
C. marketing and sales.
D. information technology.
E. learning organizational structure.

 

34. The main difference between companies following a cost leadership strategy and those following a focused cost leadership strategy is
A. standardized market price.
B. industry life cycle stage.
C. degree of market segmentation.
D. age of the market.
E. market trajectory.

 

35. Companies are now able to pursue cost leadership and differentiation simultaneously because
A. of the emergence of flexible manufacturing technologies and new information technologies.
B. markets have become more homogeneous.
C. industries have become consolidated.
D. barriers to entry have fallen.
E. government regulation has diminished.

 

36. A radio station has a distinctive competency in developing new products (shows) and wants to serve the upscale market. Which of the following is the most appropriate generic strategy for this company?
A. Cost leadership
B. Differentiation
C. Both cost leadership and differentiation
D. Focused low-cost approach
E. Focused differentiation approach

 

37. A differentiated product is a product that
A. looks different from rival products.
B. better satisfies customer needs than rival products do.
C. is packaged in a unique and eye-appealing manner.
D. always costs more than rival products.
E. always costs less than rival products.

 

38. A large company produces a variety of clothing for different customer groups. This firm is pursuing which of the following strategies?
A. Cost leadership
B. Differentiation
C. Both cost and differentiation
D. Focus
E. Share building

 

39. A producer of commodity steel should pursue which of the following generic competitive strategies?
A. Growth
B. Differentiation
C. Focus
D. Cost leadership
E. Profit

 

40. The most expensive competitive strategy to pursue is
A. differentiation.
B. cost leadership.
C. focus.
D. growth.
E. hypercompetition.

 

41. When a company produces a wide range of products for different customer groups, it is following a strategy of
A. cost leadership.
B. differentiation.
C. focus.
D. market concentration.
E. share building.

 

42. When technological change is low and customer needs are well established and standardized, the most appropriate generic strategy to pursue is
A. market concentration.
B. differentiation.
C. focus.
D. asset reduction.
E. cost leadership.

 

43. Cost leadership is most appropriate when
A. the power of buyers is low and barriers to entry are high.
B. economies of scale are relatively unimportant in manufacturing products.
C. customers have very different needs and uses for the industry’s products.
D. product innovation is the key competitive factor.
E. industry rivalry is high and customers are very sensitive to prices.

 

44. In which of the following situations does a differentiation strategy make the most sense?
A. The industry is fragmented into different customer groups, each of which has different needs.
B. Customer needs are primarily satisfied by the price of the product.
C. There is a lot of technological change.
D. There are low barriers to entry and exit.
E. The industry is in the maturity stage of the life cycle.

 

45. When a company services the broad market and has a low degree of product differentiation, it is most likely
A. pursuing a cost-leadership strategy.
B. pursuing a differentiation strategy.
C. pursuing a focus strategy.
D. stuck in the middle.
E. pursuing both cost leadership and differentiation.

 

46. Compared to a differentiator, the cost leader has the advantage over its rivals of
A. making higher profit margins.
B. being better able to withstand the negative influence of powerful suppliers and buyers.
C. having inimitable production methods.
D. enjoying higher brand loyalty.
E. being preferred by investors.

 

47. A disadvantage of pursuing a cost leadership strategy is that
A. technological change can make production methods obsolete.
B. price wars make it hard to compete with differentiators.
C. it costs more than a differentiation strategy because of the necessity of high capital investments.
D. powerful buyers are a major threat.
E. no quality control exists.

 

48. A differentiation strategy is based on creating a product that customers perceive as being
A. about the same as other available products.
B. distinct.
C. the least costly product in the industry.
D. the most costly product in the industry.
E. somewhat faddish in nature.

 

49. Mercedes-Benz automobiles are a good example of
A. moderately priced products.
B. imitative products.
C. differentiated products.
D. products that are struggling to differentiate.
E. highly competitive products.

 

50. Differentiation is least effective when it is based on
A. physical features.
B. service quality.
C. an appeal to the customer’s psychological needs.
D. reliability.
E. product quality.

 

51. Info Tech, Inc. makes complex telecommunications products, such as cellular telephones. Because this company has a distinctive competency in research and development, it should try to differentiate its product through
A. reliability.
B. innovation.
C. advertising.
D. service.
E. low price.

