Arrange the sentences A, B, C and D to form a logical sequence between sentences 1 and 6.1. Intensity of competition in an industry is neither a matter of coincidence nor bad luck.A. The collective strength of these forces determines the ultimate profit potential in the industry where profit potential is measured in terms of long run returns on invested capital.B. Rather, competition in an industry is rooted in its underlying economic structure and goes well beyond the behaviour of current competitors.C. Not all industries have the same potential.D. The state of competition in an industry depends on five basic competitive forces.6. They differ fundamentally in their ultimate profit potential as the collective strength of the forces differ.a)CDBAb)DCABc)BDACd)ABDCe)ADCBCorrect answer is option 'C'. Can you explain this answer?

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Arrange the sentences A, B, C and D to form a logical sequence between sentences 1 and 6.

1. Intensity of competition in an industry is neither a matter of coincidence nor bad luck.

A. The collective strength of these forces determines the ultimate profit potential in the industry where profit potential is measured in terms of long run returns on invested capital.

B. Rather, competition in an industry is rooted in its underlying economic structure and goes well beyond the behaviour of current competitors.

C. Not all industries have the same potential.

D. The state of competition in an industry depends on five basic competitive forces.

6. They differ fundamentally in their ultimate profit potential as the collective strength of the forces differ.

a)
CDBA
b)
DCAB
c)
BDAC
d)
ABDC
e)
ADCB

Correct answer is option 'C'. Can you explain this answer?

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Arrange the sentences A, B, C and D to form a logical sequence betwee...

Understanding the Sequence
To logically arrange the sentences between 1 and 6, it is crucial to identify the flow of ideas regarding competition in industries. The goal is to create a coherent narrative that connects the concepts.
Sentence Breakdown
- Sentence 1 establishes the premise that competition is not accidental or merely due to misfortune.
- Sentence 6 concludes that industries vary in profit potential based on underlying factors.
Connecting the Sentences
- D: The state of competition in an industry depends on five basic competitive forces.
- This sentence introduces the main idea that the competitive landscape is shaped by specific forces, setting the stage for deeper exploration.
- C: Not all industries have the same potential.
- Following D, this sentence emphasizes the variability across industries, hinting at the differences in profit potential based on competitive forces.
- B: Rather, competition in an industry is rooted in its underlying economic structure and goes well beyond the behaviour of current competitors.
- This sentence elaborates on the importance of economic structure, explaining why competition is not merely about current players but is influenced by deeper economic factors.
- A: The collective strength of these forces determines the ultimate profit potential in the industry where profit potential is measured in terms of long run returns on invested capital.
- Finally, this sentence synthesizes the previous points by linking the competitive forces to the profit potential, fulfilling the narrative's purpose.
Final Arrangement: CDBA
The correct order is CDBA, as it logically transitions from the concept of competitive forces to the implications of those forces on industry profit potential. Hence, the correct answer is option 'C'.

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Arrange the sentences A, B, C and D to form a logical sequence betwee...

Statement B supports the point mentioned in statement 1

Statement D explains the state of competition. Hence, it follows statement A

'these forces' in statement A is referring to the 'five basic competitive forces' mentioned in statement D. Hence, A follows D

Statement C mentions that the points mentioned in statement A need not have to be true in all the industries.

Hence, the correct sequence is 1BDAC6

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Arrange the sentences A, B, C and D to form a logical sequence between sentences 1 and 6. 1. Intensity of competition in an industry is neither a matter of coincidence nor bad luck.A. The collective strength of these forces determines the ultimate profit potential in the industry where profit potential is measured in terms of long run returns on invested capital.B. Rather, competition in an industry is rooted in its underlying economic structure and goes well beyond the behaviour of current competitors.C. Not all industries have the same potential.D. The state of competition in an industry depends on five basic competitive forces. 6. They differ fundamentally in their ultimate profit potential as the collective strength of the forces differ.

