Chapter 7 Part 2 Why was New Orleans the one single spot that made its possessor the natural enemy of the United States American ships sailing the Mississippi River had for many years been accustomed to depositing their cargoes in New Orleans for transfer to oceangoing vessels The Spanish intendant at New Orleans who still governed the city since France had not yet taken formal possession of the region forbade the practice Once the land was transferred to France Livingston was instructed to propose that France sell the US New Orleans and eventually the entire western part of Louisiana as well How were the negotiations for the Louisiana Purchase conducted and what were the terms agreed on Jefferson appointed Robert Livingston to negotiate the purchase of New Orleans but he proposed that France sell the US the vast western part of Louisiana as well Jefferson then persuaded Congress to appropriate funds for an expansion of the army and the construction of a river fleet giving the impression that American forces might soon descend on New Orleans and that the US might form an alliance with GB if the problems with France were not resolved The US was to grant 15 million to the French government and grant certain exclusive commercial privileges to France in the port of What were the reasons behind Jeffersons reservations over the purchase of Louisiana and how was he able to reason these doubts away Jefferson was pleased with the terms of the bargain but uncertain whether the US had authority to accept it Nowhere did the Constitution say anything about the acquisition of new territory But Jeffersons advisers persuaded him that his treatymaking power under the Constitution would justify the purchase of Louisiana What was the purpose of the Lewis and Clark expedition and what did the expedition accomplish The purpose of the Lewis and Clark expedition was to cross the continent to the Pacific Ocean gather geographical facts and investigate prospects for trade with the Indians Led by Sacajawea they returned to Saint Luis with elaborate records of the geography and the Indian civilizations they had observed along the way along with a lengthy diary recounting their experiences What were the circumstances that led to the duel between Hamilton and Burr Most of the nation approved the new territorial acquisition but some New England Federalists raged against it They believed that the more the west grew the less power the Feds and their region would retain A group of the most extreme Feds Essex Junto concluded that their only option for New England was to secede from the Union and form a separate Northern Confederacy and it would have to include New York and New Jersey Hamilton refused to support the secession scheme so they turned to his greatest political rival VP Burr who supported their plan Hamilton accused Burr of What was the Burr conspiracy and what was its outcome When Burr fled to NY to avoid an indictment for murder he found new outlets for his ambitions in the west Burr and Wilkinson hoped to lead an expedition to capture Mexico from the Spanish but there were also rumors that they wanted to separate the southwest from the US and create a western empire that Burr would rule Jefferson ordered Burr and his men arrested as traitors and brought to Richmond for trial Chief Justice Marshall limited the evidence that they could present and defined the charge in such a way that the jury had no other choice but How did France and Britain attempt to prevent America from trading with the other why was one more successful than the other and what was the American response American ships were caught between Napoleons decrees and Britains orders in council If they sailed directly for the European continent the risked being captured by the British navy But if they sailed by way of a British port they risked seizure by the French Most Americans considered the British with their greater sea power the worse offender British ships could pounce on merchantmen all over the ocean whereas the French could do so only in European ports British sailors stopped US ships on the high seas and seized sailors off the decks making them victims of impressment When they claimed What was Jeffersons response to the ChesapeakeLeopard affair and why did he take this action Jefferson and Madison tried to maintain peace He expelled all British warships from American waters and sent instructions to his minister in England James Monroe to demand that the British government renounce impressment GB disavowed the action of the officer responsible offered compensation for those killed and promised to return the captures sailors but they refused to renounce impressment How did conditions in the West heighten the tension between the United States and Britain Jeffersons Embargo prohibited American ships from leaving the US to any foreign ports This led to a serious depression and it especially hit the merchants and shipowners of the Northeast hard When Madison won the 1808 election he replaced the Embargo with the NonIntercourse Act which reopened trade with all nations except GB and France Macons Bill No 2 reopened free commercial relations with GB and France but authorized the President to prohibit commerce to any nation that would continue to violate neutral shipping after the other had stopped Napoleon thus announced that they would no longer interfere with US What was Tecumsehs attitude toward the treaties previously negotiated between the United States and various Indian tribes How did he plan to prevent the expansion of white settlements Jefferson appointed Harrison to give the Indians two options one was to convert themselves into settled farmers and assimilate one was to migrate to the west of the Mississippi River In either case they would have to give up their claims in the Northwest Tecumseh understood that only through united action could the tribes hope to resist the advance of white civilization He stated that the land belonged to all of the tribes and that none of them could rightfully cede any of it without the consent of the others He left Prophetstown to visit the tribes of the South Why did Americans blame the British for Indian uprisings on the frontier and what did the frontier settlers see as the best solution to the problem Americans blamed the British for Indian uprisings on the frontier because they were encouraging and supplying them They saw driving the British out of Canada and annexing that province would make the West safe for US Why did Americans want to wrest control of Florida from the Spanish What attempts were made to do this before 1812 The territory was a continuing threat to whites in the southern US because slaves escaped across the Florida border and Indians launched raids north into white settlements They also wanted it because rivers that could provide residents of the Southwest with access to valuable ports ran through it US seized the Spanish fort at Baton Rouge and asked the Fed Gov to annex the territory and Madison happily agreed Who were the War Hawks and why were they able to exert such influence on Americas drift toward war The War Hawks were a large number of representatives of both parties eager for war with GB Some were ardent nationalists fired by passion for territorial expansion others were men impassioned in their defense of Republican values Clay became Speaker of the House and filled committees with those who shared his eagerness for war Calhoun was appointed to the Committee of Foreign Affairs Madison eventually gave into the pressure and approved a declaration of war against GB What were the relative successes and failures of the American military during the first year of the war Failures Tried to invade Canada through Detroit and lost Fort Dearborn to an Indian attack GB burns capital Successes Won some spectacular victories and destroyed many merchant ships Took command of Lake Ontario Raided and burned York Seized control of Lake Erie Battle of Thames weakened the Indians Battle of Horseshoe Bend led to the tribe to cede most of its lands to the US and retreat westward Baltimore harbor sunk GB ships Battle of New Orleans had devastating casualties for GB Prior to 1814 what did the New England states do to hinder the war effort In New England opposition both to the war and to the Republican government that was waging it was so extreme that some Feds celebrated GB victories Fed opposition led by Webster missed no opportunity to embarrass the administration What effect did the Hartford Convention have on the Federalist Party Those who favored secession were outnumbered by a majority It reasserted the right of nullification and proposed seven amendments designed to protect New England from the growing influence of the South and the West New Englanders assumed that the Reps would have to agree to their demands because of how badly the war was going but news of the Battle of New Orleans arrived and the failure of the secession effort virtually killed the Fed party What was the background to peace negotiations at Ghent What did both sides initially demand and why did they finally agree on the terms they did John Quincy Adams Henry Clay and Albert Gallatin led the American delegation in peace talks The Treaty of Ghent gave GB no incentive to interfere with US commerce US gave up demand for GBs renouncing of impressment and US gave up attempt to cede Canada Commercial Treaty and RushBagot Treaty

