Module 3 - Business Strategies and their Marketing Implications Flashcards
1 Conditions are most likely to be favourable for an analyser business strategy when:
A.the basic technology is mature.
B.the technology is emerging.
C. the industry’s technology is relatively stable.
D.there are a substantial number of competitors.
E.the basic technology is well developed, but still evolving.
E
2 Conditions favour an analyser strategy when there is/are:
A.few established competitors and an evolving industry structure.
B.few established competitors and a stable industry structure.
C.a large number of competitors and a stable industry structure.
D.a large number of competitors and an evolving industry structure.
E.newly emerging technology.
D
3 Which type of strategy is particularly well suited to an environment in which the industry is in the late growth or early maturity stage of the life cycle?
A.Mass market.
B.Differentiated defender.
C.Low-cost defender.
D.Analyser.
E.Prospector.
D
4 Generally, as a product moves along its life cycle firms must change their strategic orientation to remain competitive. This statement is:
A.true, and the changes are easy to implement.
B.false, but the changes would be easy to implement.
C.true, but the changes are not easy to implement.
D.false, and the changes would not be easy to implement.
E.true, but being external to the firm, the changes could not be implemented.
C
5 To successfully implement a low-cost defender strategy, a firm:
A.may most effectively enter at the maturity stage of the product life cycle.
B.must develop a basis for cost efficiency in the introductory stage that allows the firm to be more efficient than its competitors.
C.must be first into the particular target market.
D.is likely to leave the industry as it enters the shake-out phase.
E.is only likely to become more efficient than competitors when the market begins to decline.
B
6 A policy of high service quality is particularly appropriate for the:
A.differentiated defender.
B.reactor.
C.low-cost defender.
D.low-cost analyser.
E.focus strategy.
A
7 Low price is the primary competitive weapon of which type of strategy?
A.Low-cost defender.
B.Analyser.
C.Focus.
D.Prospector.
E.Reactor.
A
8 Firms following a(n) ____ strategic orientation should devote more time than firms following other strategic orientations to uncovering and exploiting opportunities for forward integration:
A.low-cost analyser.
B.prospector.
C.differentiated defender.
D.focus.
E.There is no categorical advantage to any one strategic orientation given these circumstances.
C
9 A(n) \_\_\_\_ offering can rarely be experienced in advance of a sale while a(n) \_\_\_\_ offering can be tested before purchase: A.intangible; tangible. B.intangible; service. C.intangible; installation. D.tangible; intangible. E.tangible; tangible.
A
10 More extensive salesforces are likely to be maintained by prospectors and ____, while less spending on advertising is likely to be associated with ____.
A.differentiated defenders; prospectors.
B.differentiated defenders; low-cost defenders.
C.low-cost defenders; differentiated defenders.
D.analysers; low-cost defenders.
E.reactors; prospectors.
B
1 At the SBU level, the essential strategic question is:
A. what industries should we be in?
B. what mix of firms will provide the best flow of investment funds?
C. what are the life-cycle stages of the SBU subunits?
D. how are we going to compete in this industry?
E. how does this portfolio of businesses compare to the optimal portfolio?
D
2 The decision by an automotive division of General Motors to offer a variety of products that appeal to young people interested in performance cars is an example of:
A. corporate strategy.
B. SBU strategy.
C. functional strategy.
D. grand strategy.
E. strategic orientation.
B
3 Porter distinguishes three strategies that businesses pursue to gain and maintain competitive advantage in product markets:
A. prospector, analyser, defender.
B. harvester, share maintenance and share growth.
C. low price, price competitive and high price.
D. cost leader, differentiation and focus.
E. first-in, second-in and maintenance strategies.
D
4 In which type of generic business-level strategy does a company attempt to avoid direct, head-on competition with its major competitors and concentrate, instead, on a narrowly defined market niche?
A. Reactor strategy.
B. Analyser strategy
C. Focus strategy.
D. Cost-leader strategy.
E. Differentiation strategy.
C
5 According to the text, businesses that compete in the global market almost always follow a(n) ____ strategic orientation.
A. prospector.
B. analyser.
C. focus.
D. differentiated defender.
E. low-cost defender.
B
6 The greatest emphasis on operating and marketing efficiencies is likely to occur among:
A. differentiated defenders.
B. analysers.
C. prospectors.
D. reactors.
E. low-cost defenders.
E
7 Among the following, the best measure of adaptability is said to be:
A. the number of successful new products introduced relative to competitors.
B. profitability as a percentage of sales.
C. return on investment.
D. sales growth relative to competitors.
E. change in market share.
A
8 Conditions are most likely to be favourable for a prospector business strategy during:
A. the late growth stage of the product life cycle.
B. the shake-out stage of the product life cycle.
C. the maturity stage of the product life cycle.
D. the introductory or early growth stage of the product life cycle.
E. the decline stage of the product life cycle.
D
9 For which strategic orientation are the performance implications of sharing resources generally negative?A. Prospector.
B. Analyser.
C. Focus.
D. Differentiated defender.
E. Low-cost defender.
A
10 Which type of strategy is particularly well suited to environments which are unstable and rapidly changing due to new technology and/or shifting customer needs?
