Advanced Business Strategy Coursera Quiz Answers

All Weeks Advanced Business Strategy Coursera Quiz Answers

Advance your strategic analysis skills in this follow-up to Foundations of Business Strategy. In this course, developed at the Darden School of Business at the University of Virginia, you’ll learn the tools to analyze strategy across time (competitive dynamics), industries (corporate strategy), geographies (international strategy), and institutions (non-market strategy).

Top-ranked faculty will introduce the tools you need to complete a comprehensive evaluation and understand the strategy dynamics of an industry: Competitive Lifecycle, Internationalization, Stakeholder Analyses, and Diversification Matrices.

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Advanced Business Strategy Coursera Quiz Answers

Week1: Dynamic Strategy

Q1. Apple revolutionized the mp3 industry when it entered the market with the iPod; downloading music and the iTunes store became the norm. Soon companies such as Pandora, Songza, and Spotify started to offer online streaming services, and the download market began to shrink. Which type of economic rents are these new entrants capturing?

  • Ricardian or resource-based rents
  • Monopolistic rents

Schumpeterian or entrepreneurial rents

Q2. How might a biotech firm earn monopoly rents?

  • The biotech firm has a patent on a new drug.
  • The biotech firm has a limited distribution network.
  • The biotech firm relies on others to innovate new drugs.
  • The biotech firm has excess production capacity.

Q3. Digital cameras have made film cameras all but obsolete. Although new models are released regularly by the dominant brands, they represent incremental improvements rather than amazing new capabilities. In which stage of the competitive life cycle are digital cameras?

  • Emergent phase
  • Disruption
  • Growth phase
  • Mature phase

Q4. Which of the following most resembles an innovation driven by technology push?

  • Apple customers want larger phones, so Apple introduces the iPhone 6 Plus.
  • The R&D team from Sharp integrates a camera into their cell phones in 1997.
  • In response to small businesses’ need for online sales software, Microsoft updates its product line.
  • Customers complained about high fuel costs, so Toyota introduced the Prius.

Q5. Which incumbent firm is least likely to succeed?

  • A regional airline is a large enough that they can easily raise cheap debt to fund projects.
  • A boutique hotel chain has a very loyal customer base that values the services it provides.
  • An online real estate aggregator balances funding across the marketing and R&D budgets.
  • A surgical supply company is satisfied with its project line. It decides spending money in marketing is more beneficial at this point than R&D spending, so they divert R&D funds into marketing.

Q6. In a typical competitive life cycle, what pattern do we see?

  • Emergent phase: many firms
  • Growth phase: product success, existing firms extremely profitable
  • Mature phase: market grows
  • Emergent phase: few firms
  • Growth phase: product success, new entrants
  • Mature phase: market saturates, fewer profits, firms exit
  • Emergent phase: many firms
  • Growth phase: product success, new entrants
  • Mature phase: market saturates, fewer profits, firms exit industry
  • Emergent phase: few firms
  • Growth phase: product success, new firms
  • Mature phase: number of firms grows

Q7. In the solar-power industry, a firm develops a new technology that revolutionizes the capacity of solar panels to produce and store energy for home use. How should other firms in this industry respond?

  • Make large capital investments in advertising to sell their existing products by promoting their brand and market reputation.
  • Recognize that they are the victims of the competitive life cycle and plan to diversify into another sector.
  • If a firm possesses the capital to invest in research and development and has the dynamic capability to adjust, they should try to survive this industry disruption through a similar innovation.

Given the historically slow adoption of solar technology, assume clients will continue with the usual panels and hold off making any changes.

Q8. How does an industry’s evolution history inform a competitive life cycle analysis?

  • It measures innovative capability.
  • It determines the results of an industry shakeout.
  • It determines how long the mature phase will be.
  • It helps establish if an industry is slowly evolving or hyperdynamic.

Q9. Which of the following is a reason why incumbents often have difficulty when facing a disruption during a competitive life cycle?

  • Too many experts in the room
  • Large customer base
  • Too much capital
  • Organizational structure

Q10. Which of the following do we observe during the era of ferment within an industry?

  • A new S-curve forms when a disruption occurs
  • A very short period of change
  • A dominant design and no experimentation
  • Firms exiting the market

Q11. Why is having dynamic capability critical to success in the pharmaceutical industry?

  • It eliminates competition.
  • It prevents other firms from joining the market.
  • It allows firms to adjust to changing business conditions.
  • It allows firms to charge more for their product.

Q12. Why do strategists analyze the competitive life cycle?