O O O O O O O O O O O O O O O O O B I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O


Chapter 9 Suicide FLASHCARDS WRITE SPELL TEST MATCH GRAVITY Upgrade to remove ads Only 1month parasuicide CLICK THE CARD TO FLIP IT a suicide attempt that does not result in death CLICK THE ARROWS BELOW TO ADVANCE 1 42 Terms in this set 42 parasuicide a suicide attempt that does not result in death suicide selfinflicted death in which the person acts intentionally directly and consciously Lower rates among religious peoples Women attempt three times more using drugs men are more successful and use more violent methods Native American men are the most prevalent After a suicide attempt victims need medical care first before anything Edwin Shneidman suicidal behavior disorder category of DSM5 which contains people who have tried to kill themselves within the last two years death seekers a person who clearly intends to end his or her life at the time of a suicide attempt death initiator a person who attempts suicide believing that the process of death is already underway and that he or she is simply hastening the process death ignorer a person who attempts suicide without recognizing the finality of death death darer a person who is ambivalent about the wish to die even as he or she attempts suicide subintentional death a death in which the victim plays an indirect hidden partial or unconscious role ie taking the wrong pills and dying retrospective analysis a psychological autopsy in which clinicians piece together information about a person suicide from the persons past selfinjury selfmutilation behavioral pattern that includes cutting or burning oneself or banging ones head Can be suicidal or nonsuicidal studying people who survive their suicide attempts a strategy researchers employ to attempt to understand suicide devoutness usually leads to a less chance of suicide triggers of suicide caused by stressful events mood and thought changes alcohol and other drug use mental disorders and modeling if one happens more people will follow in suit If depression is involved usually triggered after some mood improvement and they feel more able to act on this hopelessness a pessimistic belief that ones present circumstances problems and mood will not change its the single most indicator of death initiator dichotomous thinking viewing problems and solutions in rigid eitheror terms Only two options social contagion effect risk factor of suicide among the relatives and friends of people who recently committed suicide postvention what clinicians refer to as postsuicide programs or programs that come up after a suicide epidemic psychodynamic view of suicide theorists believe that suicide results from depression and from anger at others that is redirected toward oneself Murder in the 180th degree Menninger Introject the lost loved one feel lost themselves therefore experience selfhatred Childhood losses vs later suicidal behavior Freud Thanatos applies Freud thanatos Freuds term for the death instinct that opposes the life instinct Freud claims that this is directed at others and that suicidal people direct it at themselves Supported by drop in suicide rates during wartime Emile Durkheims sociological view of suicide probability of suicide is determined by how attached a person is to such social groups as the family religious institutions and community The more a person belongs the lower the risk of suicide Include egoistic altruistic and anomic suicide egoistic suicide committed by people over whom society has little or no control People are not held to normsrules of society People are isolated alienated and nonreligious Emile Durkheim view altruistic suicide committed by people who are so well integrated into social structure they intentionally sacrifice their lives for its wellbeing Durkheim view Example soldiers who threw themselves on top of live grenade to save others anomic suicide committed by people whose social environment fails to provide stable structures such as family and religion to support and give meaning to live They dont reject but instead feel let down by disorganized inadequate decaying society Durkheim view anomie societal condition that leaves people without sense of belonging biological view of suicide suicide due to genetic factors low serotonin levels which may lead to aggressive and impulsive behaviors and hence suicide young children age group that has seen increasing numbers of suicide Males outnumber females 51 Theorized to come from behavioral problems such as running away from home accident proneness aggressive acting out temper tantrums social withdrawal sensitivity Believed that there are some in this group that dont understand death but clear that a wide number do understand it completely as well Antidepressants increase the risk of suicidal thoughts in children teenagers age group in which suicide is third leading cause Usually tied to clinical depression low selfesteem and feelings of hopelessness serious alcohol or drug problems Could also be immediate stress caused too Group tends to react to events more sensitively angrily dramatically and impulsively Also high suggestibility 2001 of attempts vs success meaning they are less certain usually prosuicide forums websites and chat rooms on the internet that celebrate former users who have committed suicide help other set up appointments for joint suicides and several offer specific instructions about suicide methods and techniques elderly 15 out of every 100000 over age of 65 and even higher as they are older Factors contributing to this age group include illness loss of friends and relatives loss of control over life loss of social status Usually more determined and give fewer warnings so much higher success rate They commit 19 of all US suicides suicide therapy goals include to keep individual alive reduce psychological pain help them achieve a nonsuicidal state of mind provide them with hope guide them to develop better ways of handling stressed May include drug therapy Mindfulbased Cognitivebehavioral therapy seems to be most helpful suicide prevention program a program that tries to identify people who are at risk of killing themselves and to offer them crisis intervention Include hotlines and crisis intervention Employ paraprofessionals Only small amount actually contact this but do reduce the number of suicides among those who do call crisis intervention treatment approach that tries to help people in a psychological crisis to view their situation more accurately make better decisions act more constructively and overcome the crisis establish a positive relationship first step of suicide prevention program understand and clarify the problem second step of suicide prevention program assess suicide potential lethality scale third step of suicide prevention program assess and mobilize the callers resources fourth step of suicide prevention program formulate a plan nosuicide contract fifth step of suicide prevention program long term events social isolation serious illness an abusive environment and occupational stress may cause someone to commit suicide immediate events the loss of a loved one through death divorce or rejection loss of a job significant financial loss and stress caused by hurricanes or other natural disasters even among very young children teenage therapy the average number of therapy sessions teens go to after a failed attempt is 8 wilhelm stekel no one kills himself who hasnt wanted to kill another or at least wished the death of another cluster suicide extreme suicide rates on american indian reservations

O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O


forensics chapter 3 FLASHCARDS WRITE SPELL TEST MATCH GRAVITY Upgrade to remove ads Only 1month stores and retrieves fingerprints of past offenders CLICK THE CARD TO FLIP IT AFIT CLICK THE ARROWS BELOW TO ADVANCE 1 34 Terms in this set 34 stores and retrieves fingerprints of past offenders AFIT found in AFIT include Contains fingerprints identification marks such as tattoos scars etc weight height eye color many people have the same types of fingerprints class characteristics characteristics can be linked back to a group of people but not one specific person place or thing class characteristics two different types of loops radial loop and an ulnar loop loop enters and exits near the pinky ulnar loop enters and exits toward the thumb radial three different types of whorls a plain whorl central pocket whorl a double loop whorl and an accidental whorl whorl is a much tighter whorl compared to the plain whorl central pocket two loops within it double loop whorl any whorl that doesnt fit into the other three types of whorls accidental whorl can be linked to one specific person fingerprint minutiae AKA ridge characteristics provides the criminal justice community with the worlds largest and most efficient electronic repository of biometric and criminal history information Next Generation Identification NGI What does AFIT stand for Advanced Fingerprint Identification Technology How many fingerprints are in AFIT 104073000 What is AFITs matching accuracy 996 made when the hand has deposits of blood oil grease syrup or another sticky substance on it before it comes in contact with a surface patent prints when a finger is placed into a substance such as putty glue dust or butter and a print is left behind plastic prints most common type of fingerprints are not visible without enhancement latent prints use a contrasting color when dusting