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Directions: The passage below is followed by a question based on its content. Answer the question on the basis of what is stated or implied in the passage.Competitive intelligence, or CI for short, is all about collating information about your competitors, analyzing it and using the results to formulate plans and strategies to gain the competitive edge in the marketplace. Sadly, many people confuse this with spying or other cloak and dagger activities. Nothing could be further from the truth. Competitive intelligence uses legal and ethical methods in obtaining the information - anything else is not acceptable. Data must come from the public domain but this is not limited to published articles alone, indeed much information can come from interviewing people with experience or knowledge of the target companies. What is not acceptable is bugging, overhearing conversations behind closed doors or even attempting to gain trade secrets. Coca-Colas secret formula for example is a trade secret and no faithful CI practitioner would over attempt to discover it, but then Pepsi does not need to know what the formula is in order to compete effectively. CI practitioners abide by a strict code of ethics and these are far tighter than any legal constraints. If a method sounds in the least bit shady its not one that they would adopt.So where does the information come from? Information becomes available for a large number of reasons: financial information due to legal obligations and (in the case of public limited companies) duty to shareholders; product information to promote the company etc. This data emerges in from the annual reports, marketing material, applications for patents the list goes on. You must first have an understanding of why information becomes available, then think about where it might be obtained and then you can begin to work out how to obtain it. Its important to realize that information is very rarely held by only a few people. Normally the same information will be shared across a great number of sources and/or people. This is called the "information chain", and understanding it and following it is vital to the CI process. For example competitor prices are not only known by the company doing the selling but by the customers that have bought the product or service, so instead of trying to get the information from the competitor, try to get it from those that the competitor has already given it to! The information chain can be quite complex. Usually, actually obtaining the information is easy, it is thinking about where to get it from that is the difficult part. This can involve deep discussions in house and lateral thinking is a prized asset to have in this industry.Often the person who holds the information seems quite far removed from the heart of the matter - a company security guard for example. It is such people who not only have the knowledge, but they dont know how valuable it is and therefore dont mind divulging it. Interviewing to obtain information is a skill in itself, being too keen makes an interviewee very defensive and careful about their answers. One approach is to treat the most important question as the least significant; a question that it seems you wouldnt be bothered if it werent answered. Long pauses also yield fantastic results as people dont like silence and will fill in the gap, though this requires much self-constraint.Not all information comes from first party (or primary) sources, Indeed, not only is it sometimes quicker and easier to obtain from published (or secondary) sources where possible but it is also essential to conduct such searches before attempting to interview for further information. Company reports hold huge amounts of financial information about a company and they are available to anyone, for a small fee. But this is raw data and the accountants who drew them up usually hide sensitive information very well. A good CI practitioner is able to dissect these accounts, sorting through all the available data to produce some valuable analysed results. The rule of thumb is to start at the back and work to the front since much of the interesting data is in the "œnotes" section.Results dont always present themselves as a single definitive answer that is available from one or more sources (but always the same answer). Rather like a jigsaw puzzle, pieces must be gathered together, inspected to see where they each fit, until finally the bigger picture is revealed.Competitive intelligence is at its best when the results are used proactively. For example before committing large amounts of capital to a new development or research project, companies engage CI professionals. Being told that they will be beaten to market since the competitors are much further down the line, can save companies small fortunes and divert efforts to areas where they will be first to market.In conclusion there is not much information on a competitor that cant be obtained or calculated. Companies seem quite happy to spend many thousands of pounds "œpoaching" people from their competitors to gain information (which in itself can raise legal issues). They are then committed to employing that person in future years thereby increasing the expense year on year after the initial value of the information gained has worn off. Companies seem unaware that for a fraction of the price they could have had the same information supplied using methods that are both legal and ethical competitive intelligence.Q.Which of the following are prerequisites for a career in CI gathering?

