Driving-forces analysis has
A. no real analytical value because the driving forces are already established in the marketplace and it is too late to make astute and timely strategy adjustments.
B. perceived value and is associated with identifying the close and distant rivals within an operating industry.
C. theoretical value because it allows managers to visualize the many different dimensions of the preferred forces that allow for industry functionality.
D. practical value and is basic to the task of thinking strategically about where the industry is headed and how to prepare for the changes ahead.
E. speculative value because it compels the firm to drive strategic intent and collective choice into operating practices.
Answer: D
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