for prints powder adhere to a brush like iron filings to a magnet magnetic fingerprint powders heats up super glue and the fumes from the superglue adhere to the water and fatty acids amino acids from the fingerprint to form a whitish deposit superglue fuming eacts with the amino acids in the print to produce a purple color Ninhydrin reacts with the chloride from the print to form silver chloride Silver nitrate tire tracks tool marks footwear and bite marks impression evidence created when an object retains another objects characteristics through direct contact Impression evidence methods of collecting impression evidence 2D impressions and Fingerprint powder photographed and casted using either dental stone or other substance to preserve the dimensional characteristics of the print 3D impression transfer of material from the shoe or tire to the surface visible print threedimensional impression left on a soft surface plastic print not readily visible to the naked eye latent print a heavy coating of adhesive lifts the imprint from smooth nondelicate surfaces such as tile or hardwood floors metal counters etc It is usually used in conjunction with fingerprint powders Adhesive lifter a sheet of rubber with a lowadhesive gelatin layer on one side that can lift prints from almost any surface including porous rough curved and textured surfaces It is less tacky and more flexible than an adhesive lifter allowing it to pick up a dusty shoeprint on a cardboard box for example but not tear the surface of the box Gelatin lifter a tool that electrostatically charges particles within dust or light soil which are then attracted and bonded to a lifting film This method is best for collecting dry or dusty residue impressions on almost any surface even the skin of a cadaver Electrostatic dustprint lifting device

B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O


Management 455 Chapter 5 FLASHCARDS WRITE SPELL TEST MATCH GRAVITY Upgrade to remove ads Only 1month A ketchup manufacturer convinces a supplier who makes vinegar to set up a nearby plant Which of the following benefits will the ketchup manufacturer be least assured of A Improved value chain system B Improved overall quality control C Lower incoming shipping costs D Justintime deliveries E Reduced storage needs B Improved overall quality control CLICK THE ARROWS BELOW TO ADVANCE 1 89 Terms in this set 89 A ketchup manufacturer convinces a supplier who makes vinegar to set up a nearby plant Which of the following benefits will the ketchup manufacturer be least assured of A Improved value chain system B Improved overall quality control C Lower incoming shipping costs D Justintime deliveries E Reduced storage needs B Improved overall quality control Which of the following would NOT lead to cost savings A A company that sets up its own direct sales force B A company that eliminates lowvalueadded work steps C A company that motivates employees through incentives D A company that conducts sales operations at its website E A company that sources the best from suppliers across the world E A company that sources the best from suppliers across the world While there are many routes to competitive advantage the two biggest factors that distinguish one competitive strategy from another are A whether a company can build a brand name and an image that buyers trust B whether a companys target market is broad or narrow and whether the company is pursuing a low cost or differentiation strategy C whether a company can achieve lower costs than rivals and whether the company is pursuing the industrys sales and market share leaders role D whether a company can offer the lowest possible prices and whether the company can get the best suppliers in the market E whether a companys overall costs are lower than competitors and whether the company can achieve strong product differentiation B whether a companys target market is broad or narrow and whether the company is pursuing a low cost or differentiation strategy Whatever strategic approach is adopted by a company to deliver value it nearly always requires A that management undertake formal planning sessions with functional departments to ensure productivity improvement B the identification of strengths and weaknesses within the company C matching corporate identity with the corporate culture in order to integrate effort and build sales momentum D performing value chain activities differently than rivals and building competitively valuable resources and capabilities that rivals can not readily match E constant efforts to thwart entry of new rivals and their attempts to create differentiated products with unit costs above price premium D performing value chain activities differently than rivals and building competitively valuable resources and capabilities that rivals can not readily match The biggest and most important differences among the competitive strategies of different companies boil down to A how they go about building a brand name image that buyers trust and whether they are a risktaker or riskavoider B the different ways the companies try to cope with the five competitive forces C whether a companys market target is broad or narrow and whether the company is pursuing a competitive advantage linked to low cost or differentiation D the kinds of actions companies take to improve their competitive assets and reduce their competitive liabilities E the relative emphasis they place on offensive versus defensive strategies C whether a companys market target is broad or narrow and whether the company is pursuing a competitive advantage linked to low cost or differentiation An automotive manufacturer sells a limited number of highend custombuilt cars using technologically advanced power systems What strategy is the manufacturer using to gain competitive advantage A A lowcost provider strategy B A broad differentiation strategy C A focused lowcost strategy D A focused differentiation strategy E A bestcost provider strategy D A focused differentiation strategy The generic types of competitive strategies include A market share growth provider sales revenue leader strategy and market share retention strategy B offensive strategies defensive strategies and counter maneuvers strategies C lowcost provider broad differentiation bestcost provider focused lowcost and focused differentiation strategies D lowcostlowprice strategies highqualityhighprice strategies and medium qualitymedium price strategies E price leader strategies price follower strategies technology leader strategies and firstmover strategies C lowcost provider broad differentiation bestcost provider focused lowcost and focused differentiation strategies Which of the following generic types of competitive strategies is typically the best strategy for a company to employ A A strategy that seeks to underprice rivals on comparable products that attract a broad spectrum of buyers B A strategy that seeks to differentiate product offerings from rivals by offering superior attributes that attract a broad spectrum of buyers C A strategy that concentrates on a narrow buyer segment and outcompetes rivals by offering niche members customized attributes D A strategy that concentrates on valueconscious buyers and outcompetes rivals by offering products at attractive prices E A strategy that is customized to fit the macroenvironment and industry and employs resources and capabilities that rivals have trouble duplicating E A strategy that is customized to fit the macroenvironment and industry and employs resources and capabilities that rivals have trouble duplicating A lowcost leaders basis for competitive advantage is A lowest possible prices for comparable products B a lowcostmoderate price approach to gain the biggest market share C high buyer switching costs D meaningful lower overall costs than rivals on comparable products E higher unit sales than rivals D meaningful lower overall costs than rivals on comparable products Lowcost leaders who have the lowest industry costs are likely to A have out managed rivals in finding ways to perform value chain activities more costeffectively B be considering exiting the current product market and use their competitive lowcost strength to gain a competitive advantage in other product arenas C be favorites to win the game of strategy in the long run D understand that driving costs to the lowest possible level is the only way to sell cheap products to consumers E understand that they have lower bargaining power with suppliers than rivals who employ a different strategy A have out managed rivals in finding ways to perform value chain activities more costeffectively How valuable a lowcost leaders cost advantage is depends on A whether it is easy or inexpensive for rivals to copy the lowcost leaders methods or otherwise match its low costs B how easy it is for the lowcost leader to gain the biggest market share C the aggressiveness with which the lowcost leader pursues converting the cost advantage into the absolute lowest possible costs D the leaders ability to combine the cost advantage with a reputation for good quality E the lowcost leaders ability to be the industry leader in manufacturing innovation so as to keep lowering its manufacturing costs A whether it is easy or inexpensive for rivals to copy the lowcost leaders methods or otherwise match its low costs A lowcost leader can translate its lowcost advantage over rivals into superior profit performance by A underpricing