[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"$fz2iSkQBODdETazwHq8qISRflPVJPCLVs-_h6mqnpYXI":3},{"answer":4,"createTime":5,"id":6,"options":7,"origin":12,"question":19,"related":20,"source":30,"type":31},[],"2024-07-03 17:38:51",157275712,[8,9,10,11],"general","sociocultural","industry","competitor",{"count":13,"courseId":14,"courseImg":15,"courseName":16,"workId":17,"workName":18},12,"47fb0ad05720683d83269f9b0a19d0d4","https:\u002F\u002Ftihai-oss-cloud.itihey.com\u002Fimg\u002Fb53a040adf08d62a6c443e3c3b0d9945.png","企业战略管理(双语)","work_33293596","Chapter 2 The External Environment","The ____ environment is composed of dimensions in the broader society that can influence an industry and the firms within it",[21,32,42,51,60,69,74,79,88,91],{"answer":22,"createTime":5,"id":23,"options":24,"question":29,"source":30,"type":31},[],135458668,[25,26,27,28],"one-time costs customers incur when buying from a different supplier","one-time costs suppliers incur when selling to a different customer","cost to a producer to exchange equipment in a facility when new technologies emerge","cost of changing the firm's strategic group","Switching costs refer to the","v1",0,{"answer":33,"createTime":34,"id":35,"options":36,"question":41,"source":30,"type":31},[],"2024-03-24 22:33:50",135458669,[37,38,39,40],"economic, political, and legal","local, national, and global","industry, business, and product","general, industry, and competitor","The three parts of the external environment which affect a firms strategic actions are",{"answer":43,"createTime":34,"id":44,"options":45,"question":50,"source":30,"type":31},[],135458670,[46,47,48,49],"the power of existing suppliers, buyers","barriers to entry, expected retaliation of current industry organizations","the demand for the product, the profitability of the competitors","the profitability of the industry, the market share of its leading firm","The likelihood of entry of new competitors is affected by ____ and ____",{"answer":52,"createTime":34,"id":53,"options":54,"question":59,"source":30,"type":31},[],135458671,[55,56,57,58],"satisfactory substitutes are available","they are in a highly fragmented industry","they sell a commodity product","they offer a credible threat of forward integration","Suppliers are powerful when",{"answer":61,"createTime":62,"id":63,"options":64,"question":67,"source":30,"type":68},[],"2024-07-03 17:38:50",157275702,[65,66],"正确","错误","The five forces model expands the arena of competitive analysis beyond direct competitors (i.e., rivals) to include buyers and suppliers who may also be a source of competition",3,{"answer":70,"createTime":62,"id":71,"options":72,"question":73,"source":30,"type":68},[],157275705,[65,66],"A firm experiencing intense rivalry with powerful competitors should energetically engage in competitor analysis",{"answer":75,"createTime":62,"id":76,"options":77,"question":78,"source":30,"type":68},[],157275707,[65,66],"Any competitor intelligence practice that is legal is also ethical",{"answer":80,"createTime":5,"id":81,"options":82,"question":87,"source":30,"type":31},[],157275710,[83,84,85,86],"firms with which the company competes directly","companies that might enter the industry","all firms in the industry","firms that produce products that are substitutes","Competitor analysis focuses on",{"answer":89,"createTime":5,"id":6,"options":90,"question":19,"source":30,"type":31},[],[8,9,10,11],{"answer":92,"createTime":5,"id":93,"options":94,"question":99,"source":30,"type":31},[],157275715,[95,96,97,98],"forecasting","monitoring","assessing","scanning","When analysts develop feasible projections of future events and how quickly they will occur based on observed changes and trends, they are engaged in"]