Take this interesting and knowledgeable quiz on monopolist marketing and share with friends too.
Market leader
Entrant
Incumbent
Market follower
Monopolist
Shut-down
Exit
Sale
Removal
Withdraw
Postentry competition
Postentry actions
Postentry procedures
Postentry diversification
Postentry strategic decisions
Deterred Entry
Judo Entry
Stealth Entry
Accommodated Entry
Blockaded Entry
Deterred Entry
Judo Entry
Stealth Entry
Accommodated Entry
Blockaded Entry
Deterred Entry
Judo Entry
Stealth Entry
Accommodated Entry
Blockaded Entry
Collusive pricing
Predatory pricing
Patents
Formation of a cartel
Price fixing
DeBeers in diamonds
Nike in shoes
Pepsi in beverages
Subway in sandwich fast food
Levis in denim jeans
The brand umbrella reduces the incumbents sunk cost of introducing a new product
The umbrella brand may help the incumbent navigate the vertical chain
The brand umbrella allows an incumbent offset uncertainty about the quality of a new product
A brand umbrella may make suppliers and distributors more willing to enter relationship specific investments in or sell credit to incumbents
If a new product under the umbrella fails, consumers may become disenchanted with the entire brand
Sunk costs
Labor agreements or commitments to purchase raw materials
Obligations to input suppliers
Excess capacity
Government restrictions
Blockaded
Perfectly contestable
Accommodated
Deterred
Predatory
Limit pricing
Predatory pricing
Capacity expansion
All of the above
None of the above
Limit pricing
Price leading
Predatory pricing
Quality pricing
Capacity expansion
Contestable limit pricing
Strategic limit pricing
Predatory pricing
Quality pricing
Capacity expansion
Limit pricing
Price leading
Predatory pricing
Quality pricing
Capacity expansion
Limit pricing
Price leading
Predatory pricing
Quality pricing
Capacity expansion
Cloud paradox
Credit paradox
Entry paradox
Chain-store paradox
Pricing paradox
40%
50%
60%
70%
80%
The investment in excess capacity must be sunk prior to entry
The incumbent should have a sustainable cost advantage
Market demand growth should be slow
The potential entrant should not itself be attempting to establish a reputation for toughness
The excess capacity investment must be recoverable prior to entry