rivals and attracting qualitysensitive buyers in great enough numbers B maintaining the present price and using the lowercost edge to earn a higher profit margin on each unit sold C going all out to use its cost advantage to capture a dominant share of the market D spending heavily on advertising to promote its cost advantage to build strong customer loyalty E outproducing rivals and thus having more available units for sale B maintaining the present price and using the lowercost edge to earn a higher profit margin on each unit sold Dominos Pizza has a wellknown slogan Well deliver in 30 minutes or less or its free With it what has the pizza maker achieved A Built a unique customer value proposition B Created a new delivery system C Given a sense of exclusivity to its customers D Coordinated with suppliers to better address customer needs E Emphasized human resource management activities A Built a unique customer value proposition The major avenues for achieving a cost advantage over rivals include A performing value chain activities more costeffectively than rivals or revamping the firms overall value chain to eliminate or bypass some costproducing activities B having a management team that is highly skilled in cutting costs C being a firstmover in adopting the latest stateoftheart technologies especially those relating to lowcost manufacture D outsourcing highcost activities to costefficient vendors E paying lower wages and salaries than rivals A performing value chain activities more costeffectively than rivals or revamping the firms overall value chain to eliminate or bypass some costproducing activities Achieving a sure cost advantage over rivals entails A concentrating on the primary activities portion of the value chain and outsourcing all support activities B being a firstmover in pursuing backward and forward integration and controlling as much of the industry value chain as possible C selling a mostly standard product and increasing the scale of operation D minimizing RD expenses and paying belowaverage wages and salaries to conserve on labor costs E producing a standard product redesigning the product infrequently and having minimal advertising C selling a mostly standard product and increasing the scale of operation A fastfood restaurant stocks bread meat sauces and other main ingredients but does not assemble and cook its burgers and sandwiches until a customer places an order Which cost driver is the restaurant efficiently using to cut costs A Supply chain efficiencies B Economies of scale C Incentive systems and culture D Bargaining power E Capacity utilization A Supply chain efficiencies Which of the following is NOT an action that a company should take to perform value chain activities more costeffectively A Striving to capture all available economies of scale and taking advantage of experience and learningcurve effects B Trying to operate facilities at full capacity C Adopting laborsaving operating methods D Improving supply chain efficiency E Overdifferentiating so that product features exceed the needs of most buyers E Overdifferentiating so that product features exceed the needs of most buyers Costefficient management of a companys overall value chain activities requires that management A ferret out costsaving opportunities in every part of the value chain B undertake an operations functionality redesign C establish sales productivity and operating practices guidelines D recreate rivals assembly plant structuration savings E pursue a differentiation strategy that can be easily copied A ferret out costsaving opportunities in every part of the value chain Which of the following is NOT one of the ways that a company can achieve costefficient management of its value chain activities A Striving to ensure a corporate diversity policy is introduced with effective controls B Using the companys strong bargaining power visàvis suppliers or others in the value chain C Being alert to the cost advantages of outsourcing or vertical integration D Striving to capture all available economies of scale E Motivating employees through incentives and company culture A Striving to ensure a corporate diversity policy is introduced with effective controls The culture of a company can be a costefficient value chain activity because it can A allow for safeguarding internalized operating benefits B distinguish a companys capacity integration efforts C spur worker pride in productivity and continuous improvement D foster quality technological enhancements E increase a companys bargaining power with suppliers C spur worker pride in productivity and continuous improvement Which of the following is NOT one of the ways that a company that a noncapitalintensive can achieve a cost advantage by revamping its value chain A Creating a direct sales force and bypassing activities and costs of distributors and dealers B Conducting sales operations at the companys website C Increasing production capacity and then striving hard to operate at full capacity D Relocating facilities so as to curb the cost for shipping and handling activities E Streamlining operations by eliminating low valueadded or unnecessary work steps and activities C Increasing production capacity and then striving hard to operate at full capacity An example of how companies can revamp their value chain to reduce costs is to A have suppliers locate their plants close to companies own facilities B continue to utilize traditional methods of distribution and sales C not make any changes in product manufacturing but change end distribution methods D increase extra services to increase staffing requirements E facilitate the learning curve by providing superior training to new employees A have suppliers locate their plants close to companies own facilities Which of the following companies is using cost drivers effectively to manage value chain activities cost efficiently A Company A orders large amounts of supplies and keeps them stocked till customer demand rises to prevent falling behind schedule in meeting customer needs B Company B uses justintime inventories and produces madetoorder products as and when customer demand rises C Company C collects customer requests first and starts processing them only after reaching a certain number D Company D routes all its supplies to a warehouse for storage and then transports them to individual factories for processing E Company E substitutes lowercost inputs with highquality highcost inputs to gain customer attention and loyalty B Company B uses justintime inventories and produces madetoorder products as and when customer demand rises A potato chip manufacturer purchases a potato farm Which of the following regarding its strategy is true A The manufacturer has effectively used vertical integration to increase its bargaining position and reduce transaction costs B The manufacturer has efficiently capitalized on the experience and learningcurve effects within the company C The manufacturer has enhanced utilization by allowing depreciation and other fixed costs to be spread over a larger unit volume D The manufacturer has sacrificed quality by using a lowercost input E The manufacturer has effectively reduced its operating costs by outsourcing its activities A The manufacturer has effectively used vertical integration to increase its bargaining position and reduce transaction costs 25 A competitive strategy of striving to be the lowcost provider is particularly attractive when A buyers are not very priceconscious B most rivals are trying to be bestcost providers C there are many ways to achieve product differentiation that have value to buyers D most buyers use the product in much the same ways with user requirements calling for a standardized product E most rivals are pursuing focused lowcost or focused differentiation strategies D most buyers use the product in much the same ways with user requirements calling for a standardized product Being the overall lowcost provider in an industry has the attractive advantage of A building strong customer loyalty and locking customers into its product because customers have high switching costs B giving the firm a very appealing brand image C putting a firm in the best position to win the business of pricesensitive customers and earn profits by setting the floor on market price D putting the company in a strong position to be more profitable than companies pursuing a differentiation strategy E greatly reducing the strong bargaining power of rivals with the key distributors C putting a firm in the best position to win the business of pricesensitive customers and earn profits by setting the floor on market price A competitive strategy to be the lowcost provider in an industry works well when A price competition among rival sellers is especially sluggish B there are numerous ways to achieve product differentiation that have no value to buyers C buyers incur high costs in switching their purchases from one sellerbrand to another D industry newcomers use introductory low prices to attract buyers and build a customer base E industry newcomers use high introductory prices to let buyers know they have a superior product to build a customer base D industry newcomers use introductory low prices to attract buyers and build a customer base A competitive strategy predicated on lowcost leadership tends to work best when A there are widely varying needs and preferences among the various buyers of the product or service B