This quiz assesses understanding of competitive strategies in the air frame manufacturing market, focusing on market forces, entry threats, and strategic frameworks like the five-forces model. It enhances strategic thinking and industry-specific knowledge.
Pharmaceutical drug houses
Medical equipment companies
Technician
Patients
Nurse
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Players unions
Referees
Owners
Politicians
Cities
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Supplier Power
Internal rivalry
Regulation
Buyer Power
Substitutes and Complements
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Availability of close substitutes and/or complements
Price-value characteristics of substitutes/complements
Price elasticity of industry demand
All of the above
None of the above
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McKinsey 7-S Framework
Value net
BCG Market Share Matrix
6 C's of Marketing
4 P's of Marketing
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Many sellers in the market
Products are differentiated/buyers have high switching costs
Some firms have excess capacity
The industry is stagnant or declining
There are large/infrequent sales orders
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Entrants divide market demand among fewer sellers
Entrants decrease market concentration
Entrants usually grow the market for all parties
Entrants increase market concentration
Entrants reduce internal rivalry
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Expectations about pre-entry competition
Government protection of incumbents
Consumers highly valuable reputation/consumers are brand loyal
Experience curve
Network externalities
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Subsidies
High-interest loans
Helping to ensure scope economies from military aircraft division
Paying in excess of cost for military aircraft
Guaranteeing a set level of annual aircraft purchases
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Cheerleaders
Mascots
Gambling
Television
Radio
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Competitiveness of the output market
Purchase volume of downstream firms
Availability of substitute inputs
Threat of forward integration by suppliers
Ability of suppliers to price discriminate
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Medicaid
Admitting physicians
Hospital-based physician
Patients
Medicare
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Agreeing on ticket prices
Agreeing on rules and schedules
Employing the same pool of referees
Sharing national broadcast revenues
Agreeing on rookie drafts
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High development costs
Learning curve in production
Raw materials and labor
Airlines prefer to purchase from the same manufacturer
Airlines are reluctant to purchase from startups
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The FTC recently won an antitrust case that forced the members of the Evanston Northwestern Healthcare system to negotiate independently with insurers
There has been considerable consolidation (hospital mergers) in regional submarkets, including the city of Chicago and the important North Shore suburbs
Employers are asking employees to bear more of their own health care costs. At the same time some employers are reconsidering the decision to opt for wide, but costly MCO networks
If regulatory barriers fall, entry by specialty hospitals in wealthier communities could skim off some of the areas’ most profitable patients
Employers, payers, regulators and patients are demanding and getting more information about hospital quality
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Substitutes and Complements
Competitions
Customer power
Seller power
Buyer power
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Fast follower
Passive
Aggressive
Innovative
De novo
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Relatively large number of hospitals
Considerable variation in production costs
Relatively small number of doctors
Excess capacity
Aging baby boomers increasing demand for admissions
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They can sell their services to the lowest bidder
They are always concentrated
Their customers are always locked into relationships with them
The price they charge never depends on supply and demand in the upstream market
The can sell their services to the highest bidder
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It pays little attention to factors that might affect demand
It focuses on a whole industry rather than on individual firms that may occupy unique positions that insulate them from some competitive forces
The framework does not explicitly account for the role of government, except when government is a supplier or buyer
The framework provides a structured way to systematically work through wide-ranging and often complex issues
The framework is a qualitative analysis method
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Each league has rules governing the addition of new franchises
Potential new owners must pay current owners hundreds of millions of dollars
Most potential owners must offer to build new stadiums
Incumbent teams have rights to veto franchises in their own geographic markets
Because the number of potential billionaire owners has risen dramatically, the purchase prices have dropped
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Patients began accepting MCOs with “narrow networks” and MCOs had the upper hand in negotiating with hospitals for inclusion in networks
Hospitals removed brand identities
Hospitals dropped “centers of excellence” from their hospitals
Hospitals consolidating away from related products
Hospitals consolidated (conducted mergers)
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Raw materials suppliers
Airlines
Aircraft leasing companies
Unions
Passengers
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Had infrequent (contract lengths of two to three years) and lumpy (one insurer may have represented over 5% of a hospital's business) sales
Treated all hospitals as identical
Kept price negotiations between insurers and hospitals secret, encouraging hospitals to lower prices to win contracts
Contracted with hospitals that patients were most loyal to
Created pressure for hospitals to win each individual contract with no thought of future consequences
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Quiz Review Timeline (Updated): Mar 20, 2023 +
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