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  3. Read the article below about five forces affecting strategy, and the questio

Read the article below about five forces affecting strategy, and the questio

游客2025-05-18  41
问题     Read the article below about five forces affecting strategy, and the questions on the opposite page.
    For each question(13-18), mark one letter(A, B, C or D)on your Answer Sheet.
                The Five Competitive Forces That Shape Strategy
    In essence, the job of the strategist is to understand and cope with competition. Often, however, managers define competition too narrowly, as if it occurred only among today’s direct competitors. Yet competition for profits goes beyond established industry rivals to include four other competitive forces as well: customers, suppliers, potential entrants, and substitute products. The extended rivalry that results from all five forces defines an industry’s structure and shapes the nature of competitive interaction within an industry. They are the threat of new entrants: bargaining power of suppliers: the threat of substitute products or services: bargaining power of buyers and rivalry among existing competitors.
    As different from one another as industries might appear on the surface, the underlying drivers of profitability are the same. The global auto industry, for instance, appears to have nothing in common with the worldwide market for art masterpieces or the heavily regulated health-care delivery industry in Europe. But to understand industry competition and profitability in each of those three cases, one must analyse the industry’s underlying structure in terms of the five forces.
    Understanding the competitive forces, and their underlying causes, reveals the roots of an industry’s current profitability while providing a framework for anticipating and influencing competition(and profitability)over time. A healthy industry structure should be as much a competitive concern to strategists as their company’s own position. Understanding industry structure is also cardinal to effective strategic positioning. As we will see, defending against the competitive forces and shaping them in a company’s favour are crucial to strategy.
    The configuration of the five forces differs by industry. In the market for commercial aircraft, fierce rivalry between dominant producers Airbus and Boeing and the bargaining power of the airlines that place huge orders for aircraft are strong, while the threat of entry, the threat of substitutes, and the power of suppliers are more benign. In the movie theatre industry, the proliferation of substitute forms of entertainment and the power of the movie producers and distributors who supply movies, the critical input, are important. Industry structure drives competition and profitability, not whether an industry is emerging or mature, high tech or low tech, regulated or unregulated.
    The strongest competitive force or forces determine the profitability of an industry and become the most important to strategy formulation. The most salient force, however, is not always obvious. For example, even though rivalry is often fierce in commodity industries, it may not be the factor limiting profitability. Low returns in the photographic film industry, for instance, are the result of a superior substitute product— as Kodak and Fuji, the world’s leading producers of photographic film, learned with the advent of digital photography. In such a situation, coping with the substitute product becomes the number one strategic priority.
    Industry structure grows out of a set of economic and technical characteristics that determine the strength of each competitive force. We will examine these drivers in the pages that follow, taking the perspective of an incumbent, or a company already present in the industry. The analysis can be readily extended to understand the challenges facing a potential entrant. [br] What do we learn about the global auto industry in the second paragraph?
选项 A、It is highly regulated by the government in Europe.
B、It earns as much profit as other industries in Europe.
C、It has better industry structure than health-care delivery industry.
D、It has the same primary driver of profitability with other industries.
答案 D
解析 题目意为：“在第二段中，关于全球汽车产业，我们得知什么?”原文第二段提到Asdifferent from one another as industries might appear on the surface．the underlyingdrivers of profitability are the same．The global auto industry，for instance，appears tohave nothing in common with the worldwide market for art masterpieces or the heavilyregulated health—care delivery industry in Europe．即：表面看来，每一个产业都不同，但其实各产业获利能力的动因都一样。例如，表面上，全球汽车产业完全不同于艺术名作的全球市场、或政府高度管制的欧洲医疗护理业。D项与原文表达的意思一致，故为正确答案。A项错误，全球汽车产业不是被欧洲政府高度管制；B项文中没有提及；C项从原文无法判断。
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