Of the following questions, which would NOT be used to assess a company's industry and competitive environment?Multiple choice question.What forces are driving industry change?What kinds of competitive forces are industry members facing, and how strong is each force?Which financial objectives should be used to measure company performance?Do industry characteristics offer sellers opportunities for growth and attractive profits?

Which of the following strategic questions can be used to assess a company's industry and competitive environment? (Check all that apply.)Multiple select question.What strategic moves should the company make to reduce overhead in the short term?What are the key factors of competitive success?What strategic moves are rivals likely to make next?Does the industry outlook offer good prospects for profitability?

Which of the following is not one of the questions that must be answered in thinking strategically about a company’s external environment?Multiple ChoiceWhat kinds of competitive forces are industry members facing, and how strong is each force?What market positions do industry rivals occupy—who is strongly or weakly positioned, and who is not?What are the strategically relevant factors in the company’s macro-environment?What are the company’s competitively valuable resources and capabilities that can be used to form the foundation of its competitive approach?What forces are driving changes in the industry, and what impact will these changes have on competitive intensity and industry profitability?

If you owned a small company, and a major competitor started promoting itself in your area, what information might you look for while monitoring the business environment?Multiple select question.How is the environment changing due to pollution?What do your customers believe about global warming?What new products are customers demanding?Who are your competitor's target clients in the area?

The task of driving forces analysis is toMultiple Choiceidentify all the underlying factors that can cause industry profitability to rise or fall in the years ahead.predict what new forces of competitive and market change will emerge next.determine which of the five competitive forces is the biggest driver of industry change.identify which companies are being driven to move from one strategic group to another strategic group.collectively (1) identify the driving forces, (2) assess whether the drivers of change are acting individually or in concert to make the industry more or less attractive, and (3) determine what strategy changes are needed to prepare for the impact of the driving forces.

3.What is the primary focus of industry analysis?  A. Microeconomic factors  B. Company-specific factors  C. Macroeconomic factors  D. Market sentiment