 

52. A focused differentiator has the advantage of
A. charging a premium price because of its low costs.
B. pursuing differentiation and low-cost strategies simultaneously.
C. being close to the customer.
D. superior materials management.
E. protection against price wars.

 

53. A shrinking market segment poses the greatest threat to a company pursuing which of the following strategies?
A. Cost leadership
B. Differentiation
C. Focused differentiation
D. Growth
E. Both cost leadership and differentiation simultaneously

 

54. The principal dangers of a cost leadership approach include all of the following except
A. powerful buyers.
B. technological change.
C. imitation of production techniques.
D. changes in consumer tastes.
E. rivals lowering their costs.

 

55. Jordan’s ice cream stand offers different combinations of premium flavors, cones, and toppings to create hundreds of extravagant, customized products. Which generic strategy is Jordan following in the restaurant industry?
A. Cost leadership
B. Differentiation
C. Focused cost leadership
D. Focused differentiation
E. Both cost leadership and differentiation simultaneously

 

56. Delta Airlines used to advertise its high-quality air travel service by saying it flew “anywhere, anytime.” What generic strategy is represented by this advertisement?
A. Cost leadership
B. Differentiation
C. Stuck in the middle
D. Focused differentiation
E. Both cost leadership and differentiation simultaneously

 

57. Nick is often asked to perform his clown act for birthday parties and school groups, but he offers his most inexpensive services only to children’s hospitals. Nick is pursuing which generic business strategy?
A. Cost leadership
B. Differentiation
C. Focused cost leadership
D. Focused differentiation
E. Stuck in the middle

 

58. A market segment consists of a group of
A. similar products.
B. customers who have similar needs.
C. companies who produce similar products.
D. diverse products produced by one manufacturer.
E. customers who have diverse needs.

 

59. Market segmentation is best described as what type of process?
A. Static
B. Regressive
C. Evolving
D. Normative
E. Revolving

 

60. Companies that successfully differentiate a product often charge ____ prices for them.
A. premium
B. exorbitant
C. below cost
D. average
E. none of these choices

 

61. Which of the following is not a main approach to market segmentation?
A. Marketing a product targeted toward average or typical customers
B. Marketing a product targeted toward most or all of the different market segments
C. Making customized products to meet the specific needs of customers
D. Making products to meet the specific needs of a narrow group of customers
E. Making one product aimed toward a general rather than a specific subset of customers

 

62. Which of the following statements is true?
A. Differentiation and cost structure decisions affect one another.
B. Differentiation and cost structure decisions do not affect one another.
C. Differentiation and cost structure decisions have little effect on a company’s profitability.
D. Differentiation decisions do not affect a company’s profitability.
E. Cost structure decisions do not affect a company’s profitability.

 

63. Generally speaking, a differentiator chooses to divide its market into
A. one generic market.
B. two or three major segments.
C. niches and segments in which customers will pay premium prices.
D. as few segments as possible.
E. None of these.

 

64. A company pursuing a focus strategy
A. attempts to serve all market segments.
B. concentrates on building market share in one market segment.
C. typically has more resources at its disposal than a differentiator does.
D. need not be concerned that a differentiator will try to imitate the company’s products or services.
E. none of these.

 

65. A company pursuing a cost-leadership strategy does which of the following?
A. Includes substandard components in the product to keep costs low
B. Chooses strategies that keep costs as low as feasible and are effective
C. Keeps advertising expenses at a maximum
D. Relies on patent protections to keep costs low
E. None of these

 

66. If a company uses a focused cost-leadership strategy, it competes in the market segments where
A. it can operate at no cost disadvantage.
B. where cost is not a high concern.
C. it can operate at a minimal cost disadvantage.
D. there is frequently little or no competition.
E. none of these.

 

67. A business model based on differentiation requires a company to
A. make strategic choices that reinforce each other and increase the value of a good or service in the eyes of customers.
B. serve several market segments simultaneously to take full advantage of differentiation.
C. systematically raise its prices at stipulated times.
D. develop a functional organization structure.
E. all of these.

 

68. A strategic group is a group of companies within a particular industry
A. with the same overhead costs.
B. with the same cost structure.
C. that are pursuing a similar business model.
D. that are using the same suppliers.
E. all of these choices.