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Directions: The passage below is followed by a question based on its content. Answer the question on the basis of what is stated or implied in the passage.Competitive intelligence, or CI for short, is all about collating information about your competitors, analyzing it and using the results to formulate plans and strategies to gain the competitive edge in the marketplace. Sadly, many people confuse this with spying or other cloak and dagger activities. Nothing could be further from the truth. Competitive intelligence uses legal and ethical methods in obtaining the information - anything else is not acceptable. Data must come from the public domain but this is not limited to published articles alone, indeed much information can come from interviewing people with experience or knowledge of the target companies. What is not acceptable is bugging, overhearing conversations behind closed doors or even attempting to gain trade secrets. Coca-Colas secret formula for example is a trade secret and no faithful CI practitioner would over attempt to discover it, but then Pepsi does not need to know what the formula is in order to compete effectively. CI practitioners abide by a strict code of ethics and these are far tighter than any legal constraints. If a method sounds in the least bit shady its not one that they would adopt.So where does the information come from? Information becomes available for a large number of reasons: financial information due to legal obligations and (in the case of public limited companies) duty to shareholders; product information to promote the company etc. This data emerges in from the annual reports, marketing material, applications for patents the list goes on. You must first have an understanding of why information becomes available, then think about where it might be obtained and then you can begin to work out how to obtain it. Its important to realize that information is very rarely held by only a few people. Normally the same information will be shared across a great number of sources and/or people. This is called the "information chain", and understanding it and following it is vital to the CI process. For example competitor prices are not only known by the company doing the selling but by the customers that have bought the product or service, so instead of trying to get the information from the competitor, try to get it from those that the competitor has already given it to! The information chain can be quite complex. Usually, actually obtaining the information is easy, it is thinking about where to get it from that is the difficult part. This can involve deep discussions in house and lateral thinking is a prized asset to have in this industry.Often the person who holds the information seems quite far removed from the heart of the matter - a company security guard for example. It is such people who not only have the knowledge, but they dont know how valuable it is and therefore dont mind divulging it. Interviewing to obtain information is a skill in itself, being too keen makes an interviewee very defensive and careful about their answers. One approach is to treat the most important question as the least significant; a question that it seems you wouldnt be bothered if it werent answered. Long pauses also yield fantastic results as people dont like silence and will fill in the gap, though this requires much self-constraint.Not all information comes from first party (or primary) sources, Indeed, not only is it sometimes quicker and easier to obtain from published (or secondary) sources where possible but it is also essential to conduct such searches before attempting to interview for further information. Company reports hold huge amounts of financial information about a company and they are available to anyone, for a small fee. But this is raw data and the accountants who drew them up usually hide sensitive information very well. A good CI practitioner is able to dissect these accounts, sorting through all the available data to produce some valuable analysed results. The rule of thumb is to start at the back and work to the front since much of the interesting data is in the "œnotes" section.Results dont always present themselves as a single definitive answer that is available from one or more sources (but always the same answer). Rather like a jigsaw puzzle, pieces must be gathered together, inspected to see where they each fit, until finally the bigger picture is revealed.Competitive intelligence is at its best when the results are used proactively. For example before committing large amounts of capital to a new development or research project, companies engage CI professionals. Being told that they will be beaten to market since the competitors are much further down the line, can save companies small fortunes and divert efforts to areas where they will be first to market.In conclusion there is not much information on a competitor that cant be obtained or calculated. Companies seem quite happy to spend many thousands of pounds "œpoaching" people from their competitors to gain information (which in itself can raise legal issues). They are then committed to employing that person in future years thereby increasing the expense year on year after the initial value of the information gained has worn off. Companies seem unaware that for a fraction of the price they could have had the same information supplied using methods that are both legal and ethical competitive intelligence.Q. Which of the following is not an ethical part of the CI gathering process?

