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  3. Read the article below about five forces affecting strategy, and the questions on the opposite page. For each question(13-18

Read the article below about five forces affecting strategy, and the questions on the opposite page. For each question(13-18

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问题     Read the article below about five forces affecting strategy, and the questions on the opposite page.
    For each question(13-18), mark one letter(A, B, C or D)on your Answer Sheet.
                The Five Competitive Forces That Shape Strategy
    In essence, the job of the strategist is to understand and cope with competition. Often, however, managers define competition too narrowly, as if it occurred only among today’s direct competitors. Yet competition for profits goes beyond established industry rivals to include four other competitive forces as well: customers, suppliers, potential entrants, and substitute products. The extended rivalry that results from all five forces defines an industry’s structure and shapes the nature of competitive interaction within an industry. They are the threat of new entrants: bargaining power of suppliers: the threat of substitute products or services: bargaining power of buyers and rivalry among existing competitors.
    As different from one another as industries might appear on the surface, the underlying drivers of profitability are the same. The global auto industry, for instance, appears to have nothing in common with the worldwide market for art masterpieces or the heavily regulated health-care delivery industry in Europe. But to understand industry competition and profitability in each of those three cases, one must analyse the industry’s underlying structure in terms of the five forces.
    Understanding the competitive forces, and their underlying causes, reveals the roots of an industry’s current profitability while providing a framework for anticipating and influencing competition(and profitability)over time. A healthy industry structure should be as much a competitive concern to strategists as their company’s own position. Understanding industry structure is also cardinal to effective strategic positioning. As we will see, defending against the competitive forces and shaping them in a company’s favour are crucial to strategy.
    The configuration of the five forces differs by industry. In the market for commercial aircraft, fierce rivalry between dominant producers Airbus and Boeing and the bargaining power of the airlines that place huge orders for aircraft are strong, while the threat of entry, the threat of substitutes, and the power of suppliers are more benign. In the movie theatre industry, the proliferation of substitute forms of entertainment and the power of the movie producers and distributors who supply movies, the critical input, are important. Industry structure drives competition and profitability, not whether an industry is emerging or mature, high tech or low tech, regulated or unregulated.
    The strongest competitive force or forces determine the profitability of an industry and become the most important to strategy formulation. The most salient force, however, is not always obvious. For example, even though rivalry is often fierce in commodity industries, it may not be the factor limiting profitability. Low returns in the photographic film industry, for instance, are the result of a superior substitute product— as Kodak and Fuji, the world’s leading producers of photographic film, learned with the advent of digital photography. In such a situation, coping with the substitute product becomes the number one strategic priority.
    Industry structure grows out of a set of economic and technical characteristics that determine the strength of each competitive force. We will examine these drivers in the pages that follow, taking the perspective of an incumbent, or a company already present in the industry. The analysis can be readily extended to understand the challenges facing a potential entrant.
The writer suggests that the strongest competitive force or forces
选项 A、play the most important part in making a company stay ahead of its competitors.
B、play the most important part in formulating its industrial strategy for a company.
C、make a company redefine its industry structure to earn more profits than its competitors.
D、make a company shape its industry structure based on its profitability.
答案B
解析 题目意为：“作者暗示最强的竞争力……”。第五段首句提到The strongest competitiveforce or forces determine the profitability of an industry and become the mostimportant to strategy formulation．即：最强的竞争因素决定利润，而且也是塑造企业策略的最重要的因素。故B项“在企业制定其企业策略过程中扮演最重要的角色”是正确答案。A项“能使一个公司保持遥遥领先于对手的地位”与文意不符；该段中也没有明确表明竞争力的作用是比竞争对手更为盈利，排除C项；D项也与文意不符，排除。
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