The general environment includes
A. forces that have very little impact upon the performance of organizations.
B. the forces that have the most immediate effect on managers and their decisions.
C. opportunities and threats that are easier to identify and respond to than those in the task environment.
D. the set of forces that originate with global suppliers, distributors, customers, and competitors.
E. the wide-ranging global, technological, sociocultural, and political forces that affect organizations.
Answer: E
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Which of the following questions is LEAST relevant during the preapproach stage of the sales process?
A) How is the purchasing process conducted at the company? B) How is the purchasing department structured? C) How can I overcome psychological resistance? D) Is purchasing centralized? E) What is the best contact approach?
Name the six principal ethical challenges that leaders are likely to face.
What will be an ideal response?
Identify uniqueness drivers in a company's value chain. Explain how these drivers impact a firm's generic strategy.
What will be an ideal response?
Conducting a competitive strength assessment does not involve an analysis of
A. which rival company is competitively weakest and the areas where it is most vulnerable to competitive attack. B. whether a company has a net competitive advantage or a net competitive disadvantage relative to key rivals (with the size of the advantage/disadvantage being indicated by the differences among the companies' competitive strength scores). C. which of the rated companies is competitively strongest and what size competitive advantage it enjoys. D. whether a company should correct its weaknesses by adopting best practices and/or revamping the makeup of its value chain. E. factors on which a company is competitively strongest and weakest vis-à-vis key rivals.