Factors like Coca-Cola’s brand name

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Part 1 of 1 –

Question 1 of 20 5.0 Points
Factors like Coca-Cola’s brand name “Coke” and Nike’s “swoosh” symbol construct __________ resources for the organization.

A. physical

B. intangible

C. financial

D. invisible
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Question 2 of 20 5.0 Points
The various organizational routines and processes that determine how efficiently and effectively the organization transforms its inputs into outputs are called:

A. strengths.

B. core competencies.

C. capabilities.

D. customer value.
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Question 3 of 20 5.0 Points
__________ are the regular, predictable, and sequential patterns of work activities performed by organizational members.

A. Organizational capabilities

B. Accumulated knowledge

C. Actual work activities

D. Organizational routines and processes
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Question 4 of 20 5.0 Points
Southwest’s capability of quick gate turnaround time and exceptional employee-customer interactions is known as a/an:

A. distinctive organizational capability.

B. exceptional opportunity.

C. superior customer value.

D. distinguished service.
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Question 5 of 20 5.0 Points
The ability of Hampton Inn to provide customers moderately-priced accommodation with all the amenities and conveniences travelers want is an example of:

A. contributing to superior customer value.

B. a second-to-market philosophy.

C. operating under a benchmarking philosophy.

D. providing a system that is easily duplicated.
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Question 6 of 20 5.0 Points
Special and unique capabilities that distinguish the organization from its competitors are called __________ organizational capabilities.

A. distinguished

B. distinctive

C. demonstrated

D. delineated
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Question 7 of 20 5.0 Points
The ability of Honda to use its fuel-efficient and reliable engines in automobiles, motorcycles, and power generators is an example of:

A. contributing to superior customer value.

B. creating a product that is difficult for competitors to imitate.

C. developing an innovation that can be used in a number of ways.

D. simulating an effective system developed by a competitor.
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Question 8 of 20 5.0 Points
The organization’s major value-creating skills and capabilities that are shared across multiple product lines or multiple businesses are called:

A. distinctive organizational capabilities.

B. competitive intelligence.

C. core weaknesses.

D. core competencies.
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Question 9 of 20 5.0 Points
Resources that the organization possesses and capabilities that the organization has developed, both of which can be developed into a sustainable competitive advantage, are known as:

A. weaknesses.

B. strengths.

C. opportunities.

D. threats.
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Question 10 of 20 5.0 Points
Resources that are lacking or deficient and that prevent the organization from developing a sustainable competitive advantage, are known as:

A. weaknesses.

B. strengths.

C. opportunities.

D. threats.
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Question 11 of 20 5.0 Points
Which of the following are considered to be primary activities in a value chain analysis as outlined by Porter?

A. Inbound logistics

B. Procurement

C. Human resource management

D. Firm’s infrastructure
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Question 12 of 20 5.0 Points
The concept of the value chain was developed by:

A. Milton Friedman.

B. Peter Drucker.

C. Michael Porter.

D. Tom Peters.
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Question 13 of 20 5.0 Points
All of the following constitute primary activities EXCEPT:

A. procurement.

B. marketing and sales.

C. outbound logistics.

D. operations.
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Question 14 of 20 5.0 Points
All of the following constitute support activities EXCEPT:

A. technological development.

B. firm’s infrastructure.

C. operations.

D. human resource management.
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Question 15 of 20 5.0 Points
According to the value chain analysis, the process connected to the acquisition and utilization of resources is known as:

A. human resource management.

B. technological development.

C. firm infrastructure.

D. procurement
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Question 16 of 20 5.0 Points
The internal audit concentrates on the availability or lack of critical __________ and the level of __________.

A. capital; skills

B. resources; capabilities

C. financial resources; management

D. skills; resources
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Question 17 of 20 5.0 Points
The key to using a(n) __________ is to determine how well or poorly organizational functions are being performed.

A. internal audit

B. capabilities assessment profile

C. strategic audit

D. resource audit
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Question 18 of 20 5.0 Points
The second step in identifying distinctive organizational capabilities through a capabilities assessment profile is:

A. describe all the organizational capabilities and competencies.

B. identify and agree on the key capabilities and competencies.

C. identify sources of competitive advantage and disadvantage in the main product-market segments.

D. prepare current product-market profile.
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Question 19 of 20 5.0 Points
Which of the following is NOT a criterion mentioned in the text for determining whether or not resources and capabilities are strengths or weaknesses?

A. Comparison against competitors

B. Current performance

C. Trends in market share

D. Financial ratios
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Question 20 of 20 5.0 Points
Statements of desired outcomes are known as:

A. core competencies.

B. organizational goals.

C. distinctive competencies.

D. management vision.
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