 

69. Yankee Candle Company offers customers candles that burn for 50-60 hours, much longer than most department store candle brands. Therefore, customers are willing to pay a higher price for these candles. Yankee Candle Company is utilizing which of the following?
A. Cost leadership
B. Focused cost leadership
C. Market segmentation
D. Product differentiation
E. A strategic group

 

70. Lilly’s Beauty Company sells haircare products such as shampoo, conditioner, and hairspray. These products are targeted at the average or typical customer and prices are typically low in comparison to other haircare products. Which of the following approaches to market segmentation is Lilly’s Beauty Company using?
A. No market segmentation
B. Low market segmentation
C. Medium market segmentation
D. High market segmentation
E. Focused market segmentation

 

71. Lucy’s Swimwear Boutique offers swimwear that is targeted at affluent people who can afford to buy expensive, handmade swimsuits. Which of the following approaches to market segmentation is Lucy’s Swimwear Boutique using?
A. No market segmentation
B. Low market segmentation
C. Medium market segmentation
D. High market segmentation
E. Focused market segmentation

 

72. At The Luxury Hotel in Miami, Florida, three hotel employees serve the needs of each guest. In every room, a guest can summon a chef, a maid, or a valet by pressing a button at bedside. Which generic business-level strategy is The Luxury Hotel utilizing?
A. Cost leadership
B. Differentiation
C. Focus
D. Strategic group
E. Brand loyalty

 

73. What does the broad differentiation business model look like and how can this model benefit companies that employ it?

 

 

 

 

 

74. What is meant by the term strategic group and why is it important for managers to understand this term to position their companies in a competitive marketplace?

 

 

 

 

 

75. For each of the generic strategies¾cost leadership, differentiation, and focus¾describe one advantage and one disadvantage.

 

 

 

 

 

76. What factors may account for a company’s failure to achieve effective competitive positioning? What actions should a company take to avoid such failures?

 

 

 

 

 

Chapter 5–Building Competitive Advantage Through Business-Level Strategy Key
1. A firm’s business model should contain three components: what is to be satisfied, who is to be satisfied, and how they will be satisfied.
TRUE

 

2. Both the way a product is differentiated from other products of its type and the price of the product determine which product a customer chooses to satisfy his or her needs.
TRUE

 

3. Companies with a differentiation advantage must charge a lower price for their products.
FALSE

 

4. A company searching for a successful business model has to group customers according to the similarities or differences in their needs to discover what kinds of products to develop that will best meet the needs of different kinds of customers.
TRUE

 

5. Market segmentation addresses the “what” portion of a firm’s business model.
FALSE

 

6. Maximizing the profitability of a company’s business model is about making the right choices with regard to value creation through differentiation, costs, and pricing given both the demand conditions in the company’s market and the competitive conditions in the company’s industry.
TRUE

 

7. Companies that successfully pursue a cost leadership strategy generally have a distinctive competency in research and development.
FALSE

 

8. All focus strategies entail serving a specific market segment using a differentiation approach.
FALSE

 

9. A cost leader must respond to the strategic moves of its differentiated competitors.
TRUE

 

10. Differentiation on the basis of innovation and technological competency depends on the research and development function.
TRUE

 

11. A major problem with a differentiation strategy centers on the long-term ability to maintain a product’s perceived difference or distinctness in customers’ eyes.
TRUE

 

12. Once a focused differentiator gains competitive advantage in its market, the threat of competitive rivalry is greatly reduced.
FALSE

 

13. Differentiation leads to high brand loyalty, which in turn significantly increases the threat of new firms entering the industry.
FALSE

 

14. Market segmentation is an evolving, ongoing process that presents considerable opportunities for strategic managers to improve their company’s business model.
TRUE

 

15. Fortunately, focusers are not vulnerable to shifting consumer tastes, because of brand loyalty that comes with focused strategy.
TRUE

 

16. If consumer tastes change and a focuser’s niche disappears, the danger for the focuser is that it might have difficulty shifting resources from its niche to another market segment.
TRUE

 

17. Strategic group analysis allows managers to focus only on what is happening in their group.
FALSE

 

