Chapter #3 part #1

A visually engaging representation of competition in a business environment, featuring elements like market graphs, diverse businesses, and symbols of analysis, in a professional and modern style.

Understanding Industry Dynamics Quiz

Test your knowledge of the key concepts surrounding industry analysis with our engaging quiz. This quiz explores various aspects such as market competition, buyer power, and strategic significance in business.

Are you ready to challenge yourself? Here’s what you can expect:

10 thought-provoking questions
Multiple choice format
Immediate feedback on your answers

10 Questions2 MinutesCreated by AnalyzingMarket101

Which of the following is not a factor to consider in identifying an industry’s dominant economic features?

Market size, growth rate, and prospects

Scope of competitive rivalry including geographic area

Market demand-supply conditions

Strength of both driving forces and competitive forces

Role and pace of technological change

Which of the following is not one of the principal components of strategic significance in the PESTEL analysis?

Technological factors that include the pace of change and technical developments possessing the potential to impact society.

Changes in laws and regulations that give rise to the birth of new industries, new knowledge, and disruptive technologies.

Economic conditions that include the general economic climate and specific factors such as interest rates, inflation rate, and unemployment rate, as well as conditions in the stock and bond markets that can affect consumer confidence.

Sociocultural forces including societal values, attitudes, cultural factors, and lifestyles that impact business.

Environmental forces that include the competitive structure, the degree of industry fragmentation, and the mobility barriers that inhibit business

The most powerful of the five competitive forces is usually the

Competitive pressures that stem from the ready availability of attractively priced substitute products.

Competitive pressures associated with rivalry among competing sellers in the industry for buyer patronage.

Competitive pressures that emerge from close collaboration with suppliers.

Competitive pressures associated with the potential entry of new competitors.

Competitive pressures from bargaining power and leverage that large customers are able to exercise.

Rivalry among competing firms tends to be more intense when

Demand for the product is growing slowly, one or maybe several industry members become dissatisfied with their market position, buyers have low switching costs, and when strong companies outside the industry acquire weak firms in the industry and launch aggressive moves to build market share.

The products/services of rival sellers are strongly differentiated, and buyer demand is strong.

Rivals are relatively content with their market position.

There are so many industry rivals that the impact of any one company’s actions is spread thinly across all industry members.

There are fewer firms in the industry that have unequal market shares.

Industry conditions change

Because of such powerful driving forces as swings in buyer demand, changing interest rates, ups and downs in the economy, and higher/lower entry barriers.

Because of newly emerging industry threats and industry opportunities that alter the composition of the industry’s strategic groups.

Because new industry key success factors emerge.

Because forces create pressures or incentives for industry participants (competitors, customers, suppliers) to alter their actions in important ways.

Chiefly because of changes in the barriers to entry and the degree of competition from substitute products.

Rivalry among competing sellers is generally more intense when

Buyer demand is growing rapidly.

The industry’s driving forces are strong, and rivals have strongly differentiated products.

Barriers to entry are moderately high, and the pool of likely entry candidates is small.

Industry conditions tempt competitors to use price cuts or other competitive weapons to boost unit volume.

Barriers to entry are high, and buyer switching costs are high.

Which of the following is not a factor that causes buyer bargaining power to be stronger?

Some buyers are a threat to integrate backward into the business of sellers.

The industry is composed of a few large sellers, and the customer group consists of numerous buyers that purchase in fairly small quantities.

Buyers have considerable discretion over whether and when they purchase the product.

Buyers are well informed about sellers’ products, prices, and costs.

The costs incurred by buyers in switching to competing brands or to substitute products are relatively low.

Which of the following is generally not considered as a barrier to entry?

Rapid market growth

Sizable capital requirements and an array of regulatory requirements

Strong buyer loyalty to existing brands

Sizable economies of scale in production

Difficulties in gaining access to distribution and securing adequate space of retailers’ shelves

__________ is the most powerful and widely known tool used to assess the state of competition in an industry.

Which of the following do not qualify as potential driving forces capable of inducing fundamental changes in industry and competitive conditions?

Changes in who buys the product and how they use it, changes in the long-term industry growth rate, and changes in cost and efficiency

Entry or exit of major firms, product innovation, and marketing innovation

Increases in the economic power and bargaining leverage of customers and suppliers, growing supplier-seller collaboration, and growing buyer-seller collaboration

Diffusion of technical know-how and changing societal concerns, attitudes, and lifestyles

Changes in manufacturing processes brought on by technological change, increasing globalization of the industry, and new Internet capabilities

Chapter #3 part #1

Understanding Industry Dynamics Quiz

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