Assigning a weight to each measure of competitive strength assessment is generally analytically superior because ○ weighting each company's overall competitive strength by its percentage share of total industry profits produces a more accurate measure of its true competitive strength. ○ it singles out which competitor has the most competitively potent core competencies. ○ All of the various measures of competitive strength are not equally important. an unweighted ranking does not discriminate between companies with high and low market shares. a weighted ranking identifies which competitive advantages are most powerful.

Practical Management Science
6th Edition
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:WINSTON, Wayne L.
Chapter2: Introduction To Spreadsheet Modeling
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Assigning a weight to each measure of competitive strength assessment is generally analytically superior
because
weighting each company's overall competitive strength by its percentage share of total industry profits produces a
more accurate measure of its true competitive strength.
○ it singles out which competitor has the most competitively potent core competencies.
○ All of the various measures of competitive strength are not equally important.
an unweighted ranking does not discriminate between companies with high and low market shares.
O a weighted ranking identifies which competitive advantages are most powerful.
Transcribed Image Text:Assigning a weight to each measure of competitive strength assessment is generally analytically superior because weighting each company's overall competitive strength by its percentage share of total industry profits produces a more accurate measure of its true competitive strength. ○ it singles out which competitor has the most competitively potent core competencies. ○ All of the various measures of competitive strength are not equally important. an unweighted ranking does not discriminate between companies with high and low market shares. O a weighted ranking identifies which competitive advantages are most powerful.
The competitive battles among rival sellers striving for better market positions, higher sales and market
shares, and competitive advantage suggest the rivalry force
○ is often weak when rivals have emotional stakes in business or face high exit barriers.
○ is largely unaffected by whether industry conditions tempt rivals to use price cuts or other competitive weapons to
boost unit sales.
○ tends to intensify when strong companies with sizable financial resources, proven competitive capabilities, and
respected brand names hurdle entry barriers looking for growth opportunities and launch aggressive, well-funded
moves to transform into strong market contenders.
○ is stronger when firms strive to be low-cost producers than when they use differentiation and focus strategies.
○ is weaker when more firms have weakly differentiated products, buyer demand is growing slowly, and buyers have
moderate switching costs.
Transcribed Image Text:The competitive battles among rival sellers striving for better market positions, higher sales and market shares, and competitive advantage suggest the rivalry force ○ is often weak when rivals have emotional stakes in business or face high exit barriers. ○ is largely unaffected by whether industry conditions tempt rivals to use price cuts or other competitive weapons to boost unit sales. ○ tends to intensify when strong companies with sizable financial resources, proven competitive capabilities, and respected brand names hurdle entry barriers looking for growth opportunities and launch aggressive, well-funded moves to transform into strong market contenders. ○ is stronger when firms strive to be low-cost producers than when they use differentiation and focus strategies. ○ is weaker when more firms have weakly differentiated products, buyer demand is growing slowly, and buyers have moderate switching costs.
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