18. To pursue a successful business model, managers must be careful to ensure that the set of business-level strategies they have formulated and implemented are working in harmony to support each other.
TRUE

 

19. The three generic business-level strategies are cost leadership, differentiation, and mass marketing.
FALSE

 

20. Cost leaders ignore the many different market segments in an industry and position their products to appeal to the average customer.
TRUE

 

21. To pursue a cost leadership strategy, strategic managers need to incorporate all the latest technology into their products.
FALSE

 

22. A differentiation business model is based on pursuing a set of generic strategies that allows a company to achieve a competitive advantage by creating a product that customers perceive as different or distinct in some important way.
TRUE

 

23. A product’s appeal to customers’ psychological desires cannot be considered a source of differentiation.
FALSE

 

24. For any company, building new competencies in the functions that sustain its differentiation means neglecting its cost structure.
FALSE

 

25. The problem facing differentiators, such as L. L. Bean, is how to protect the distinctiveness of their products from imitators who are constantly searching for ways to steal away customers by offering similar products at lower prices.
TRUE

 

26. Ryanair, based in Dublin, Ireland, used the cost-leadership business model pioneered by Southwest Airlines in the United States to become a leading player in the European air travel market.
TRUE

 

27. Within the furniture market, Jacob and Edward are both consumers who want to buy furniture for its looks rather than its functionality. Jacob and Edward are both members of the same customer group.
TRUE

 

28. Apple, Amazon.com, and eBay have used the Internet as a way to become broad differentiators.
TRUE

 

29. Clothing companies Aeropostale and Forever 21 compete for the same group of customers which consists of females aged 18-24. These two companies would be part of different strategic groups because they use different marketing strategies to reach their customers.
FALSE

 

30. To create a successful business model, managers must choose a set of business-level strategies that
A. allow the company to better compete with rivals within an industry.
B. help them decide what businesses to enter and exit.
C. help build an organizational structure that contains multiple businesses.
D. work together to give a company a competitive advantage over its rivals.
E. help it to diversify to better leverage distinctive competencies.

 

31. Which of the following is not a generic competitive strategy?
A. Cost leadership
B. Differentiation
C. Focused cost leadership
D. Focused differentiation
E. Innovation

 

32. Which generic business-level strategy is based on the intent to outperform competitors by doing everything a company can to lower its cost structure?
A. Cost leadership
B. Differentiation
C. Broad differentiation
D. Focused differentiation
E. None of these

 

33. A cost leader could reasonably be expected to reduce costs by developing distinctive competencies in all but
A. manufacturing.
B. materials management.
C. marketing and sales.
D. information technology.
E. learning organizational structure.

 

34. The main difference between companies following a cost leadership strategy and those following a focused cost leadership strategy is
A. standardized market price.
B. industry life cycle stage.
C. degree of market segmentation.
D. age of the market.
E. market trajectory.

 

35. Companies are now able to pursue cost leadership and differentiation simultaneously because
A. of the emergence of flexible manufacturing technologies and new information technologies.
B. markets have become more homogeneous.
C. industries have become consolidated.
D. barriers to entry have fallen.
E. government regulation has diminished.

 

36. A radio station has a distinctive competency in developing new products (shows) and wants to serve the upscale market. Which of the following is the most appropriate generic strategy for this company?
A. Cost leadership
B. Differentiation
C. Both cost leadership and differentiation
D. Focused low-cost approach
E. Focused differentiation approach

 

37. A differentiated product is a product that
A. looks different from rival products.
B. better satisfies customer needs than rival products do.
C. is packaged in a unique and eye-appealing manner.
D. always costs more than rival products.
E. always costs less than rival products.

 

38. A large company produces a variety of clothing for different customer groups. This firm is pursuing which of the following strategies?
A. Cost leadership
B. Differentiation
C. Both cost and differentiation
D. Focus
E. Share building

 

39. A producer of commodity steel should pursue which of the following generic competitive strategies?
A. Growth
B. Differentiation
C. Focus
D. Cost leadership
E. Profit

 

40. The most expensive competitive strategy to pursue is
A. differentiation.
B. cost leadership.
C. focus.
D. growth.
E. hypercompetition.

