International Strategy Creating Value In Global Markets

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Questions Bank

Strategic Management Creating Competitive Advantages
Analyzing the External Environment of the Firm Creating Competitive Advantages
Assessing the Internal Environment of the Firm
Recognizing a Firm's Intellectual Assets Moving beyond a Firm's Tangible Resources
Business-Level Strategy Creating and Sustaining Competitive Advantages
Corporate-Level Strategy Creating Value through Diversification
International Strategy Creating Value in Global Markets
Entrepreneurial Strategy and Competitive Dynamics
Strategic Control and Corporate Governance
Creating Effective Organizational Designs
Strategic Leadership Creating a Learning Organization and an Ethical Organization
Managing Innovation and Fostering Corporate Entrepreneurship

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Question 1

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The trend towards worldwide markets makes it easier to predict where competitors will spring up.

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Question 2

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Because many countries are investing in countries other than their own, each country is becoming more autonomous and independent.

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Question 3

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Increasing international exchange in goods and services can run into the difficulty of one offering that meets the needs of customers at differing income levels.

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Question 4

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The Michael Porter Diamond of National Advantage is a framework that explains why countries foster successful multinational corporations based on factor endowments and demand conditionsonly.

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Question 5

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The factor endowments of a country are inherited and cannot be created.

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Question 6

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With regard to factor conditions, the pool of resources that a firm (or nation) has is much more important than the speed and efficiency with which these resources are deployed.

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Question 7

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Many international firms are increasing their efforts to market their products and services to countries such as India and China as the ranks of their middle class continue to increase.

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Question 8

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Arbitrage opportunities are simple trading opportunities and therefore account for little of the success Walmart experiences.

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Question 9

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Reverse innovation occurs when a company develops a product that meets the needs of a developed country and then adapts it to the needs of the developing country.

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Question 10

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Two opposing pressures that managers face when they compete in foreign markets are cost reduction and adaptation to foreign markets.

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Question 11

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Theodore Levitt, a marketing strategist, argued that people around the world are willing to sacrifice preferences in product features, functions, and design for lower prices and lowerquality.

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Question 12

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In addition to responding to pressures to lower costs, managers must strive to be responsive to global pressures to tailor their products to the demand of the local market in which they dobusiness.

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Question 13

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Industries in which proportionally more value is added in upstream activities are more likely to benefit from a global strategy than those in which more value is added downstream (closer to the customer).

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Question 14

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A multidomestic strategy is the most appropriate strategy for international operations because it drives economies of scale as far as possible and provides a middle-of-the-road productthat appeals to the largest number of consumers in every market.

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Question 15

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The need to attain economies of scale encourages multinational firms to operate under a multidomestic strategy.

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Question 16

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According to studies by Rugman and Verbeke, most of the 500 largest companies in the world are global.

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Question 17

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Trading blocs and free trade zones erode the rise of international expansion.

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Question 18

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A U.S. firm expands into China and Canada at exactly the same sales volume. The physical distance is the only factor that affects the true distance between the countries.

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Question 19

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A franchise generally expires after a few years, whereas a license is designed to last into perpetuity.

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Question 20

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Typically, joint ventures involve less control and risk than franchising.

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