19. According to Michael Porter of Harvard University, organizations need to distinguish and position themselves differently from their competitors in order to build and sustain competitive advantage.
ANS: T Strategy
20. Technological and focused strategies are the underlying strategies that appear to be essential to building competitive advantage.
ANS: F
Low-cost, differentiation, and focused strategies are the three underlying strategies that appear to be essential to building competitive advantage.
Strategy
21. The low-cost strategy is based on a companies’ ability to provide a product or service at a lower cost than it’s rival.
ANS: T
ANS: T Strategy
20. Technological and focused strategies are the underlying strategies that appear to be essential to building competitive advantage.
ANS: F
Low-cost, differentiation, and focused strategies are the three underlying strategies that appear to be essential to building competitive advantage.
Strategy
21. The low-cost strategy is based on a companies’ ability to provide a product or service at a lower cost than it’s rival.
ANS: T
Strategy MSC: Recall
22. A differentiation strategy is based on providing customers with something that is unique and makes the organization's product or service distinctive from its competition.
ANS: T Strategy
22. A differentiation strategy is based on providing customers with something that is unique and makes the organization's product or service distinctive from its competition.
ANS: T Strategy
23. A focused strategy is designed to help an organization target a specific niche in its industry.
ANS: T
ANS: T
Analytic | Strategy
24. A risk of the focused strategy is getting “locked in” to a technology and organization design that is expensive to change.
ANS: F
A risk of the low-cost strategy is getting “locked in” to a technology and organization design that is expensive to change.
Strategy
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