there are many market segments and market niches such that it is feasible for a lowcost leader to dominate the niche where buyers want a budgetpriced product C price competition among rivals is especially vigorous and the offerings of rival firms are essentially identical standardized commoditylike products D buyers prefer that the productsservices of competing sellers have widely varying attributes and prices E buyers have high switching costs and there is considerable diversity in how buyers use the product C price competition among rivals is especially vigorous and the offerings of rival firms are essentially identical standardized commoditylike products In which of the following circumstances is a strategy to be the industrys overall lowcost provider NOT particularly wellmatched to the market situation A When the offerings of rival firms are essentially identical and readily available from many eager sellers B When there are few ways to achieve differentiation that have value to buyers C When price competition among rival sellers is especially vigorous D When buyers have widely varying needs and special requirements and the prices of substitute products are relatively high E When the majority of industry sales are made to a few largevolume buyers D When buyers have widely varying needs and special requirements and the prices of substitute products are relatively high A strategy to be the industrys overall lowcost provider tends to be more appealing than a differentiation or bestcost or focusmarket niche strategy when A there are many ways to achieve product differentiation that buyers find appealing B buyers use the product in a variety of different ways and have high switching costs in changing from one sellers product to another C the offerings of rival firms are essentially identical standardized commoditylike products D entry barriers are high and competition from substitutes is relatively weak E the market is composed of many distinct segments with varying buyer needs and expectations C the offerings of rival firms are essentially identical standardized commoditylike products Which of the following is NOT one of the pitfalls of a lowcost provider strategy A Overly aggressive pricecutting B Setting the industrys price ceiling to capture volume gains and achieve economies of scale C Relying on an approach to reduce costs that can be easily copied D Becoming too fixated on cost reduction E Having the basis for the firms cost advantage undermined by costsaving technological breakthroughs that can be readily adopted by rival firms B Setting the industrys price ceiling to capture volume gains and achieve economies of scale 32 A lowcost providers product does NOT have to always A contain enough attributes to be attractive to prospective buyers B suggest strong rather than weak product differentiation C signal value to buyers D provide high margins per unit sold to bring in enough unit sales E be valuable and appealing to a wide range of buyers B suggest strong rather than weak product differentiation The essence of a broad differentiation strategy is to A appeal to the highend part of the market and concentrate on providing a topoftheline product to consumers B incorporate a greater number of differentiating features into its productservice than rivals C lower buyer switching costs D outspend rivals on advertising and promotion in order to inform and convince buyers of the value of its differentiating attributes E offer unique product attributes in ways that are valuable and appealing and that buyers consider worth paying for E offer unique product attributes in ways that are valuable and appealing and that buyers consider worth paying for A company attempting to be successful with a broad differentiation strategy has to A study buyer needs and behavior carefully to learn what buyers consider important what they think has value and what they are willing to pay for B incorporate more differentiating features into its productservice than rivals C concentrate its differentiating efforts on marketing and advertising where almost all differentiating features are created D overdifferentiate so that product quality features or service levels exceed the needs of most buyers E concentrate on offering advanced features whether or not they have value to the customers to create unique products A study buyer needs and behavior carefully to learn what buyers consider important what they think has value and what they are willing to pay for Successful broad differentiation allows a firm to A be the industrys bestcost provider B set the industry ceiling on price C avoid being dragged into a price war with industry rivals and not be overly concerned about whether entry barriers into the industry are high or low D command a premium price for its product andor increase unit sales andor gain buyer loyalty to its brand E take sales and market share away from rivals by undercutting them on price D command a premium price for its product andor increase unit sales andor gain buyer loyalty to its brand Which of the following is NOT true of a company that succeeds in differentiating its product offering from those of its rivals A It can avoid having to compete on the basis of simply a low price B It commands a premium price for its product C It usually increases unit sales D It gains buyer loyalty to its brand E It attracts mainly priceconscious buyers E It attracts mainly priceconscious buyers A broad differentiation strategy improves profitability when A it is focused on product innovation B differentiating enhances product performance and quality C the differentiating features appeal to sophisticated and prestigious buyers D the higher price the product commands exceeds the added costs of achieving the differentiation E the differentiator charges a price that is only fractionally higher than the industrys lowcost provider D the higher price the product commands exceeds the added costs of achieving the differentiation Whether a broad differentiation strategy ends up enhancing a companys profitability depends mainly on whether A many buyers view the products differentiating features as having value B most buyers have similar needs and use the product in the same ways C most buyers accept the customer value proposition as unique and the product can produce sufficient unit sales to cover the costs of achieving the differentiation D buyer switching costs are low and customer loyalty to any one brand is low E buyers are prone to shop the market for sellers offering the best price C most buyers accept the customer value proposition as unique and the product can produce sufficient unit sales to cover the costs of achieving the differentiation Opportunities to differentiate a companys product offering A are most reliably found in the RD portion of the value chain B are typically located in the sales and marketing portion of the value chain C can exist in activities all along an industrys value chain D usually are tied to product quality and customer service E are most frequently attached to a companys manufacturing expertise and to its ability to achieve economies of scale in production C can exist in activities all along an industrys value chain What are value drivers A A set of factors analogous to cost drivers that are particularly effective in having a strong differentiation effect B A firms hidden success factor for creating overthetop product features that will command the highest price in the industry C A technique for easily identifying factors that validate a firms performance D A set of factors that verify the unique nature of a firm E A set of guidelines for identifying the most promising upscale attributes to incorporate into a product A A set of factors analogous to cost drivers that are particularly effective in having a strong differentiation effect Which of the following is NOT one of the ways managers can enhance differentiation based on value drivers A Striving to create superior product features design and performance B Striving for innovation and technological advances C Pursuing continuous quality improvement D Increasing the intensity of marketing brand building and sales activities E Seeking out lowquality inputs E Seeking out lowquality inputs Brands create customer loyalty which in turn A increases the perceived cost of switching to another product B strengthens the products quality C validates the motivation for alternate products D provides monetary incentive for using the product E allows a company to operate facilities at full capacity A increases the perceived cost of switching to another product Pursuing continuous quality improvement as a uniqueness factor is sound because it A can create differentiation even if little tangible differentiation exists otherwise B bestows the firstmoverinthemarket advantage on companies practicing it C can often reduce product defects and improve economy of use D always provides a competitive advantage E provides wider product variety and selection through product versioning C can often reduce product defects and improve economy of use Approaches to enhancing differentiation through changes in the value chain do NOT include A coordinating with retailers to enhance the buying experience and building a companys image B coordinating with suppliers to speed up new product development cycles C coordinating with distributors or shippers to lower shipping costs D collaborating with suppliers to improve