  • To identify which incumbent company to acquire
  • To understand and learn from the typical patterns in the life of a product
  • To understand how to budget spending in order to build competitiveness
  • To understand which firms have customer loyalty

Week 2: International Strategy

Q1. A multinational company is assessing its internationalization strategy. Which of the following is an example of local responsiveness?

  • Developing best practices
  • Exporting a uniform product to all regions
  • Changing menu items to match regional tastes
  • Standardizing a production process

Q2. Packaged goods often require high levels of national differentiation, and are therefore produced within a country rather than imported / exported. This industry would typically have _ levels of international trade and _ levels of foreign direct investment.

  • high, low
  • low, low
  • low, high
  • high, high

Q3. Which of the following is NOT an advantage of exporting?

  • Easier product customization
  • Rapidly enter new markets
  • Distribution can be handled through contracts
  • Build economies of scale

Q4. What advantage does licensing have over exporting?

  • Increased profit potential
  • Rapidly enter new markets
  • Use excess capacity to help with economies of scale
  • Gain local cost or production advantages

Q5. Coca-Cola would like to avoid the high import tariffs associated with selling products in Brazil. However, Coca-Cola is also concerned with protecting their secret recipe for Coke. Which internationalization strategy would best meet Coca-Cola’s needs?

  • Alliance
  • Exporting
  • Foreign Direct Investment
  • Licensing

Q6. Which of the following is an example of “Greenfield” foreign direct investment?

  • Adidas acquires a third party distribution team in Argentina
  • Adidas purchases a manufacturing center in Argentina
  • Adidas builds a new manufacturing center in Argentina
  • Adidas develops an alliance with a manufacturing firm in Argentina

Q7. Campbell’s Soup Company has decided to enter a new foreign market. They would like to avoid transportation costs for heavy canned goods, keep complete control over operations, and increase operations incrementally as the firm learns how to navigate the new market. Which strategy best aligns with Campbell’s goals?

  • Licensing / Alliance
  • Acquisition
  • Greenfield development
  • Exporting

Q8. Which of the following best describes the diagrams below?

  • Industry B values Local Responsiveness over Global Integration. Some firms within Industry B are competing on different dimensions.
  • Industry B values Local Responsiveness over Global Integration. All firms in Industry B appear to be competing on the same dimensions.
  • Industry B values Global Integration over Local Responsiveness. All firms in Industry B appear to be competing on the same dimensions.
  • Industry B values Global Integration over Local Responsiveness. Some firms within Industry B are competing on different dimensions.

Q9. Which of the following factors contributes to a “flat” world?

  • High import or export tariffs
  • Government regulated industries
  • Unique cultural differences in various countries
  • Technology (e.g. email or smartphones)

Q10. Which of the following is a likely conclusion, given the graph below?

  • There are higher levels of internationalization from 1990 to 2008.
  • There are no obvious trends.
  • There are lower levels of internationalization from 1990 to 2008.
  • There is no change in the levels of internationalization from 1990 to 2008.

Q11. Review: Which of the following most resembles a technology push?

  • The R&D team from Sharp integrates a camera into their cell phones in 1997.
  • Apple customers want larger phones, so Apple introduces the iPhone 6 Plus.
  • Customers complained about high fuel costs, so Toyota introduced the Prius.
  • In response to small businesses’ need for online sales software, Microsoft updates its product line.

Q12. Review: Which of the following do we observe during the era of ferment within an industry?

  • A very short period of change
  • A dominant design and no experimentation
  • A new S-curve forms when a disruption occurs
  • Firms exiting the market

Week 3: Diversification Strategy

Q1. Apple–with product lines including the iPhone, iPad, Mac, iPod, Apple TV, Apple Music, and Apple Watch–has a _ level of diversification and its business segments are _.

  • High/unrelated
  • Low/related
  • Low/unrelated
  • High/related

Q2. When is expanding a firm’s scope into new businesses most likely to be beneficial?

  • When the firm’s main competitors only compete in a partial set of industries.
  • When coordinating across businesses presents substantial cost saving opportunities.
  • When these businesses have no interaction in the supply of goods and require industry-specific investments.
  • When the firm’s operating environment is highly predictable.

Q3. How might a firm best use retained earnings?

  • Use privileged knowledge of a specific industry to invest in related markets.
  • Consider returning earnings to investors through dividends.
  • Invest in unrelated markets to reduce risk.
  • Diversify to decrease inherent volatility.

Q4. How can a firm operationally benefit from diversifying into multiple businesses?

  • They can exploit economies of scope.
  • They can reduce rivalry through mutual forbearance.
  • They can eliminate competition by subsidizing a price war.
  • They can capitalize in unrelated markets.

Q5. When is a market-based transaction, such as outsourcing or alliances, a better alternative to a firm?

