MIE 480 Exam 2 updated version verified source, Exams of Advanced Education

MIE 480 Exam 2 updated version verified source

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MIE 480 Exam 2 updated version verified source
1.
Industries evolve through life cycle stages because:
firms develop new
knowledge about
how to create value. demand for the industry's products and services grows
2. Industries mature when demand begins to slow
down. Often this is because the market is , meaning there are few new
customers to bring into the
industry: saturated
3.
Innovation results in a wide variety of products or services in the
introduc-
tion stage of
the
industry
life
cycle
because:
early entrants are trying to
figure out which bundle
of characteristics customers prefer.
4. Products or services that have a relationship with and can affect
the value of a company's own products or services are known as:
complements
5.
Which of the
following is not
one of the
industry life cycle
stages?:
shakeout
6. As an alternative to decline, the renewal of an entire industry
depends solely on its ability to shift to complementary products or
services: false
7. Being a first mover in an industry or market guarantees that a
company will develop a sustainable strategic position: false
8. In the maturity stage of the industry life cycle companies shift value
creation activities toward identifying cost efficiencies: true
9. Standardization is an industry condition in which companies tend to
adopt identical manufacturing processes because of intense rivalry.:
false
10. Value creation in the introduction stage of the industry life
cycle occurs internally through product design and externally by
building upstream and downstream relationships.: true
11. A company that chooses to pursue
a business-level strategy in which it targets a narrow geographic area
or a limited group of customers who have particular needs is following
a strategy: focus
12. A company that simultaneously pursues the two basic
competitive ap-proaches but ends up with costs that are too high and
a product that does
not command a premium price may find itself: stuck
in the middle
13. T
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MIE 480 Exam 2 updated version verified source

  1. Industries evolve through life cycle stages because: firms develop new knowledge about how to create value. demand for the industry's products and services grows
  2. Industries mature when demand begins to slow down. Often this is because the market is , meaning there are few new customers to bring into the industry: saturated
  3. Innovation results in a wide variety of products or services in the introduc-tion stage of the industry life cycle because: early entrants are trying to figure out which bundle of characteristics customers prefer.
  4. Products or services that have a relationship with and can affect the value of a company's own products or services are known as: complements
  5. Which of the following is not one of the industry life cycle stages?: shakeout
  6. As an alternative to decline, the renewal of an entire industry depends solely on its ability to shift to complementary products or services: false
  7. Being a first mover in an industry or market guarantees that a company will develop a sustainable strategic position: false
  8. In the maturity stage of the industry life cycle companies shift value creation activities toward identifying cost efficiencies: true
  9. Standardization is an industry condition in which companies tend to adopt identical manufacturing processes because of intense rivalry.: false
  10. Value creation in the introduction stage of the industry life cycle occurs internally through product design and externally by building upstream and downstream relationships.: true
  11. A company that chooses to pursue a business-level strategy in which it targets a narrow geographic area or a limited group of customers who have particular needs is following a strategy: focus
  12. A company that simultaneously pursues the two basic competitive ap-proaches but ends up with costs that are too high and a product that does not command a premium price may find itself: stuck in the middle
  13. T

2 / he business-level strategy that implies a broad market approach where the company rigorously reduces costs and expenses is called a(n) strategy: low cost

  1. When a company chooses to have another firm perform a business process or service that is part of the company's value chain this is called: outsourcing
  2. Which of the following is a driver that permits a low-cost strategy to be successful?: When there is a standardization of products or services among industry rivals.
  3. A business-level strategy can best be thought of as the overarching philos-ophy of value creation within the company: True
  4. A company has chosen a focus strategy when it markets to a narrow customer segment or within a smaller geographic area.: True
  5. A company is said to be "stuck in the middle" when it mixes elements of both the low-cost and differentiation competitive approaches with the possible result that costs become too high and the company is unable to command a premium price: True
  6. Differentiation is perhaps the most widely used generic strategic approach- : True
  7. The decision that a company makes about its basic competitive approach involves a choice between either a low-cost approach or a differentiation approach: True
  8. S hould a threat be truly strategic, a competitive response such as is needed to avoid a significant impact on the long-term performance of the company.: absorption
  9. This is a joint venture or partnership formed with other companies (some-times competitors) to develop a new technology, process, or other type of strategically important resource.: a strategic alliance
  10. This type of company tends to view the industry from its own perspective and that of customers rather than being concerned with the competition and is often a leader of industry change: Prospector
  11. Which of the following is one of the characteristics of a benign industry environment?: Market demand exceeds supply
  12. Which of the following is a technique, described in the text, for gathering competitive intelligence?: talking with suppliers
  13. A firm's suppliers are not often a source of information about

4 /

  1. Horizontal diversification occurs when a merger or acquisition combines two companies that are in different industries but share the same customers.- : False
  2. Vertical diversification results from two companies combining to share supply chains.: False
  3. It becomes increasingly difficult to coordinate the activities of people in an organization as: a. the number of employees increases. b. employees are increasingly dispersed geographically. c. the business becomes more multidimensional with ditterent products, services, and operating divisions. d. all of the above contribute to diflculties in coordination.***
  4. The creation of written rules and procedures to replace "seat of the pants" methods for ensuring consistency in organizational operations is called: formal-ization
  5. The fundamental issue that lies at the heart of the alignment of organiza-tional structure with strategy is: a. communication. b. coordination. c. control. d. All of the above are issues at the heart of aligning strategy and structure.***
  6. Which of the following is not a structural facet of organizations?: operations
  7. Which of the following is not one of the five basic types of organizational structure?: network
  8. Communication, coordination, and control are issues that lie at the heart of aligning an organization's structure with its strategy.: True
  9. Specialization, as one of the structural facets of organizations, refers to how narrow or broad the product scope of the company is.: False
  10. The conflicts created by specialization, centralization and formalization are a major issue in both large and small organizations.: True

5 /

  1. The coordination required in an organization becomes more difficult as the business becomes more multidimensional with different products and services.: True
  2. The group or groups of an organization that are directly responsible for the competitive advantages that it enjoys are called the core: True
  3. metrics are measures of success that are descriptive and relative rather than point-specific.: Qualitative
  4. metrics are numerically based measures of firm success.: Quantitative
  5. Strategy implementation is focused on defining what constitutes success, the means to get there, and .: the ability to measure its achievement
  6. This is a characteristic of effective metrics:: a. They are both quantitative and qualitative. b. They are balanced across functional areas. c. They are connected to incentives. d. All of the above are characteristics of ettective metrics. ***
  7. Which of the following is not one of the five keys to implementation con-trol?: rank-and-file participation
  8. Effective metrics should be able to be translated to all levels of employees in the organization.: True
  9. If a company is using a differentiation approach, solely capturing informa-tion about efforts to reduce costs will be unproductive in allowing top man-agement to assess whether progress is being made toward the company's important goals.: True
  10. Strategists using the McKinsey 7-S implementation framework identify strategy, structure, and systems as "soft" S's.: False
  11. The "complete alignment of the company's strategy , structure, and value chain" describes the concept of fit.: True
  12. The balanced scorecard model considers only the most important stake-holder - shareholders - in its definition of company performance: False