many dimensions affecting product features and quality E coordinating with employees to create a greater incentive systems to encourage worker productivity E coordinating with employees to create a greater incentive systems to encourage worker productivity The objective of differentiation is to A offer customers something rivals cant at least in terms of the level of satisfaction B develop strategies that are different from those of rivals C establish objectives that are measurable and meaningful when it comes to sales growth D offer customers a sustainable competitive advantage E offer a diverse range of comparable products with low switching costs A offer customers something rivals cant at least in terms of the level of satisfaction A route to take in developing a differentiation advantage includes A incorporating product attributes and user features that raise the buyers overall costs but keep the price minimal B incorporating tangible features that add functionality increase customer satisfaction with the product specifications functions and styling C signaling value by targeting sophisticated buyers D incorporating intangible features that enhance buyer satisfaction in economic ways E emphasizing high quality and performance of products through a standard and simple nofuss packaging B incorporating tangible features that add functionality increase customer satisfaction with the product specifications functions and styling An organic foods manufacturer insists on portraying the cleanliness of its farms in its advertisements charges a higher price for its products and sells its products only through reputable distributors What strategy is the manufacturer using to deliver superior value to customers A Signaling the value of the companys product offering to buyers B Incorporating intangible features C Incorporating tangible features D Lowering the buyers overall cost E Lowering the overall bargaining power from suppliers A Signaling the value of the companys product offering to buyers A differentiationbased competitive advantage A nearly always is attached to the quality and service aspects of a companys product offering B usually is the result of highly effective marketing and advertising to enhance the brand raise awareness and build consistent customer experience C requires developing at least one distinctive competence that buyers consider valuable D hinges on a companys success in developing topoftheline product features that will command the highest price premium in the industry E often hinges on incorporating features that raise the performance of the product or lower the buyers overall costs of using the companys product or enhances buyer satisfaction in intangible or noneconomic ways or delivers value to customers by differentiating on the basis of competencies and capabilities that rivals cant match E often hinges on incorporating features that raise the performance of the product or lower the buyers overall costs of using the companys product or enhances buyer satisfaction in intangible or noneconomic ways or delivers value to customers by differentiating on the basis of competencies and capabilities that rivals cant match Which of the following is NOT one of the four basic routes to achieving a differentiationbased competitive advantage A Delivering value to customers via the companys resources competencies and value chain activities that rivals dont have or cant afford to match and are wellmatched to the requirements of the strategy B Incorporating tangible features that raise product performance and increase customer satisfaction with the product C Incorporating product attributes and user features that lower the buyers overall costs of using the companys product D Appealing to buyers who are sophisticated and shop hard for the best standout differentiating attributes E Incorporating features that enhance buyer satisfaction in intangible or noneconomic ways D Appealing to buyers who are sophisticated and shop hard for the best standout differentiating attributes Achieving a differentiationbased competitive advantage does NOT involve A incorporating product attributes and user features that lower a buyers overall cost of using the product B incorporating features that raise the performance a buyer gets from using the product C incorporating features that enhance buyer satisfaction in noneconomic or intangible ways D delivering value to customers via competencies and competitive capabilities that rivals dont have or cant afford to match E appealing to buyers on the basis of attributes that rivals are emphasizing E appealing to buyers on the basis of attributes that rivals are emphasizing Perceived value and signaling value are often an important part of a successful differentiation strategy because A of the standardization of buyer needs and preferences B buyers seldom will pay for value they dont perceive no matter how real the value of the differentiating extras may be C buyer satisfaction can not be achieved until a products value is promoted through clever ads D differentiation is all about selling products to sophisticated buyers E there are no other ways to differentiate a product B buyers seldom will pay for value they dont perceive no matter how real the value of the differentiating extras may be Broad differentiation strategies are wellsuited for market circumstances where A there are many ways to differentiate the product or service that have value to buyers B most buyers have the same needs and use the product in the same ways C technological changes are slowpaced D barriers to entry are high and suppliers have a low degree of bargaining power E price competition is especially vigorous A there are many ways to differentiate the product or service that have value to buyers Broad differentiation strategies generally work best in market circumstances where A buyer needs and uses of a product are diverse and not fully satisfied by a standardized product B most buyers have similar needs and use the product in the same ways C the products of rivals are weakly differentiated and most competitors are resorting to clever advertising to try to set their product offerings apart D buyers are price sensitive and product switching costs are quite low E market competition revolves around slowly evolving product features A buyer needs and uses of a product are diverse and not fully satisfied by a standardized product A broad differentiation strategy works best in situations where A technological change is slowpaced and new or improved products are infrequent B buyer needs and uses of the product are very similar C buyers incur low costs in switching their purchases to rival brands D buyers have a low degree of bargaining power and purchase the product frequently E technological change is fastpaced and competition revolves around rapidly evolving product features E technological change is fastpaced and competition revolves around rapidly evolving product features A broad differentiation strategy generally produces the best results in situations where A buyer brand loyalty is low B few rival firms are following a similar differentiation approach C new and improved products are introduced only infrequently D most rivals are pursuing a differentiation strategy and are seeking to differentiate their products on most of the same features and attributes E perceived value of a product is not of great importance B few rival firms are following a similar differentiation approach In which of the following market circumstances is a broad differentiation strategy generally NOT wellsuited A When buyer needs and preferences are too diverse to be fully satisfied by a standardized product B When few rivals are pursuing a similar differentiation approach C When the products of rivals are weakly differentiated D When there are many ways to differentiate a product or a service and many buyers perceive these differences valuable E When technological change is fastpaced and competition revolves around rapidly evolving product features C When the products of rivals are weakly differentiated A pitfall to avoid in pursuing a differentiation strategy is A trying to differentiate on the basis of attributes or features that are easily and quickly copied B choosing a product offering that supports buyers indifference to rival brands offerings C charging a premium price for the differentiating features D meeting and exceeding the meaningful gaps in quality performance service and other attractive differentiating attributes offered by rivals E spending on activities to differentiate the companys product to enhance profitability A trying to differentiate on the basis of attributes or features that are easily and quickly copied Which of the following is NOT one of the pitfalls of pursuing a differentiation strategy A Overemphasizing efforts to strongly differentiate the companys product from those of rivals rather than being content with weak product differentiation B Offering trivial improvements in quality service or performance features C Overcharging for the differentiating features D Adding so many frills and extra features that the product exceeds the needs of buyers E Overspending on efforts to differentiate the companys product offering A Overemphasizing efforts to strongly differentiate the companys product from those of rivals rather than being content with weak product differentiation Focused strategies keyed either to low cost or differentiation