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Strategic Management Practice Test: Evaluating a Company’s External Environment
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Strategic Management Practice Test: Evaluating a Company’s External Environment
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25 Questions

1. Competitive jockeying and market maneuvering among industry rivals
2. In seeking to predict the next moves of close or key rivals, it is useful to consider such questions as:
3. A strategic group
4. Which of the following is not one of the five typical sources of competitive pressures?
5. The bargaining leverage of suppliers is greater when
6. The nature and strength of the competitive forces that prevail in an industry are generally a joint product of
7. The payoff of good scouting reports on rivals is improved ability to
8. The rivalry among competing sellers tends to be less intense when
9. The driving forces" in an industry"
10. A competitive environment where there is weak to moderate rivalry among sellers, high entry barriers, weak competition from substitute products, and little bargaining leverage on the part of both suppliers and customers
11. Factors that cause the rivalry among competing sellers to be weak include
12. In analyzing the strength of competition among rival firms, an important consideration is
13. Which one of the following increases the competitive pressures associated with the threat of entry?
14. Which one of the following pairs of variables is least likely to be useful in drawing a strategic group map?
15. Which of the following is not generally a driving force" capable of producing fundamental changes in industry and competitive conditions?"
16. Collaborative relationships between particular sellers and buyers in an industry can represent a source of strong competitive pressure when
17. Having good competitive intelligence about rivals’ strategies and moves to improve their situation is important because
18. Which one of the following is not a factor in causing supplier bargaining power to be relatively strong?
19. Which of the following factors is not a relevant consideration in judging whether buyer bargaining power is relatively strong or relatively weak?
20. Competitive pressures stemming from buyer bargaining power tend to be weaker when
21. Industry conditions change
22. Which of the following is not among the factors that affect whether competitive rivalry among participating firms is strong, moderate, or weak?
23. As a rule, the stronger the collective impact of competitive pressures associated with the five competitive forces,
24. Which one of the following is not an integral part of driving forces analysis?
25. The task of driving forces analysis is to

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