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Directions: The passage below is followed by some questions based on its content. Answer the questions on the basis of what is stated or implied in the passage.Positioning - once the heart of strategy - is rejected as too static for todays dynamic markets and changing technologies. According to the new dogma, rivals can quickly copy any market position, and competitive advantage is, at best, temporary.But those beliefs are dangerous half-truths, and they are leading more and more companies down the path of mutually destructive competition. True, some barriers to competition are falling as regulation eases and markets become global. True, companies have properly invested energy in becoming leaner and more nimble. In many industries, however, what some call hyper-competition is a self-inflicted wound, not the inevitable outcome of a changing paradigm of competition.The root of the problem is the failure to distinguish between operational effectiveness and strategy. The quest for productivity, quality, and speed has spawned a remarkable number of management tools and techniques: total quality management, benchmarking, time-based competition, outsourcing, partnering, reengineering, change management. Although the resulting operational improvements have often been dramatic, many companies have been frustrated by their inability to translate those gains into sustainable profitability. And bit by bit, almost imperceptibly, management tools have taken the place of strategy. As managers push to improve on all fronts, they move farther away from viable competitive positions.Operational effectiveness and strategy are both essential to superior performance, which, after all, is the primary goal of any enterprise. But they work in very different ways.A company can outperform rivals only if it can establish a difference that it can preserve. It must deliver greater value to customers or create comparable value at a lower cost or do both. The arithmetic of superior profitability then follows: delivering greater value allows a company to charge higher average unit prices: greater efficiency results in lower average unit costs.Operational Effectiveness (OE) means performing similar activities better than rivals perform them. Operational effectiveness includes but is not limited to efficiency. It refers to any number of practices that allow a company to better utilise its inputs by, for example, reducing defects in products or developing better products faster. In contrast, strategic positioning means performing different activities from rivals or performing similar activities in different ways.Differences in operational effectiveness among companies are pervasive. Some companies are able to get more out of their inputs than others because they eliminate wasted effort, employ more advanced technology, motivate employees better, or have greater insight into managing particular activities or sets of activities. Such differences in operational effectiveness are an important source of differences in profitability among competitors because they directly affect relative cost positions and levels of differentiation.Differences in operational effectiveness were at the heart of the Japanese challenge to Western companies in the 1980s. The Japanese were so far ahead of rivals in operational effectiveness that they could offer lower cost and superior quality at the same time.The productivity frontier is constantly shifting outward as new technologies and management approaches are developed and as new inputs become available.Q.On the basis of the information in the passage, operational effectiveness and strategic position are different from each other in which one of the following respects?

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Directions: The passage below is followed by some questions based on its content. Answer the questions on the basis of what is stated or implied in the passage.Positioning - once the heart of strategy - is rejected as too static for todays dynamic markets and changing technologies. According to the new dogma, rivals can quickly copy any market position, and competitive advantage is, at best, temporary.But those beliefs are dangerous half-truths, and they are leading more and more companies down the path of mutually destructive competition. True, some barriers to competition are falling as regulation eases and markets become global. True, companies have properly invested energy in becoming leaner and more nimble. In many industries, however, what some call hyper-competition is a self-inflicted wound, not the inevitable outcome of a changing paradigm of competition.The root of the problem is the failure to distinguish between operational effectiveness and strategy. The quest for productivity, quality, and speed has spawned a remarkable number of management tools and techniques: total quality management, benchmarking, time-based competition, outsourcing, partnering, reengineering, change management. Although the resulting operational improvements have often been dramatic, many companies have been frustrated by their inability to translate those gains into sustainable profitability. And bit by bit, almost imperceptibly, management tools have taken the place of strategy. As managers push to improve on all fronts, they move farther away from viable competitive positions.Operational effectiveness and strategy are both essential to superior performance, which, after all, is the primary goal of any enterprise. But they work in very different ways.A company can outperform rivals only if it can establish a difference that it can preserve. It must deliver greater value to customers or create comparable value at a lower cost or do both. The arithmetic of superior profitability then follows: delivering greater value allows a company to charge higher average unit prices: greater efficiency results in lower average unit costs.Operational Effectiveness (OE) means performing similar activities better than rivals perform them. Operational effectiveness includes but is not limited to efficiency. It refers to any number of practices that allow a company to better utilise its inputs by, for example, reducing defects in products or developing better products faster. In contrast, strategic positioning means performing different activities from rivals or performing similar activities in different ways.Differences in operational effectiveness among companies are pervasive. Some companies are able to get more out of their inputs than others because they eliminate wasted effort, employ more advanced technology, motivate employees better, or have greater insight into managing particular activities or sets of activities. Such differences in operational effectiveness are an important source of differences in profitability among competitors because they directly affect relative cost positions and levels of differentiation.Differences in operational effectiveness were at the heart of the Japanese challenge to Western companies in the 1980s. The Japanese were so far ahead of rivals in operational effectiveness that they could offer lower cost and superior quality at the same time.The productivity frontier is constantly shifting outward as new technologies and management approaches are developed and as new inputs become available.Q.The overall tone of the passage is

