CERTIFICATION EVALUATION EXAMS FULL QUESTION SET WITH SOLVED ANSWERS, Exams of Innovation

CERTIFICATION EVALUATION EXAMS FULL QUESTION SET WITH SOLVED ANSWERS

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2025/2026

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CERTIFICATION EVALUATION EXAMS FULL
QUESTION SET WITH SOLVED ANSWERS
โ—‰ Implications for strategy: shaping industry structure. Answer:
when a company exploits structural change, it is recognizing, and
reacting to, the inevitable. An industry's structure can be reshaped
in two ways: by redividing profitability in favor of incumbents, or by
expanding the overall profit pool.
โ—‰ Redividing profitability. Answer: to capture more profits for
industry rivals, the starting point is to determine which force or
forces are currently constraining industry profitability and address
them The strategist's goal here is to reduce the share of profits that
leak suppliers, buyers, and substitutes or are sacrificed to deter
entrants.
โ—‰ Expanding the profit pool. Answer: when overall demand grows,
the industry's quality level rises, intrinsic costs are reduced, or
waste is eliminated, the pie expands. The total pool of value available
to competitors, suppliers, and buyers grows.
โ—‰ Defining the industry. Answer: the five competitive forces hold the
key to defining the relevant industry in which a company competes.
Drawing industry boundaries correctly, around the arena in which
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CERTIFICATION EVALUATION EXAMS FULL

QUESTION SET WITH SOLVED ANSWERS

โ—‰ Implications for strategy: shaping industry structure. Answer: when a company exploits structural change, it is recognizing, and reacting to, the inevitable. An industry's structure can be reshaped in two ways: by redividing profitability in favor of incumbents, or by expanding the overall profit pool. โ—‰ Redividing profitability. Answer: to capture more profits for industry rivals, the starting point is to determine which force or forces are currently constraining industry profitability and address them The strategist's goal here is to reduce the share of profits that leak suppliers, buyers, and substitutes or are sacrificed to deter entrants. โ—‰ Expanding the profit pool. Answer: when overall demand grows, the industry's quality level rises, intrinsic costs are reduced, or waste is eliminated, the pie expands. The total pool of value available to competitors, suppliers, and buyers grows. โ—‰ Defining the industry. Answer: the five competitive forces hold the key to defining the relevant industry in which a company competes. Drawing industry boundaries correctly, around the arena in which

competition actually takes place, will clarify the causes of profitability and the appropriate unit for setting strategy. โ—‰ What leads to differential firm performance?. Answer: 1. Positioning View

  1. Resource-Based View โ—‰ Pillers of Porter #1. Answer: Position in the External Environment "Firm success depends on... leveraging strengths to obtain an advantageous position within the external environment" โ—‰ Pillers of Porter #2. Answer: Firm Strengths: Two basic types of firm strengths:
  2. Perform similar activities in a different and more efficient way (efficiency)
  3. Perform different activities that deliver a unique mix of value (differentiation) โ—‰ Pillers of Porter #3. Answer: Applying Firm Strengths: Generic Strategies
  4. Cost leadership
  5. Differentiation
  6. Focus
  • efficiency - do the same thing, but cheaper
  • differentiation - do something no one else can โ—‰ Know your firm's generic strategy. Answer: - Cost leadership (walmart)
  • differentiation (apple)
  • Focus (razorbacks) โ—‰ Advantage position. Answer: You need a where-to-play and a how- to-win. Strategy is about positioning and resources - together โ—‰ Strategy is. Answer: - positioning school
  • resource-based view of the firm โ—‰ Resource-based view. Answer: in an increasingly unstable world, the possession of valuable, rare, inimitable, and non-sub resources is a more reliable key to competitive success
  • very different collections of physical an intangible assets and capabilities
  • no two companies are alike because no two companies have had the same set of experiences, acquired the same assets and skills, or built the same organizational cultures.

โ—‰ RBV. Answer: combines the internal analysis of phenomena within companies with the external analysis of the industry and the competitive environment (the central focus of earlier strategy approaches) โ—‰ strategically valuable resources. Answer: 1. difficult to copy

  1. depreciate slowly
  2. company - not employees, suppliers, or customers - control their values
  3. can't be easily substituted
  4. superior to similar resources your competitors own โ—‰ What gives your company a competitive edge?. Answer: your strategically valuable resources, which enable you to perform activities better or more cheaply than rivals. Can be physical assets (a prime location), intangible assets (a strong brand), or capabilities (a superefficient manufacturing process) โ—‰ Competitive advantage. Answer: can be attributed to the ownership of a valuable resource that enables the company to perform activities better or more cheaply than competitors โ—‰ What makes a resource valuable?. Answer: Scarcity, Appropriability, Demand

โ—‰ economic deterrence. Answer: occurs when a company preempts a competitor by making a sizeable investment in an asset โ—‰ disaggregation. Answer: important not only for identifying truly distinctive resources but also for deriving actionable implications

  • this is the KEY to identifying competitively superior resources, sometimes the valuable resource is a combination of skills makes a better package โ—‰ Strategic Implications. Answer: managers should build their strategies on resources that meet the five tests outlined above - best of these resources are often intangible, not physical, hence the emphasis in recent approaches on the softer aspects of corporate assets - the culture, the technology, and the transformational leader โ—‰ What does the RBV help?. Answer: Helps us understand why the track record of corporate diversification has been so poor and identifies three common and costly strategic errors companies make when they try to grow by leveraging resources โ—‰ RBV overview. Answer: - internal firm focus**
  • competitive advantage achieved by exploiting internal firm capabilities rather than external factors
  • tangible
  • intangible

โ—‰ Tangible resources. Answer: physical things: land, buildings, equipment, capital short-term advantage because these things can be bought โ—‰ Intangible resources. Answer: no physical presence: skills, capabilities, know-how, processes long-term advantage because these things take time to develop โ—‰ Heterogenous Resources. Answer: - resources that organizations possess differ from company to company

  • firms with the same external forces can have different resources and outperform others โ—‰ Inmobile resources. Answer: - resources cannot easily move from company to company in the short-term โ—‰ VRIN Resources. Answer: Valuable Rare Inimitable Non-substitutable โ—‰ Valuable Resources. Answer: - reduce costs

โ—‰ Modern Supply Chain Management. Answer: - know-how is an intangible resource

  • companies can provide their customers with a much more valuable bundle of cost, service, and timeliness attributes โ—‰ Degree of competitiveness. Answer: depends on the bargaining power of buyers and suppliers, as well how threatening substitute products and new entrants are โ—‰ strategy. Answer: a matter of working out your company's best position relative not just to pricing pressures from rivals, but to all forces in your competitive environment โ—‰ Porter's broad options. Answer: 1. Do what everyone else is doing (but spend less money doing it)
  1. Do something no one else can do โ—‰ Strategic Fit. Answer: - the way an organizations activities complement each other to create competitive advantage
  • how well a company's resources and capabilities match with opportunities in the external environment

โ—‰ Porter's 3 types of fit. Answer: 1. consistency between activities and the overall strategy

  1. Activities are reinforcing
  2. Optimization efforts (reduce waste) โ—‰ What does FIT have to do with SCM?. Answer: the most strategic concept for SC managers to understand โ—‰ FIT AND SCM. Answer: - supply chains are complex integrated systems that require consistent actions
  • SCM strategies and capabilities need to align with internal corporate strategy and external environment โ—‰ Fit drives competitive advantage and sustainability. Answer: - reduces costs or increases differentiation
  • leverages complex nature of supply chain system โ—‰