appled eco quiz

Question 1

The segments relate to the functions of the government in monitoring the different economic and business-related activities. The government takes care of the proper use of its economic resources.​

Answer 1

political

Question 2

concerns are energy consumption, practices used to develop energy sources, renewable energy efforts, minimizing a firm’s environmental footprint, availability of water as a resource, and producing environmentally friendly products.

Answer 2

environmental

Question 3

interests are women in the workforce, workforce diversity, and attitudes about the quality of work life.

Answer 3

Social

Question 4

This segment focuses on the role of the human resources, its development and the society.​

Answer 4

Social

Question 5

pertains to product innovations, application of knowledge, focus of private and government.

Answer 5

technological

Question 6

This segment supported R&D expenditures. Modern technology aims to increase production with limited cost.​

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Answer 6

technological

Question 7

Include inflation rates, interest rates, trade deficits or surplus, personal savings rate and gross domestic product.

Answer 7

Economical

Question 8

These segments are all related o determine how the economy performs.​

Answer 8

Economical

Question 9

Covers antitrust laws, taxation laws, deregulation philosophies, labor training laws, and educational philosophies and policies.​

Answer 9

legal

Question 10

was created in the 1960’s by business gurus, Edmund P. Learned, Roland Christensen, and Kenneth Andrews in their book, Business Policy, Text, and Cases.

Answer 10

SWOT analysis

Question 11

an analytical framework that can help a company meet its challenges and identify new market. ​

Answer 11

SWOT

Question 12

it can re-state its vision and mission and eventually formulate and develop more effective strategies.​

Answer 12

Strength

Question 13

will enable that company to re-channel the use of its current resources to other productive use, and minimize the loss.

Answer 13

Weakness

Question 14

makes business or firm more competitive.​

Answer 14

Opportunity

Question 15

are beyond the control of the managers/owners but a better understanding of both their internal and external environments, specifically the competitors, may help planners/managers to design strategic plans.​

Answer 15

Threats

Question 16

5 forces model:

Answer 16

Threats of new entrants
Threats of substitutes
Bargaining power of buyers
Bargaining power of supplier
Rivalry among existing competitors

Question 17

It was developed in 1979 by Michael E. Porter of Harvard Business Schoo

Answer 17

PORTER’S FIVE FORCES OF COMPETITIVE POSITION ANALYSIS.

Question 18

The model encourages organizations to look beyond direct competitors when assessing strategy and, instead, consider broader environmental forces

Answer 18

PORTER’S FIVE FORCES OF COMPETITIVE POSITION ANALYSIS.

Question 19

New entrants to an industry, or new businesses in an industry, certainly drive competition, which further heightens rivalry among firms.

Answer 19

Threats of new entrants

Question 20

This force addresses how easily suppliers can drive up the price of goods and services.​

Answer 20

the power of supplier

Question 21

It is affected by the number of suppliers of key aspects of a good or service, how unique these aspects are and how much it would cost a company to switch from one supplier to another.

Answer 21

The power of suppliers

Question 22

Competitors substitutions that can be used in place of a company’s products or services pose a threat.​

Answer 22

the threats of product substitutes

Question 23

The importance of this force is the number of competitors and their ability to threaten a company. ​

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Answer 23

The Intensity of Rivalry Among Competitors

Question 24

The larger the number of competitors, along with the number of equivalent products and services they offer, dictates the power of a company.

Answer 24

The Intensity of Rivalry Among Competitors

Question 25

t pertains to the number and size of distribution of firms.

Answer 25

concentration

Question 26

This factor identifies firms’ differences in goals, strategies, objectives, and costs structures – elements can drive competition.​

Answer 26

diversity of competitors

Question 27

Firms need to make their products unique so these will stand out in the market. ​

Answer 27

Product differentiators

Question 28

Refers to a firm’s ability to create more products than what customers demand.

Answer 28

excess capacity

Question 29

hat high exit barriers do is that they prevent a firm from exiting an industry. This makes firms operate at a marginal profit or loss, driving competition even higher.​

Answer 29

exit barriers