BUSI 400 CASE STUDY TESLA ASSIGNMENT
COMPREHENSIVE TEST 2026 QUESTIONS
WITH ANSWERS GRADED A+
◉ Which of these is not an Objective of Competitive Intelligence?
Answer: (1) to provide a general understanding of an industry and
its competitors
(2) to identify areas in which competitors are vulnerable and to
assess the impact strategic actions would have on competitors
(3) identify potential moves that a competitor might make that
would endanger a firms position in the market
(4) All of the above
◉ Porter's 5 Forces Model Answer: o (1) Rivalry among competing
firms
▪ The most powerful of the five competing forces
o (2) Potential entry of new competitors
▪ Whenever new firms can easily enter a particular industry, the
intensity of competitiveness among firms increases
o (3) Potential development of substitute products
▪ Competitive pressures arising from substitute products increase
as the relative price of substitute products declines and as
consumers costs of switching decrease
,o (4) Bargaining power of suppliers
▪ In more industries - sellers are forging strategic partnerships with
suppliers in efforts to
● Reduce inventors and logistics costs
● Speed the availability of next generation components
● Enhance the quality of the parts and components being supplied
and reduce def
● ect rates
● Squeeze out important cost savings for both themselves and their
suppliers
o (5) Bargaining power of consumers
▪ The bargaining power of consumers can be the most important
force affecting competitive advantage
◉ Forecasting Answer: o Can be broken down into two broad
categories
▪ Quantitative
▪ Qualitative
◉ The External Factor Evaluation Matrix (EFE) Answer: Allows
strategists to summarize and evaluate economic, social, cultural,
demographic, environmental, political, governmental, legal,
technological, and competitive information
,◉ Competitive Profile Matrix Answer: Identifies a firm's major
competitors and its particular strengths and weaknesses in relation
to a sample of a firm's strategic position.
◉ Key internal forces Answer: it is important that an organization
identify their "distinctive competencies" - the strength that cannot
be easily matched or imitated by competitors.
◉ Purpose of an internal audit Answer: o Closely parallels the
process of performing an external audit
o Requires gathering key information from all areas of the company
o An internal audit provides more opportunity for participants to
understand how their jobs, departments, and divisions fit into the
whole organization.
o Important: The effectiveness of strategy formulation,
implementation, and evaluation hinges upon a clear understanding
of how major business functions affect one another.
◉ Resource Based View Answer: o The RBC approach to competitive
advantage contends that internal resources are more important for a
firm than external forces in achieving and sustaining competitive
advantage.
o Says that internal performance will be primarily determined by
internal resources that cannot be grouped into three all
encompassing categories - physical resources, human resources, and
organizational resources.
, o Basic Premise: the mix, type, and nature of a firms internal
resources should be considered first and foremost in devising
strategies that can lead to sustainable competitive advantage.
o Identifying Valuable Resources: Must be: (1) Rare (2) Hard to
Imitate (3) Not easily substitutable
◉ Organizational Culture Answer: Note - there is a section that talks
about internal culture. Remember that culture plays a big part in
how to implement strategy
◉ The Role of Management
o There are 5 Basis Activities for Managers Answer: ▪ Planning
(Strategy Formulation Stage)
● The managerial activities relates to preparing for the future - i.e.
forecasting, establishing objectives, devising strategies, developing
policies, and setting goals.
▪ Organizing (Strategy Implementation Stage)
● All activities that result in a structure of task and authority
relationships - i.e. job specialization, span of control, job design, etc.
▪ Motivating (Strategy Implementation Stage)
● Efforts directed towards shaping human behavior (employment
morale, leadership, communication, etc.
▪ Staffing (Strategy Implementation Stage)
● Personnel or human resource management
COMPREHENSIVE TEST 2026 QUESTIONS
WITH ANSWERS GRADED A+
◉ Which of these is not an Objective of Competitive Intelligence?
Answer: (1) to provide a general understanding of an industry and
its competitors
(2) to identify areas in which competitors are vulnerable and to
assess the impact strategic actions would have on competitors
(3) identify potential moves that a competitor might make that
would endanger a firms position in the market
(4) All of the above
◉ Porter's 5 Forces Model Answer: o (1) Rivalry among competing
firms
▪ The most powerful of the five competing forces
o (2) Potential entry of new competitors
▪ Whenever new firms can easily enter a particular industry, the
intensity of competitiveness among firms increases
o (3) Potential development of substitute products
▪ Competitive pressures arising from substitute products increase
as the relative price of substitute products declines and as
consumers costs of switching decrease
,o (4) Bargaining power of suppliers
▪ In more industries - sellers are forging strategic partnerships with
suppliers in efforts to
● Reduce inventors and logistics costs
● Speed the availability of next generation components
● Enhance the quality of the parts and components being supplied
and reduce def
● ect rates
● Squeeze out important cost savings for both themselves and their
suppliers
o (5) Bargaining power of consumers
▪ The bargaining power of consumers can be the most important
force affecting competitive advantage
◉ Forecasting Answer: o Can be broken down into two broad
categories
▪ Quantitative
▪ Qualitative
◉ The External Factor Evaluation Matrix (EFE) Answer: Allows
strategists to summarize and evaluate economic, social, cultural,
demographic, environmental, political, governmental, legal,
technological, and competitive information
,◉ Competitive Profile Matrix Answer: Identifies a firm's major
competitors and its particular strengths and weaknesses in relation
to a sample of a firm's strategic position.
◉ Key internal forces Answer: it is important that an organization
identify their "distinctive competencies" - the strength that cannot
be easily matched or imitated by competitors.
◉ Purpose of an internal audit Answer: o Closely parallels the
process of performing an external audit
o Requires gathering key information from all areas of the company
o An internal audit provides more opportunity for participants to
understand how their jobs, departments, and divisions fit into the
whole organization.
o Important: The effectiveness of strategy formulation,
implementation, and evaluation hinges upon a clear understanding
of how major business functions affect one another.
◉ Resource Based View Answer: o The RBC approach to competitive
advantage contends that internal resources are more important for a
firm than external forces in achieving and sustaining competitive
advantage.
o Says that internal performance will be primarily determined by
internal resources that cannot be grouped into three all
encompassing categories - physical resources, human resources, and
organizational resources.
, o Basic Premise: the mix, type, and nature of a firms internal
resources should be considered first and foremost in devising
strategies that can lead to sustainable competitive advantage.
o Identifying Valuable Resources: Must be: (1) Rare (2) Hard to
Imitate (3) Not easily substitutable
◉ Organizational Culture Answer: Note - there is a section that talks
about internal culture. Remember that culture plays a big part in
how to implement strategy
◉ The Role of Management
o There are 5 Basis Activities for Managers Answer: ▪ Planning
(Strategy Formulation Stage)
● The managerial activities relates to preparing for the future - i.e.
forecasting, establishing objectives, devising strategies, developing
policies, and setting goals.
▪ Organizing (Strategy Implementation Stage)
● All activities that result in a structure of task and authority
relationships - i.e. job specialization, span of control, job design, etc.
▪ Motivating (Strategy Implementation Stage)
● Efforts directed towards shaping human behavior (employment
morale, leadership, communication, etc.
▪ Staffing (Strategy Implementation Stage)
● Personnel or human resource management
