Quiz 2
Most have a little bit of wealth, some have a medium amount wealth, and just a few have a very large amount of wealth.
Let's say that the distribution of wealth in a country follows a power law (and by the way, it does!). What is one implication you can draw from that observation?
All of the above (Burberry)
Burberry started with its patented gabardine, which was worn in World War I and on polar expeditions. It was Valuable, Rare, hard to Imitate and Burberry was Organized to exploit this resource. And yet, we know of North Face and Gore-tex for getting around in inclement weather, more so than we know of Burberry. But if a resource is VRIO, it supposedly leads to sustained competitive advantage. What could be a reason why this is not the case?
All of the above (D)
If Apple in the smartphone market is in the same strategic group as Samsung, but not in the same strategic group as Huawei, what are some "common-sense" implications of this distinction?
Capability
If CEO Hannah Ahrendts of Burberry is viewed through the lens of the Resource-Based View, what would she be considered (hint: a CEO is the highest-ranking manager in a corporation).
Chinese smartphone manufacturer Xiaomi overcomes the barriers to entry of penetrating the smartphone industry.
If the Apple iPhone fails to prolong its pre-eminence, what could be a reason for this based on the five forces in the smartphone industry?
PESTEL framework
The _____ allows the scanning, monitoring, and evaluating of changes and trends in a firm's macro environment
None of the above.
There are three theoretical disciplines that define the field of strategic management. Which of the following answers is correct about them?
Assets such as land and buildings owned by a firm
Which of the following is an example of a firm's resources?
Profitability varies between different strategic groups.
Which of the following statements is true about strategic groups?
Core competencies
_____ are best described as unique strengths, embedded deep within a firm, that allow a firm to differentiate its products and services from those of its rivals, creating higher value for the customer or offering products and services of comparable value at lower cost.