A. Prospector strategy.
B. Analyser strategy.
C. Differentiated defender strategy.
D. Low-cost defender strategy.
E. Reactor strategy.
A
What are the basic/generic competitive strategies? Describe each briefly.
Overall cost leadership
Differentiation – customer perceptions of superior quality or deign
Focus – focusing on a niche market
Michael Porter distinguishes three strategies – or competitive positions – that businesses pursue to gain and maintain competitive advantages in their various product-markets: (1) overall cost leadership; (2) differentiation – building customer percep- tions of superior product quality, design, or service; and (3) focus, in which the business avoids direct confrontation with its major competitors by concentrating on narrowly defined market niches. Porter describes firms that lack a distinctive strategy as being ‘stuck in the middle’ and predicts that they will perform poorly.
What are the characteristics of Miles and Snow’s four business strategies?
How do low-cost defender, differentiated defender, prospector and analyser differ with respect to their scope, cash needs and synergy?
What are the appropriate external environment conditions for a prospector strategy? A defender strategy?
What are the marketing implications for each of the different business strategies with respect to:
A. product policies?
B. pricing policies?
C. distribution plicies?
D. promotion policies?
A. One set of marketing policies defines the nature of the products the business will concentrate on offering to its target markets. These policies concern the breadth or diversity of product lines, their level of technical sophistication and the target level of product quality relative to competitors.
B. Success in offering low prices relative to those of competitors should be positively related to the performance of low-cost defender businesses – for low price is the primary competitive weapon of such a strategy. However, such a policy is incon- sistent with both differentiated defender and prospector strategies. The higher costs involved in differentiating a business’s products on either a quality or service basis require higher prices to maintain profitability. Differentiation also provides custom- ers with additional value for which higher prices can be charged. Similarly, the costs and benefits of new product and market development by prospector businesses require and justify relatively high prices. Thus, differentiated defenders and prospec- tors seldom adhere to a policy of low competitive prices.
C. Some observers argue that prospector businesses should show a greater degree of forward vertical integration than defender businesses.23 The rationale for this view is that the prospector’s focus on new product and market development requires superior market intelligence and frequent re-education and motivation of distribution channel members. This can best be accomplished through tight control of compa- ny-owned channels. However, these arguments seem inconsistent with the prospector’s need for flexibility in constructing new channels to distribute new products and reach new markets. Attempting to maintain tight control over the behaviour of channel members is a more appropriate policy for defenders who are trying to maintain strong positions in established markets. This is particularly true for defenders who rely on good customer service to differentiate themselves from competitors. Thus, it seems more likely that a relatively high degree of forward vertical integration is found among defender businesses, particularly differentiated defenders, while prospectors rely more heavily on independent channel members – such as manufacturer’s represent- atives or wholesale distributors – to distribute their products.24 Because prospectors focus on new products where success is uncertain and sales volumes are small in the short run, they are likely to devote a larger percentage of sales to trade promotions than are defender businesses. Prospectors rely on trade promotion tools such as quantity discounts, liberal credit terms and other incentives to induce cooperation and support from their independent channel members
D. Extensive marketing communications also play an important role in the successful implementation of both prospector and differentiated defender strategies. The form of that communication, however, may differ under the two strategies. Because prospectors must constantly work to generate awareness, stimulate trial and build primary demand for new and unfamiliar products, high advertising and sales promotion expenditures are likely to bear a positive relationship to the new product and share-growth success of such businesses. The drug delivery SBU at 3M, for instance, devotes substantial resources to advertising in professional journals and distributing samples of new products, as well as to maintaining an extensive salesforce. Differentiated defenders, on the other hand, are primarily concerned with main- taining the loyalty of established customers by adapting to their needs and providing good service. These tasks can best be accomplished – particularly in industrial goods and services industries – by an extensive, well-trained, well-supported salesforce.25 Therefore, differentiated defenders are likely to have higher salesforce expenditures than are competitors. Finally, low-cost defenders appeal to their customers primarily on price. Thus, high expenditures on advertising, sales promotion, or the salesforce would detract from their basic strategy and may have a negative impact on their ROI. Consequent- ly, such businesses are likely to make relatively low expenditures as a percentage of sales on those promotional activities.
Ideally, what characteristics should strategic business units have?
- A service is any activity or benefit that one party can offer to another that is essentially intangible and that does not results in the ownership of anything. Its production may or may not be tied to a physical product
- The same competitive strategies that apply to product companies also apply to service companies
- Cable and Wireless could be described as a differentiated analyzer as they differentiate themselves by service rather than price in a cut throat telecoms market
- They focused on small to mid sized businesses and acted as telecom specialists to those firms – advising them on the best strategies and solutions
- They also pitched specialized services at new customers in their target segment – like developing functions specifically for lawyers
What are the objectives of a business unit?
- Strategic Business Unit (SBU) sales and marketing managers bear the primary responsibility for collecting and analyzing relevant information and generating appropriate strategies for the business
- Larger firms break into semi-autonomous SBUs so that strategic decision making is moved closer to the customer
- First decision is to decide how to divide itself into SBUs
- Then the managers in each SBU must make decisions about
- the units objectives
- the scope of its target customers and offerings
- which broad competitive strategy should be used to build competitive advantage
- how resources should be allocated across its product-market entries and functional departments