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Question Description
Arrange the sentences A, B, C and D to form a logical sequence between sentences 1 and 6.1. Intensity of competition in an industry is neither a matter of coincidence nor bad luck.A. The collective strength of these forces determines the ultimate profit potential in the industry where profit potential is measured in terms of long run returns on invested capital.B. Rather, competition in an industry is rooted in its underlying economic structure and goes well beyond the behaviour of current competitors.C. Not all industries have the same potential.D. The state of competition in an industry depends on five basic competitive forces.6. They differ fundamentally in their ultimate profit potential as the collective strength of the forces differ.a)CDBAb)DCABc)BDACd)ABDCe)ADCBCorrect answer is option 'C'. Can you explain this answer? for CAT 2025 is part of CAT preparation. The Question and answers have been prepared according to the CAT exam syllabus. Information about Arrange the sentences A, B, C and D to form a logical sequence between sentences 1 and 6.1. Intensity of competition in an industry is neither a matter of coincidence nor bad luck.A. The collective strength of these forces determines the ultimate profit potential in the industry where profit potential is measured in terms of long run returns on invested capital.B. Rather, competition in an industry is rooted in its underlying economic structure and goes well beyond the behaviour of current competitors.C. Not all industries have the same potential.D. The state of competition in an industry depends on five basic competitive forces.6. They differ fundamentally in their ultimate profit potential as the collective strength of the forces differ.a)CDBAb)DCABc)BDACd)ABDCe)ADCBCorrect answer is option 'C'. Can you explain this answer? covers all topics & solutions for CAT 2025 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for Arrange the sentences A, B, C and D to form a logical sequence between sentences 1 and 6.1. Intensity of competition in an industry is neither a matter of coincidence nor bad luck.A. The collective strength of these forces determines the ultimate profit potential in the industry where profit potential is measured in terms of long run returns on invested capital.B. Rather, competition in an industry is rooted in its underlying economic structure and goes well beyond the behaviour of current competitors.C. Not all industries have the same potential.D. The state of competition in an industry depends on five basic competitive forces.6. They differ fundamentally in their ultimate profit potential as the collective strength of the forces differ.a)CDBAb)DCABc)BDACd)ABDCe)ADCBCorrect answer is option 'C'. Can you explain this answer?.

Solutions for Arrange the sentences A, B, C and D to form a logical sequence between sentences 1 and 6.1. Intensity of competition in an industry is neither a matter of coincidence nor bad luck.A. The collective strength of these forces determines the ultimate profit potential in the industry where profit potential is measured in terms of long run returns on invested capital.B. Rather, competition in an industry is rooted in its underlying economic structure and goes well beyond the behaviour of current competitors.C. Not all industries have the same potential.D. The state of competition in an industry depends on five basic competitive forces.6. They differ fundamentally in their ultimate profit potential as the collective strength of the forces differ.a)CDBAb)DCABc)BDACd)ABDCe)ADCBCorrect answer is option 'C'. Can you explain this answer? in English & in Hindi are available as part of our courses for CAT. Download more important topics, notes, lectures and mock test series for CAT Exam by signing up for free.