are especially appropriate for situations where A the market is composed of distinctly different buyer groups who have different needs or use the product in different ways B most other rival firms are using a bestcost producer strategy C buyers have strong bargaining power and entry barriers are low D most industry rivals have weakly differentiated products E most industry participants are also using a focused differentiation strategy A the market is composed of distinctly different buyer groups who have different needs or use the product in different ways What sets focused or market niche strategies apart from lowcost leadership and broad differentiation strategies is A the extra attention paid to topnotch product performance and product quality B their concentrated attention on serving the needs of buyers in a narrow piece of the overall market C greater opportunity for competitive advantage D their suitability for market situations where most industry rivals have weakly differentiated products E their objective of delivering more value for the least money B their concentrated attention on serving the needs of buyers in a narrow piece of the overall market A focused lowcost strategy seeks to achieve competitive advantage by A outmatching competitors in offering niche members an absolute rockbottom price B delivering more value for the lesser money than other competitors C performing the primary value chain activities at a lower cost per unit than can the industrys lowcost leaders D dominating more market niches in the industry via a lower cost and a lower price than any other rival E serving buyers in a narrow piece of the total market target market niche at a lower cost and lower price than rivals E serving buyers in a narrow piece of the total market target market niche at a lower cost and lower price than rivals The chief difference between a lowcost provider strategy and a focused lowcost strategy is A whether the product is strongly differentiated or weakly differentiated from rivals B the degree of bargaining power that buyers have C the size of the buyer group that a company is trying to appeal to D the type of value chain being used to achieve a lowcost competitive advantage E the number of upscale attributes incorporated into the product offering C the size of the buyer group that a company is trying to appeal to A focused lowcost strategy can lead to attractive competitive advantage when A buyers are looking for the best value at the best price B buyers are looking for a budgetpriced product C buyers are price sensitive and are attracted to brands with low switching costs D a market is emerging and demand in the target market niche is growing rapidly and is served by industrywide competitors E a firm can lower costs significantly by limiting its customer base to a welldefined buyer segment E a firm can lower costs significantly by limiting its customer base to a welldefined buyer segment A focused differentiation strategy aims at securing competitive advantage by A providing niche members with a topoftheline product at a premium price B catering to buyers looking for an upscale product at an attractively low price C offering a product carefully designed to appeal to the unique preferences and needs of a narrow welldefined group of buyers D developing product attributes that no other company in the industry has E convincing a narrow welldefined group of buyers that the company has a truly worldclass product C offering a product carefully designed to appeal to the unique preferences and needs of a narrow welldefined group of buyers A drink manufacturer finds setting up a plant to make its own bottle caps expensive and technically difficult Which of the following will be most helpful in solving the manufacturers problem A Outsourcing B Achieving economies of scale C Lowering input costs D Increasing bargaining power E Going for a vertical integration with a distributor A Outsourcing A government oil company is having trouble with the private refineries and transporters to whom it delegates important stages of production It decides to become more active along the entire supply chain from locating deposits to retailing the fuel to consumers Which of the following does it intend to achieve A Outsourcing B Economies of scale C Increase inputs D Advanced production technology E Vertical integration E Vertical integration 67 The risks of a focused strategy based on either lowcost or differentiation include the A chance that niche customers will bargain more aggressively for good deals than customers in the overall marketplace B potential for the preferences and needs of niche members to shift over time toward product attributes desired by buyers in the mainstream portion of the market C potential for the segment to be highly vulnerable to economic cycles D potential for segment growth to race beyond the production or service capabilities of incumbent firms E potential for the segment to become too specialized for other multisegmented rivals to enter B potential for the preferences and needs of niche members to shift over time toward product attributes desired by buyers in the mainstream portion of the market Focusing carries several risks one of which is the A chance that niche customers will bargain more aggressively for good deals than customers in the overall marketplace B chance that competitors will find effective ways to match the focused firms capabilities in serving the target market C potential for the segment to be highly vulnerable to economic cycles D potential for the segment to become too specialized for other multisegmented rivals to enter E inability of a company to compete industrywide B chance that competitors will find effective ways to match the focused firms capabilities in serving the target market Bestcost provider strategies are those that A are a hybrid of lowcost provider and differentiation strategies that aim at providing desired attributes while beating rivals on price B are rewarded by providing buyers with the best attributes at a premium C have strategy elements related to the lowestcost provider in the largest and fastest growing or best market segment D look for a lowcost advantage rather than a differentiation advantage E look for a differentiation advantage rather than a lowcost advantage A are a hybrid of lowcost provider and differentiation strategies that aim at providing desired attributes while beating rivals on price To profitably employ a bestcost provider strategy a company must have the resources and capabilities to A sell a product with the best cost at the best price B have the best cost as compared to rivals for each activity in the industrys value chain C provide buyers with the best attributes at the best cost D incorporate attractive or upscale attributes into its product offering at a lower cost than rivals E do a better job than rivals of adopting the best operating practices D incorporate attractive or upscale attributes into its product offering at a lower cost than rivals A firm pursuing a bestcost provider strategy A seeks to be the lowcost provider in the largest and fastest growing or best market segment B tries to have the best cost as compared to rivals for each activity in the industrys value chain C tries to outcompete a lowcost provider by attracting buyers on the basis of charging the best price D seeks to deliver superior value to buyers by satisfying their expectations on key attributes and beating rivals in meeting customer expectations on price E seeks to achieve the best costs by using the best operating practices and incorporating the best features and attributes D seeks to deliver superior value to buyers by satisfying their expectations on key attributes and beating rivals in meeting customer expectations on price The objective of a bestcost provider strategy is to A deliver superior value to valueconscious buyers at a comparatively lower price than rivals B offer buyers the industrys bestperforming product at the best cost and best lowest price in the industry C attract buyers on the basis of having the industrys overall bestperforming product at a price that is slightly below the industryaverage price D outcompete rivals using lowcost provider strategies E translate its bestcost status into achieving the highest profit margins of any firm in the industry A deliver superior value to valueconscious buyers at a comparatively lower price than rivals The competitive objective of a bestcost provider strategy is to A outmatch the resource strengths of both lowcost providers and differentiators B position the company outside the competitive arena of lowcost producers and differentiators C meet or exceed buyer expectations on key qualityperformancefeaturesservice attributes and beat their expectations on price given what rivals are charging for much the same attributes D deliver superior value to buyers by doing such a good job of cost control that it ends up with the best cost as compared to rivals in performing each activity in its value chain E identify and concentrate on those differentiating features that are inexpensive to incorporate C meet or exceed buyer expectations on key qualityperformancefeaturesservice attributes and beat their expectations on price given what rivals are charging for much the same attributes What is the primary target market for a best costprovider A Value hunting buyers B Priceconscious buyers C Bestprice driven buyers D