One of the limitations of the SWOT analysis is that it can be

2.            This structure is one in which a set of relatively autonomous units are governed by a central corporate office but where each operation has its own functional specialists who provide products or services that are different from those of other operations.

3.            Value chain analysis takes a        

4.            Today, global means

5.            This is a method of comparing the way a company performs a specific activity with a competitor, potential competitor, or company doing the same thing.

6.            The structure of a simple organization

7.            Once a hypothesis about competitive advantage has been developed by a firm through three circles analysis, it should be tested by

8.            This is an organization structure most notable for its lack of structure wherein knowledge and getting it to the right place quickly is the key reason for the organization.

9.            In VCA, which method of cost accounting is preferred?

10.          Twenty-first-century corporations reflect

11.          The first step of this type of analysis involves a firm determining what their customers value and why they value it.

12.          This type of organizational structure combines the advantages of functional specialization with the advantages of product-project specialization.

13.          Companies committed to this process attempt to isolate and identify where their costs or outcomes are out of line with what they identify as the best practices of competitors or other companies or organiza

14.          Which of the following is an example of a primary activity in the typical firm?

15.          One of the limitations of SWOT analysis is that it can do this to a single strength or element of

16.          This type of organization or structure is one that identifies a set of business capabilities central to high-profitability operations and then builds a virtual organization around those capabilities.

17.          This is an internal analysis technique wherein strategists examine customers’ needs, company offerings, and competitors’ offerings to more clearly articulate what their company’s competitive advantage is and how it differs from those of competitors.

18.          These are arrangements between two or more companies in which they both contribute capabilities, resources, or expertise to a joint undertaking, usually with an identity of its own, with each firm giving up overall control in return for the potential to participate in and benefit from the relationship.