  • When a strategic partner offers a long-term contract to provide the set of activities
  • When the industry players are shifting their set of activities to third parties
  • When the specific set of activities is at a bargain from a third party vendor, therefore creating economic benefit to the firm
  • When the specific set of activities does not align with the firm’s scope and it does not create enough economic benefit to expand the current scope

Q6. Which of the following is a strategic (not operational or financial) benefit of diversification?

  • The firm can exploit economies of scale and scope.
  • The firm can leverage core capabilities or rent-generating assets.
  • The firm can capitalize on opportunities in unrelated markets.
  • The firm can raise rival’s costs through vertical foreclosure.

Q7. Samsung is analyzing the possibility of acquiring its mobile screen supplier, which also provides screens to a few competitors of Samsung. Which of the following is the MOST LIKELY strategic reason behind this move?

  • Improved coordination among different lines of business
  • Vertical foreclosure, raising rival’s supply costs, while reducing transaction costs
  • Strong, stable relationship with the supplier
  • Mutual forbearance, reducing rivalry through multi-point competition

Q8. Which of the following is an example of a bureaucratic cost that can arise in larger firms?

  • Coordination between layers of management and decision making process
  • Time spent by management within the organization on influence games
  • Opportunistic behavior of managers and employee
  • Synergy-related process

Q9. Which of the following is the best argument for diversifying?

  • Diversifying across multiple markets creates value and helps garner economic rents within the individual markets in which it currently participates.
  • Diversifying eliminates redundant operations across businesses.
  • Diversifying will likely not attract the attention of government antitrust agencies.
  • Diversifying helps protect its leading market position.

Q10. A company reviewing its diversification strategy notes a firm in its portfolio with high industry attractiveness and low business unit competitive edge. Which of the following recommendations is logically consistent with this positioning?

  • Harvest the business because the industry is not strong.
  • Hold the business because it is a new, growing industry.
  • Hold the business because the industry has a low barrier entry.
  • Invest in the business because it has a strong competitive advantage.

Q11. Review: Digital cameras have made film cameras all but obsolete. Although new models are released regularly by the dominant brands, they represent incremental improvements rather than amazing new capabilities. In which stage of the competitive life cycle are digital cameras?

  • Growth phase
  • Emergent phase
  • Disruption
  • Mature phase

Q12. Review: Coca-Cola would like to avoid the high import tariffs associated with selling products in Brazil. However, Coca-Cola is also concerned with protecting their secret recipe for Coke. Which internationalization strategy would best meet Coca-Cola’s needs?

  • Exporting
  • Licensing
  • Alliance
  • Foreign Direct Investment

Week 4: Advanced Business Strategy

Quiz : Stakeholder Strategy

Q1. How can a valuable competitive position be achieved?

  • The company’s values, opportunities and capabilities are aligned.
  • The organization has a clear vision and values.
  • Customers obtain what they want.
  • A company’s strategy allows profit maximization.

Q2. A company firmly believes that customer satisfaction is the key variable that management should improve and protect. Why might this be a weak stakeholder strategy?

  • This strategy maximizes profits.
  • This strategy favors prioritization of stakeholder needs.
  • This strategy aligns stakeholder needs.
  • This strategy optimizes stakeholder needs.

Q3. An automobile company is analyzing stakeholder priorities. Using the data in the stakeholder issues matrix below, what is the most important issue for stakeholders in this organization?

  • The compensation program
  • Product affordability
  • Financial impact
  • Product reliability

Q4. A consumer package goods company has operations worldwide and is dealing with unionization pressures in some of the countries where it operates. How might the management best proceed?

  • Begin extensive government lobbying against unionization.
  • Ask the legal department to review regulatory policy in these countries and layoff whoever is involved in the unionization issue.
  • Understand that these employees’ complaints represent transitory issues that will not affect the company’s long term success.
  • Listen to employees’ concerns, analyze regulations and potentially accept unionization if it does not violate any stakeholders’ rights.

Q5. Firms can react to normative conflicts in many ways. How might a firm best resolve a serious normative conflict?

  • Adapt the business model.
  • Conduct a media campaign.
  • Educate stakeholders on the issues.
  • Enfranchise an ignored group.

Q6. Which of the following is the best example of a distributional conflict involving market power abuse?

  • Extensive government lobbying by a firm in order to change regulation
  • A firm with a 15% market share
  • An agreement between firms to exclude entry of new competitors
  • An insurance company charges a higher premium because consumers lack information

Q7. How could a negative externality conflict most likely be resolved?

  • Regulation imposed by an external entity
  • Externalities cannot be solved.
  • Avoid the tragedy of the commons.
  • Self-regulation

Q8. Which of the following is the most important aspect of managing for stakeholders?