Valueconscious buyers E Brandconscious buyer D Valueconscious buyers The competitive advantage of a bestcost provider is A having the best value chain in the industry B its brand name reputation C its capability to incorporate upscale or attractive attributes into its product offering at lower costs than rivals D a distinctive competence in delivering topnotch quality and customer service E a distinctive competence in supply chain management C its capability to incorporate upscale or attractive attributes into its product offering at lower costs than rivals For a bestcost provider strategy to be successful a company must have A excellent marketing and sales skills in convincing buyers to pay a premium price for the attributesfeatures incorporated in its product B resource strengths and competitive capabilities that allow it to incorporate upscale attributes at lower costs than rivals whose products have similar upscale attributes C access to greater learningexperience curve effects and scale economies than rivals D one of the bestknown and most respected brand names in the industry E a short lowcost value chain B resource strengths and competitive capabilities that allow it to incorporate upscale attributes at lower costs than rivals whose products have similar upscale attributes The target market of a bestcost provider is A valueconscious buyers B brandconscious buyers C pricesensitive buyers D middleincome buyers E young adults in the 1835 age group A valueconscious buyers Bestcost provider strategies are appealing in those market situations where A diverse buyer preferences make product differentiation the norm and where a large number of valueconscious buyers can be induced to purchase midrange products B a company is positioned between competitors who have ultralow prices and competitors who have topnotch products in terms of both quality and performance C buyers are more qualityconscious than priceconscious D there are numerous buyer segments buyer needs are diverse across these segments only a few of the segments are growing rapidly and sellers products are strongly differentiated E buyers are more performanceconscious than valueconscious A diverse buyer preferences make product differentiation the norm and where a large number of valueconscious buyers can be induced to purchase midrange products The big danger or risk of a bestcost provider strategy is A that buyers will be highly skeptical about paying a relatively low price for upscale attributesfeatures B not establishing strong alliances and partnerships with key suppliers C that rivals with lowcost provider strategies will be able to steal away some customers on the basis of a lower price and highend differentiators will be able to steal away customers with the appeal of better product attributes D that it will be unable to achieve topnotch quality at a rockbottom cost E becoming too highly integrated and not relying enough on outsourcing C that rivals with lowcost provider strategies will be able to steal away some customers on the basis of a lower price and highend differentiators will be able to steal away customers with the appeal of better product attributes A companys biggest vulnerability in employing a bestcost provider strategy is A relying too heavily on outsourcing B getting squeezed between the strategies of firms employing lowcost provider strategies and highend differentiation strategies C getting trapped in a price war with lowcost leaders D being timid in cutting its prices far enough below highend differentiators to win away many of their customers E not having a sustainable distinctive competence in cost reduction B getting squeezed between the strategies of firms employing lowcost provider strategies and highend differentiation strategies Success with a bestcost provider strategy designed to outcompete highend differentiators requires A achieving significantly lower costs in providing the upscale features B providing significantly better product attributes in order to justify a price above what lowcost leaders are charging C matching the companys resources and capabilities to a lowcost provider status D motivating buyers to purchase upscale features that match rivals E achieving the lowest costs in the industry A achieving significantly lower costs in providing the upscale features Each of the five generic strategies positions the company differently EXCEPT when it concerns A its market and competitive environment B establishing a central theme for how the company will endeavor to outcompete rivals C having resources and capabilities that rivals have trouble duplicating D defining differences in terms of product line and production emphasis E defining differences in terms of marketing emphasis and the means of maintaining strategy C having resources and capabilities that rivals have trouble duplicating The production emphasis of a company pursuing a broad differentiation strategy usually involves A eliminating cost reduction and decreasing quality and essential features to boost profitability B strong efforts to be a leader in manufacturing process innovation C emphasis on building differentiating features that buyers are willing to pay for and includes wide selection and many product variations D the aggressive pursuit of economies of scale and experiencecurve effects E developing a distinctive competence in zerodefect manufacturing techniques C emphasis on building differentiating features that buyers are willing to pay for and includes wide selection and many product variations The marketing emphasis of a company pursuing a broad differentiation strategy usually is to A underprice rival brands with comparable features B tout differentiating features and charge a premium price that more than covers the extra costs of differentiating features C outadvertise rivals and make frequent use of discount coupons D emphasize selling directly to endusers and promoting personalized customer service E communicate the products ability to serve the customers every need B tout differentiating features and charge a premium price that more than covers the extra costs of differentiating features The keys to maintaining a broad differentiation strategy are to A stress constant innovation to stay ahead of imitative rivals and to concentrate on a few differentiating features B charge a premium price that more than covers the extra costs of differentiating features and to convince customers to be brand loyal C outinnovate and outadvertise rivals D emphasize personalized customer service and to add as many differentiating features as possible E keep prices close to the average of all rivals and to spend heavily on new product RD A stress constant innovation to stay ahead of imitative rivals and to concentrate on a few differentiating features The marketing emphasis of a company pursuing a focused lowcost provider strategy usually is to A tout the companys lower prices B tout the lack of frills and extras C outadvertise rivals and make frequent use of discount coupons D communicate the attractive features of a budgetpriced product offering that fits niche members expectations E communicate the products ability to serve the customers every need D communicate the attractive features of a budgetpriced product offering that fits niche members expectations The underlying criteria of a bestcost provider strategy usually is found in the ability of a company to A offer better goods at attractive prices B create attributes that appeal specifically to niche members C lower overall costs more than rivals in serving niche members D offer buyers something attractively different from competitors offerings E offer the best product at the industrys lowest possible price A offer better goods at attractive prices A productionbased emphasis toward a lowcost provider strategy usually requires a company to strive for A product superiority B continuous cost reductions without sacrificing acceptable quality and essential features C smallscale production or custommade products that match the tastes and requirements of niche members D appealing features and better quality at lower costs than rivals E whatever differentiating features buyers are willing to pay for B continuous cost reductions without sacrificing acceptable quality and essential features Each of the following is likely to help a companys lowcost provider strategy succeed EXCEPT A resources and capabilities to keep costs below those of its competitors B costeffective management of value chain activities better than rivals C effective leveraging of cost drivers D having the innovative capability to bypass certain value chain activities being performed by rivals E capabilities to simultaneously deliver lower cost and higherqualitydifferentiated features E capabilities to simultaneously deliver lower cost and higherqualitydifferentiated features

B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O 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Rabbit Dissection Superficial Back Muscles FLASHCARDS WRITE SPELL TEST MATCH GRAVITY Upgrade to remove ads Only 1month Levator Scapulae Ventralis CLICK THE CARD TO FLIP IT A long band of muscles that arises from the occipital bone and inserts at the metacromion process of the scapula Its fibers blend with the acromiotrapezius as it nears the scapula Contraction of this muscle draws the scapula forward CLICK THE ARROWS BELOW TO ADVANCE 1 9

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