Here you can find the meaning of Arrange the sentences A, B, C and D to form a logical sequence between sentences 1 and 6.1. Intensity of competition in an industry is neither a matter of coincidence nor bad luck.A. The collective strength of these forces determines the ultimate profit potential in the industry where profit potential is measured in terms of long run returns on invested capital.B. Rather, competition in an industry is rooted in its underlying economic structure and goes well beyond the behaviour of current competitors.C. Not all industries have the same potential.D. The state of competition in an industry depends on five basic competitive forces.6. They differ fundamentally in their ultimate profit potential as the collective strength of the forces differ.a)CDBAb)DCABc)BDACd)ABDCe)ADCBCorrect answer is option 'C'. Can you explain this answer? defined & explained in the simplest way possible. Besides giving the explanation of Arrange the sentences A, B, C and D to form a logical sequence between sentences 1 and 6.1. Intensity of competition in an industry is neither a matter of coincidence nor bad luck.A. The collective strength of these forces determines the ultimate profit potential in the industry where profit potential is measured in terms of long run returns on invested capital.B. Rather, competition in an industry is rooted in its underlying economic structure and goes well beyond the behaviour of current competitors.C. Not all industries have the same potential.D. The state of competition in an industry depends on five basic competitive forces.6. They differ fundamentally in their ultimate profit potential as the collective strength of the forces differ.a)CDBAb)DCABc)BDACd)ABDCe)ADCBCorrect answer is option 'C'. Can you explain this answer?, a detailed solution for Arrange the sentences A, B, C and D to form a logical sequence between sentences 1 and 6.1. Intensity of competition in an industry is neither a matter of coincidence nor bad luck.A. The collective strength of these forces determines the ultimate profit potential in the industry where profit potential is measured in terms of long run returns on invested capital.B. Rather, competition in an industry is rooted in its underlying economic structure and goes well beyond the behaviour of current competitors.C. Not all industries have the same potential.D. The state of competition in an industry depends on five basic competitive forces.6. They differ fundamentally in their ultimate profit potential as the collective strength of the forces differ.a)CDBAb)DCABc)BDACd)ABDCe)ADCBCorrect answer is option 'C'. Can you explain this answer? has been provided alongside types of Arrange the sentences A, B, C and D to form a logical sequence between sentences 1 and 6.1. Intensity of competition in an industry is neither a matter of coincidence nor bad luck.A. The collective strength of these forces determines the ultimate profit potential in the industry where profit potential is measured in terms of long run returns on invested capital.B. Rather, competition in an industry is rooted in its underlying economic structure and goes well beyond the behaviour of current competitors.C. Not all industries have the same potential.D. The state of competition in an industry depends on five basic competitive forces.6. They differ fundamentally in their ultimate profit potential as the collective strength of the forces differ.a)CDBAb)DCABc)BDACd)ABDCe)ADCBCorrect answer is option 'C'. Can you explain this answer? theory, EduRev gives you an ample number of questions to practice Arrange the sentences A, B, C and D to form a logical sequence between sentences 1 and 6.1. Intensity of competition in an industry is neither a matter of coincidence nor bad luck.A. The collective strength of these forces determines the ultimate profit potential in the industry where profit potential is measured in terms of long run returns on invested capital.B. Rather, competition in an industry is rooted in its underlying economic structure and goes well beyond the behaviour of current competitors.C. Not all industries have the same potential.D. The state of competition in an industry depends on five basic competitive forces.6. They differ fundamentally in their ultimate profit potential as the collective strength of the forces differ.a)CDBAb)DCABc)BDACd)ABDCe)ADCBCorrect answer is option 'C'. Can you explain this answer? tests, examples and also practice CAT tests.