 

41. When a company produces a wide range of products for different customer groups, it is following a strategy of
A. cost leadership.
B. differentiation.
C. focus.
D. market concentration.
E. share building.

 

42. When technological change is low and customer needs are well established and standardized, the most appropriate generic strategy to pursue is
A. market concentration.
B. differentiation.
C. focus.
D. asset reduction.
E. cost leadership.

 

43. Cost leadership is most appropriate when
A. the power of buyers is low and barriers to entry are high.
B. economies of scale are relatively unimportant in manufacturing products.
C. customers have very different needs and uses for the industry’s products.
D. product innovation is the key competitive factor.
E. industry rivalry is high and customers are very sensitive to prices.

 

44. In which of the following situations does a differentiation strategy make the most sense?
A. The industry is fragmented into different customer groups, each of which has different needs.
B. Customer needs are primarily satisfied by the price of the product.
C. There is a lot of technological change.
D. There are low barriers to entry and exit.
E. The industry is in the maturity stage of the life cycle.

 

45. When a company services the broad market and has a low degree of product differentiation, it is most likely
A. pursuing a cost-leadership strategy.
B. pursuing a differentiation strategy.
C. pursuing a focus strategy.
D. stuck in the middle.
E. pursuing both cost leadership and differentiation.

 

46. Compared to a differentiator, the cost leader has the advantage over its rivals of
A. making higher profit margins.
B. being better able to withstand the negative influence of powerful suppliers and buyers.
C. having inimitable production methods.
D. enjoying higher brand loyalty.
E. being preferred by investors.

 

47. A disadvantage of pursuing a cost leadership strategy is that
A. technological change can make production methods obsolete.
B. price wars make it hard to compete with differentiators.
C. it costs more than a differentiation strategy because of the necessity of high capital investments.
D. powerful buyers are a major threat.
E. no quality control exists.

 

48. A differentiation strategy is based on creating a product that customers perceive as being
A. about the same as other available products.
B. distinct.
C. the least costly product in the industry.
D. the most costly product in the industry.
E. somewhat faddish in nature.

 

49. Mercedes-Benz automobiles are a good example of
A. moderately priced products.
B. imitative products.
C. differentiated products.
D. products that are struggling to differentiate.
E. highly competitive products.

 

50. Differentiation is least effective when it is based on
A. physical features.
B. service quality.
C. an appeal to the customer’s psychological needs.
D. reliability.
E. product quality.

 

51. Info Tech, Inc. makes complex telecommunications products, such as cellular telephones. Because this company has a distinctive competency in research and development, it should try to differentiate its product through
A. reliability.
B. innovation.
C. advertising.
D. service.
E. low price.

 

52. A focused differentiator has the advantage of
A. charging a premium price because of its low costs.
B. pursuing differentiation and low-cost strategies simultaneously.
C. being close to the customer.
D. superior materials management.
E. protection against price wars.

 

53. A shrinking market segment poses the greatest threat to a company pursuing which of the following strategies?
A. Cost leadership
B. Differentiation
C. Focused differentiation
D. Growth
E. Both cost leadership and differentiation simultaneously

 

54. The principal dangers of a cost leadership approach include all of the following except
A. powerful buyers.
B. technological change.
C. imitation of production techniques.
D. changes in consumer tastes.
E. rivals lowering their costs.

 

55. Jordan’s ice cream stand offers different combinations of premium flavors, cones, and toppings to create hundreds of extravagant, customized products. Which generic strategy is Jordan following in the restaurant industry?
A. Cost leadership
B. Differentiation
C. Focused cost leadership
D. Focused differentiation
E. Both cost leadership and differentiation simultaneously

 

56. Delta Airlines used to advertise its high-quality air travel service by saying it flew “anywhere, anytime.” What generic strategy is represented by this advertisement?
A. Cost leadership
B. Differentiation
C. Stuck in the middle
D. Focused differentiation
E. Both cost leadership and differentiation simultaneously

 

57. Nick is often asked to perform his clown act for birthday parties and school groups, but he offers his most inexpensive services only to children’s hospitals. Nick is pursuing which generic business strategy?
A. Cost leadership
B. Differentiation
C. Focused cost leadership
D. Focused differentiation
E. Stuck in the middle

 

58. A market segment consists of a group of
A. similar products.
B. customers who have similar needs.
C. companies who produce similar products.
D. diverse products produced by one manufacturer.
E. customers who have diverse needs.

