Firms that compete in the global market place typically face two types of competitive pressure. They face pressures for cost reductions and pressures to be locally responsive. Select one: a. True b. False
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- An organization has competitive advantage in the markets in which it competes but its culture is rather inwards looking and complacent. In this situation it is unlikely that competitive advantage will be: a. Copied b. Eroded c. Sustainable d. ThresholdA custom t-shirt company decides to contract with an foreign supplier to source standard plain t-shirts. They find that the shipments were of inferior quality. This new information would lead you to recommend: Group of answer choices For vertical integration, in order to reduce monitoring costs c. For vertical integration, in order to circumvent hold-up problems a. Against vertical integration, because markets are efficientHi there can you please assist on the following question below You have been recently appointed as a Purchasing Manager at Unilever. The director has mentioned that the organisation has recently been experiencing uncertainty in demand and there is currently no available capacity. As such, he is unsure whether he should make or buy the new range of cleaning detergents. Differentiate between insourcing and outsourcing. Discuss at least two circumstances favouring buying (outsourcing) and at least two circumstances favouring making (insourcing). Based on your discussion of the circumstances favouring outsourcing and insourcing as well as the restrictions outlined by the Director, identify whether the cleaning detergents should be outsourced or insourced. Justify your answer by discussing at least two key points. Identify any two potential drawbacks that Unilever could face given their choice of sourcing method.
- In relation to Burger King and Carl's Jr. Provide conclusions about both companies and recommendations on how they can be more competitive (considering their competition as a basis).The macroenvironment consists of the factors close to the company that affect its ability to serve its customers, such as suppliers, customer markets, competitors, and publics Select one: True FalseThe following strategic objectives have been derived from a strategy that seeks to improve asset utilization by more careful development and use of its human assets and internal processes: Increase revenue from new products. Increase implementation of employee suggestions. Decrease operating expenses. Decrease cycle time for the development of new products. Decrease rework. Increase employee morale. Increase customer satisfaction. Increase access of key employees to customer and product information. Increase customer acquisition. Increase return on investment (ROI). Increase employee productivity. Decrease the collection period for accounts receivable. Increase employee skills. The heart of the strategy is developing the company’s human resources. Management is convinced that empowering employees will lead to an increase in economic returns. Studies have shown that there is a positive relationship between employee morale and customer satisfaction. Furthermore, the more satisfied…
- An industry's key success factors A) can be determined from studying the "winning" strategies of the industry leaders and ruling out as potential key success factors the strategy elements of those firms considered to have "losing" strategies. B) depend on the relative competitive strengths of the industry leaders and how vulnerable they are to competitive attack. C) are a function of market share, entry barriers, economies of scale, degree of vertical integration, and industry profitability. D) can be determined through identifying an industry's dominant economic characteristics, assessing the five competitive forces, and considering the impacts of the driving forces. E) vary according to whether an industry has high or low long-term attractiveness.SNA Limited (hereafter referred to as “SNA”) is a wholesaler of stationery with 20 branches across South Africa. The company is listed on the Johannesburg Stock Exchange (JSE) and has been profitable since its incorporation in 1988. SNA is thinking about expanding its operations to the rest of Southern Africa. They hired external consultants to do a viability study (an in-depth study that tries to determine how profitable a business idea is). They are also planning to give a percentage of their profit to local communities in the towns where they are planning to expand to. The board declares full compliance with The King IV Report on Corporate Governance in its annual reports. Ms. Danette Lehman was the founder of SNA and has served as the chairperson of the board since its incorporation. She believes that ethics is extremely important in a company and that ethics must be ingrained into the identity, purpose and goals of SNA. Ethics is at the core of every decision and the company…Imagine an owner of a restaurant in a town around Boston, such as Quincy. What would be the competitive strategy? What would be the expansion strategy? Note that the expansion strategy must be well aligned with the competitive and supply chain strategies. Explain how they will achieve strategic fit. Give two examples of wrong decisions for the restaurant that would result in misalignment of supply chain strategy and competitive strategy.
- You have just been hired as an Assistant Manager of Green and White Food (GWF), a restaurant/bar supply business that provides a full range of wholesale products to eating and drinking establishment in the South-East United States. The business, established 25 years ago, caters to college students-oriented bar and grills. It has traditionally offered the lowest price on the market for food service products, although the level of service offered is significantly lower than other firms, roughly around 84 % in terms of product availability. Instead, focus has been on operational efficiency to minimize costs. Growth has been steady due to the slim profit margins experienced by most of the customers that the firm serves. In the last 2 years, however, a number of competitors have begun to match GWF’s prices while providing higher service levels, particularly in the areas of delivery replenishment time and product availability. As a result, GWF’s market share has been shrinking…Many organizations have differentiated themselves in the marketplace by their "low cost" value proposition to customers (i.e. Spirit Airlines, Dollar Tree, Walmart, and Aldi). To achieve this, the organization fine-tunes their business model to remove as many overhead costs and unnecessary costs so it may pass those savings on to its customers. Select a domestic or international business that has a "low cost" value proposition to its customers and consider the following questions: How does it market itself? How does a low-cost operating structure make them stand out and succeed in the market? Is "low cost" a sustainable model for this company? Evaluate this strategy from an ethical perspective.According to the assigned Starbucks case, which of the following is a benefit of C Starbucks? O Reduction in cost through the elimination of exporters O Reduced chances of bacteria ruining coffee cherries during transit O Documented and verified visibility into product and financial flows O Fewer sick days for roasting plant workers due to fewer pesticides being used O Employees could work fewer hours with the implementation of robotics