  • Selectively consider the impact of firm’s decisions on stakeholders.
  • Align the company’s values, opportunities and capabilities.
  • Standardize stakeholder values across the business.
  • Prioritize value creation based on stakeholder’s importance.

Q9. Which of the following is the best solution to information asymmetries between a firm and its stakeholders?

  • Assigning of property rights to the firm
  • A report compiled by a non-profit
  • Not revealing the information asymmetry
  • Extensive government lobbying by the firm

Q10. What is an optimal institutional or non-market strategy to resolve conflict?

  • Adapt the business model.
  • Avoid negotiating with stakeholders.
  • Lobby against regulation.
  • Avoid legal action.

Q11. Review: Adidas has decided to build a manufacturing facility in Argentina in order to improve operations. Which internationalization strategy does this illustrate?

  • Greenfield development
  • Acquisition
  • Licensing
  • Global investment

Q12. Review: Which of the following is a strategic (not operational or financial) benefit of diversification?

  • The firm can raise rival’s costs through vertical foreclosure.
  • The firm can exploit economies of scale and scope.
  • The firm can capitalize on opportunities in unrelated markets.
  • The firm can leverage core capabilities or rent-generating assets.

Quiz 2: Practice Reviewing an Assignment

Q1. How would you rate the sample assignment’s introduction?

  • 5: Describes the firm and provides specific details about its past response to change over time and its current internationalization strategy and scope
  • 4: Describes the firm and provides some information about its past response to change over time and its current internationalization strategy and scope
  • 3: Does not describe the firm, its past response to change over time and its current internationalization strategy and scope

Q2. How would you rate the sample assignment’s analysis of dynamic strategy?

  • 5: Analyzes and describes the industry S-curve, including the context in which the firm competes, disruptions, and timing, and the firm’s competitive life cycle
  • 4: Describes the industry S-curve and the firm’s competitive life cycle
  • 3: Does not describe the competitive life cycle

Q3. How would you rate the sample assignment’s analysis of diversification strategy?

  • 5: Analyzes the firm’s current diversification strategy using the diversification matrices tool and evaluates the effectiveness of that portfolio OR describes in detail why diversification is not relevant to this firm
  • 4: Briefly describes the firm’s current diversification portfolio or corporate strategy using the diversification matrices tool OR briefly describes why diversification is not relevant to this firm
  • 3: Does not discuss the firm’s current diversification portfolio or corporate strategy

Q4. How would you rate the sample assignment’s analysis of stakeholder strategy?

  • 5: Identifies and discusses primary and secondary stakeholders and how the firm aligns their needs to create value
  • 4: Identifies and discusses primary and secondary stakeholders
  • 3: Does not identify or discuss primary and secondary stakeholders

Q5. How would you rate the sample assignment’s analysis of international strategy?

  • 5: Describes the firm’s international strategy using the related tool and provides data to OR describes in detail why internationalize strategy is not relevant to this firm and what future international opportunities might apply
  • 4: Describes international strategy OR briefly explains why international strategy is not relevant to this firm
  • 3: Does not discuss the firm’s international strategy

Q6. How would you rate the sample assignment’s logical synthesis of findings?

  • 5: Provides a logical assessment of the firm’s competitive position based on a synthesis of findings from different tools and application of course concepts
  • 4: Provides a logical assessment of the firm’s competitive position, but does not integrate or ignores discrepancies from various tools or concepts from the course
  • 3: Does not provide a logical assessment of the firm’s competitive position; fails to integrate findings from various tools and concepts from the course

Q7. How would you rate the sample assignment’s addendum of exhibits and
research citations?

  • 5: Contains at least three exhibits and clearly cites all sources of information
  • 4: Contains at least two exhibits and cites most sources of information
  • 3: Contains no exhibits or citations

Q8. How would you rate the flow and organization of this sample assignment?

  • 5: Report is succinct, compelling, and clearly argued; ideas flow logically
  • 4: Report is an appropriate length to explain ideas, some arguments are unclear and sometimes the topics do not flow logically
  • 3: Report is either underdeveloped or overly wordy; arguments are unclear and hard to follow

Q9. Which of the following would best help the writer of this analysis improve the report?

  • You clearly did a lot of work digging up information about Whole Foods, and you provide some details in the exhibits. If you had applied all the tools, you would have been able to have more information to draw on when writing your synthesis, which failed to mention stakeholders.
  • Your conclusion is so bland (“only time will tell”) that it’s almost silly. I can’t stand when a paper doesn’t take a stand. I think Whole Foods is going to continue on its current trajectory and continue making big profits.
  • Wow! I’m impressed and completely agree with your conclusions. Great job!
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