A company’s cost competitiveness is largely a function ofMultiple Choicewhether it does a good enough job of benchmarking its value chain activities against the value chains of competitors so that it knows exactly how low to drive its costs to be cost-competitive.how efficiently it manages its internally performed value chain activities and the costs in the value chains of its suppliers and forward channel allies.whether it does a better job of building its resource strengths more cost effectively than rivals.whether it possesses more core competencies and competitive capabilities than rivals.how closely its internally performed activities are linked to the activities performed by suppliers and to the activities performed by forward channel allies.
Question
A company’s cost competitiveness is largely a function ofMultiple Choicewhether it does a good enough job of benchmarking its value chain activities against the value chains of competitors so that it knows exactly how low to drive its costs to be cost-competitive.how efficiently it manages its internally performed value chain activities and the costs in the value chains of its suppliers and forward channel allies.whether it does a better job of building its resource strengths more cost effectively than rivals.whether it possesses more core competencies and competitive capabilities than rivals.how closely its internally performed activities are linked to the activities performed by suppliers and to the activities performed by forward channel allies.
Solution
The cost competitiveness of a company is largely a function of how efficiently it manages its internally performed value chain activities and the costs in the value chains of its suppliers and forward channel allies. This option emphasizes the importance of efficient management of all aspects of the value chain, from internal operations to relationships with suppliers and channel allies, in achieving cost competitiveness.
Similar Questions
A company’s value chain consists ofMultiple Choicethe activities a company performs in converting its resource weaknesses into resource strengths.the collection of activities it performs while designing, producing, marketing, delivering, and supporting its product or service.those activities a company performs that represent “best practices.”the activities that a company performs in developing a distinctive competence.the activities that represent a company’s competencies, core competencies, distinctive competencies, and competitive capabilities.
A sustainable competitive advantage is gained when a companyMultiple Choicehas sufficient resources to expedite its strategy.has durable competitive assets that are central to its strategy and superior to those of rival firms.realizes its inherent weaknesses are transformable to advantages.can stand out relative to rivals because of resource utilization.has resources in well-populated geographical locations.
If a firm has adopted a the strategy of driving out inefficiency at every stage of the value chain, in order to price below rivals, it is trying to adopt cost leadership. increased economies of scale. vertical discrimination. a resource based strategy.
In what ways does Value Chain Analysis help organizations identify their competitive advantages?
A __________ competitive advantage is not easily copied by competitors and so tends to be maintained over the long run.Multiple Choicepricedportfoliosegmentedsustainablepromotional
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