 

59. Market segmentation is best described as what type of process?
A. Static
B. Regressive
C. Evolving
D. Normative
E. Revolving

 

60. Companies that successfully differentiate a product often charge ____ prices for them.
A. premium
B. exorbitant
C. below cost
D. average
E. none of these choices

 

61. Which of the following is not a main approach to market segmentation?
A. Marketing a product targeted toward average or typical customers
B. Marketing a product targeted toward most or all of the different market segments
C. Making customized products to meet the specific needs of customers
D. Making products to meet the specific needs of a narrow group of customers
E. Making one product aimed toward a general rather than a specific subset of customers

 

62. Which of the following statements is true?
A. Differentiation and cost structure decisions affect one another.
B. Differentiation and cost structure decisions do not affect one another.
C. Differentiation and cost structure decisions have little effect on a company’s profitability.
D. Differentiation decisions do not affect a company’s profitability.
E. Cost structure decisions do not affect a company’s profitability.

 

63. Generally speaking, a differentiator chooses to divide its market into
A. one generic market.
B. two or three major segments.
C. niches and segments in which customers will pay premium prices.
D. as few segments as possible.
E. None of these.

 

64. A company pursuing a focus strategy
A. attempts to serve all market segments.
B. concentrates on building market share in one market segment.
C. typically has more resources at its disposal than a differentiator does.
D. need not be concerned that a differentiator will try to imitate the company’s products or services.
E. none of these.

 

65. A company pursuing a cost-leadership strategy does which of the following?
A. Includes substandard components in the product to keep costs low
B. Chooses strategies that keep costs as low as feasible and are effective
C. Keeps advertising expenses at a maximum
D. Relies on patent protections to keep costs low
E. None of these

 

66. If a company uses a focused cost-leadership strategy, it competes in the market segments where
A. it can operate at no cost disadvantage.
B. where cost is not a high concern.
C. it can operate at a minimal cost disadvantage.
D. there is frequently little or no competition.
E. none of these.

 

67. A business model based on differentiation requires a company to
A. make strategic choices that reinforce each other and increase the value of a good or service in the eyes of customers.
B. serve several market segments simultaneously to take full advantage of differentiation.
C. systematically raise its prices at stipulated times.
D. develop a functional organization structure.
E. all of these.

 

68. A strategic group is a group of companies within a particular industry
A. with the same overhead costs.
B. with the same cost structure.
C. that are pursuing a similar business model.
D. that are using the same suppliers.
E. all of these choices.

 

69. Yankee Candle Company offers customers candles that burn for 50-60 hours, much longer than most department store candle brands. Therefore, customers are willing to pay a higher price for these candles. Yankee Candle Company is utilizing which of the following?
A. Cost leadership
B. Focused cost leadership
C. Market segmentation
D. Product differentiation
E. A strategic group

 

70. Lilly’s Beauty Company sells haircare products such as shampoo, conditioner, and hairspray. These products are targeted at the average or typical customer and prices are typically low in comparison to other haircare products. Which of the following approaches to market segmentation is Lilly’s Beauty Company using?
A. No market segmentation
B. Low market segmentation
C. Medium market segmentation
D. High market segmentation
E. Focused market segmentation

 

71. Lucy’s Swimwear Boutique offers swimwear that is targeted at affluent people who can afford to buy expensive, handmade swimsuits. Which of the following approaches to market segmentation is Lucy’s Swimwear Boutique using?
A. No market segmentation
B. Low market segmentation
C. Medium market segmentation
D. High market segmentation
E. Focused market segmentation

 

72. At The Luxury Hotel in Miami, Florida, three hotel employees serve the needs of each guest. In every room, a guest can summon a chef, a maid, or a valet by pressing a button at bedside. Which generic business-level strategy is The Luxury Hotel utilizing?
A. Cost leadership
B. Differentiation
C. Focus
D. Strategic group
E. Brand loyalty

 

73. What does the broad differentiation business model look like and how can this model benefit companies that employ it?

