Market maneuvering among industry rivals. Typically the weakest of the five competitive forces in an industry isare A the 2022-11-03

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Market maneuvering among industry rivals refers to the various strategies and tactics that companies use to gain a competitive advantage over their rivals in the market. These strategies can take many forms, including price competition, product differentiation, marketing campaigns, and partnerships or collaborations with other companies.

One common form of market maneuvering is price competition, in which companies try to outdo each other by offering lower prices for their products or services. This can be an effective strategy for attracting price-sensitive customers and increasing market share, but it can also lead to a race to the bottom in which companies are forced to continuously lower their prices in order to stay competitive.

Another way that companies can differentiate themselves from their rivals is through product differentiation. This involves offering unique or superior products or services that set them apart from the competition. This can be achieved through product innovation, superior quality, or by targeting specific niches in the market.

Marketing campaigns are another tool that companies use to differentiate themselves and attract customers. These can take the form of advertising, public relations efforts, or other types of promotional activities. Companies can use these campaigns to build brand awareness and establish themselves as leaders in their industry.

Finally, companies may engage in partnerships or collaborations with other companies as a way to gain a competitive advantage. These partnerships can take many forms, including joint ventures, strategic alliances, or even mergers and acquisitions. These types of arrangements can allow companies to pool their resources and expertise in order to develop new products or enter new markets.

In summary, market maneuvering among industry rivals involves the various strategies and tactics that companies use to gain a competitive advantage over their rivals in the market. These strategies can include price competition, product differentiation, marketing campaigns, and partnerships or collaborations with other companies.

13 Market maneuvering among industry rivals a determines whether the industrys

market maneuvering among industry rivals

Whether winning the business of certain customers, offer a seller important market exposure or prestige B. Which one of the following is not a factor in causing supplier bargaining power to be relatively strong? The state of competition in an industry is a function of A. Whether buyer bargaining power poses a strong or weak source of competitive pressure on industry members depends in part on: A. Strength of driving forces and competitive forces E. SWOT analysis, PESTLE analysis, KSF analysis, and driving forces analysis. Population demographics and societal values and lifestyles C.

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Strategy Chapter 3 Flashcards

market maneuvering among industry rivals

The variables chosen as axes for the map should indicate important differences among rival approaches. Strongly differentiated products among rival sellers Definition D. Conditions in the economy at large B. How many companies in the industry have good track records for revenue growth and profitability? Marketing innovations and changes in who buys the industry's product and how they use it Definition D. Buyers are dubious about using substitutes.


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Typically the weakest of the five competitive forces in an industry isare A the

market maneuvering among industry rivals

The intensity of rivalry among competing sellers does NOT depend on whether A. Buyers are dubious about using substitutes. The exogenous forces related to the general environmental demand C. In which of the following instances are industry members NOT subject to stronger competitive pressures from substitute products? Whether supplier-seller relationships in an industry represent a strong or weak source of competitive pressure is a function of: A. The strength of competitive pressures that suppliers can exert on industry members is MAINLY a function of A.

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Competitive jockeying and market maneuvering among industry rivals

market maneuvering among industry rivals

E is ongoing and dynamic, with moves and countermoves of rivals producing a continually evolving competitive landscape that delivers winners and losers. The attempts of companies in other industries to win customers over to their own substitute products E. The variables chosen as axes for the map don't have to be either quantitative or continuous. When there are vast numbers of small rivals so the impact of any one company's actions is spread thinly across all industry members Competing companies deploy whatever means necessary to strengthen market position, including all of the following EXCEPT: A. In which of the following instances is rivalry among competing sellers NOT more intense? A salad as a substitute for French fries B. Which of the following is MOST likely to qualify as a driving force? Which of the following is NOT an appropriate guideline for developing a strategic group map for a given industry? Which one of the following is not part of a company's macroenvironment? Which of the following factors is NOT a relevant consideration in determining the strength of buyer bargaining power? Which of the following is not a good example of a substitute product that triggers stronger competitive pressures? The bargaining leverage of suppliers is greater when: A.

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Tactics Flashcards

market maneuvering among industry rivals

Which rivals badly need to increase their unit sales and market share and what new offensive initiatives are they likely to employ? Competitive pressures stemming from buyer bargaining power and seller—buyer collaboration. The degree to which industry goods are standardized and undifferentiated Collaborative relationships between particular sellers and buyers in an industry can represent a source of strong competitive pressure when: A. 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 A. They can be discrete variables. When there are vast numbers of small rivals so the impact of any one company's actions is spread thinly across all industry members Term 26.


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Competitive jockeying and market maneuvering among industry rivals A determines

market maneuvering among industry rivals

Buyer brand loyalty is weak. Collaborative relationships between particular sellers and buyers in an industry can represent a source of strong competitive pressure when A. Nike considers Adidas its most potent rival in the industry. When one or more industry members have unusually effective and mutually advantageous partnerships with their suppliers, A. When the item being supplied is a commodity E.

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Strategic Ch.3 Flashcards

market maneuvering among industry rivals

Strategic group mapping is a visual technique for displaying A. The costs to buyers of switching over to the substitutes are low. A salad as a substitute for French fries B. In which of the following circumstances are competitive pressures associated with the bargaining power of buyers NOT relatively strong? A company's strategy is increasingly effective the more it can match the company strategy to competitive conditions, so the firm can A. To reduce the costs of switching suppliers B.

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15 Market maneuvering among industry rivals A determines whether the industrys

market maneuvering among industry rivals

Consumers can easily compare different smartphones' features over the Internet before buying them. Video-on-demand services from a cable TV company as a substitute for going to the movies The competitive pressures from substitute products tend to be stronger when: A. Whether supplier-seller relationships in an industry represent a strong or weak source of competitive pressure is a function of A. Whether buyers pose a major threat to integrate backward into the product market of sellers 52. Which of the following is NOT a good example of a substitute product that triggers stronger competitive pressures? Correctly diagnosing an industry's key success factors A.


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