Broad differentiation is a business model that seeks to improve a company’s differentiation and cost structure simultaneously. Companies following this model have pursued a differentiation approach, but they have done so in a way that allows them to lower their cost structure. Broad differentiators may have a cost structure that is higher than the cost leaders and a level of product differentiation that is less than the most differentiated product in the market. However, they may be able to provide more value to customers if they can balance the tradeoff between differentiation and cost.

The broad differentiation model allows a company to realize the benefits of being in the middle between differentiators and cost leaders, but this situation can be desirable if they can still offer a somewhat differentiated product at a premium price (compared to cost leaders). Over time, successful broad differentiators can grow their profits, which gives them more capital to reinvest in their business and continually improve their business model, and in turn continue to increase both differentiation and lower their cost structure. Over time, differentiators and cost leaders may find that broad differentiators have completely taken away their competitive advantage.

 

74. What is meant by the term strategic group and why is it important for managers to understand this term to position their companies in a competitive marketplace?

A company’s business model determines how it will compete for customers in a particular market, and typically several companies are competing for the same set of customers. This means that the strategies of companies affect the strategies pursued by the others. A strategic group refers to a group of firms within an industry that are competing for the same customers and using the same business model. Cost leaders comprise one strategic group; differentiators comprise another; and broad differentiators, focus cost-leaders, and focus differentiators comprise still others.

Strategic group analysis helps managers to understand the sets of strategies that their rivals are using. Once they understand this, they can then position themselves to better appeal to customers by identifying which competencies and resources they should be trying to develop. Another benefit of strategic group analysis is that it can help managers better understand the way changes taking place in an industry are affecting its relative standing concerning differentiation and cost structure. Relative standing on these dimensions determines a firm’s profit potential. Finally, because strategic group analysis forces managers to focus on the activities of companies in the other strategic groups, they are in a better position to identify emerging threats from companies outside their strategic group. This also helps them understand opportunities and threats that may arise due to changes in the environment.

 

75. For each of the generic strategies¾cost leadership, differentiation, and focus¾describe one advantage and one disadvantage.

Students should mention items from the following lists. Cost leadership provides protection against rivalry and price wars, protection against price pressure from suppliers and buyers, competitive pricing compared to the price of substitutes, and the creation of high entry barriers. Disadvantages include a vulnerability to imitation and the risk of losing sight of customer needs or technological advances. Differentiation provides lessened rivalry due to brand loyalty, protection from price pressure from suppliers, low customer defection rates, protection from substitutes, and high barriers to entry. Disadvantages include the risk of losing their source of uniqueness, risk from changing customer preferences, and price competition.

Focus provides a niche strategy that protects against rivals and new entrants, power over buyers, and lower risk from substitutes. Disadvantages include the risks from powerful suppliers, high costs, disappearance of the niche, and vulnerability to competition from larger firms.

 

76. What factors may account for a company’s failure to achieve effective competitive positioning? What actions should a company take to avoid such failures?

Among the factors that account for a company’s failure to achieve effective competitive positions are the following: failure to achieve proper fit between strategies and business model, lack of harmony between business-level strategies, failure to perform strategic-group analysis, failure to identify and respond to changing business opportunities and threats in the industry environment, loss of competitive advantage, loss of control of the business model, increase in company size and complexity, changes in the external environment, and attacks from more specialized or low-cost competitors.

To avoid failures in competitive positioning a company needs to stay in touch with itself, its external environment, and its competitors. More specifically, a company must always assure that its business-level model and its strategies are compatible. Moreover, all business-level strategies must be internally harmonious. Conflict between strategies at this level will result in serious problems. Companies must examine the strategic group or groups to which they belong or to which they compare themselves to be assured that they are still comparing to the correct group(s). Continuous environmental scanning is also necessary to discern changes in industry opportunities and threats. Growth in company size and complexity can also cause problems in that they may necessitate changes in competitive positioning. Changes in the overall external environment may affect competitive positioning. The external environment must always be monitored for potential internal changes it may require a company to make. Attacks from more specialized or low-cost competitors may require adjusting a company’s business model or its competitive positioning. Different approaches may be required in the face of attacks. In summary, a company should always be alert for changes that occur within itself, its environments, and its competitive position. What works in one instance will not always work in another instance.