Strategy In The Global Environment

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Questions Bank

Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage
External Analysis: The Identification of Opportunities and Threats
Internal Analysis: Resources and Competitive Advantage
Building Competitive Advantage Through Functional-Level Strategies
Business-Level Strategy
Business-Level Strategy and the Industry Environment
Strategy and Technology
Strategy in the Global Environment
Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing
Corporate-Level Strategy: Related and Unrelated Diversification
Corporate Performance, Governance, and Business Ethics
Implementing Strategy Through Organization

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Question 1

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The globalization of production has been decreasing as companies have been facing lower barriers to international trade and location economies.

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Question 2

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Despite the globalization of production and markets, many of the most successful companies in certain industries are still clustered in a small number of countries.

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Question 3

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Factor endowments, the cost and quality of factors of production, are a prime determinant of the competitive advantage that certain countries have in certain industries.

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Question 4

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Starbucks, Sony, and Coca-Cola conduct business in two or more countries. These companies can be referred to as multinational companies.

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Question 5

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A company can increase its growth rate by taking goods or services developed at home and selling them internationally.

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Question 6

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Location economies refer to the economic benefits that arise from performing a value creation activity at an optimal location.

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Question 7

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A company may create value if it can leverage the competencies created within subsidiaries and apply them to other operations within the firm's global network.

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Question 8

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By offering a standardized product to the global marketplace and manufacturing that product in each nation in which it does business irrespective of production costs, a multinational company can realize substantial scale economies.

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Question 9

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Local responsiveness may be driven by economic and political demands placed on companies by host country governments.

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Question 10

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An international strategy may not be viable in the long term, but companies that can pursue it need to shift toward a global standardization strategy to survive.

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Question 11

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A transnational strategy makes the most sense when demand for local responsiveness is minimal.

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Question 12

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A localization strategy is most appropriate when there are substantial differences across nations with regard to consumer tastes and preferences and when cost pressures are not too intense.

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Question 13

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Global standardization strategy emphasizes customization and product differentiation.

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Question 14

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Company leaders that pursue a global standardization strategy are trying to develop a business model that simultaneously achieves low costs and differentiates the product offering across geographic markets.

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Question 15

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Most manufacturing companies begin their global expansion by exporting.

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Question 16

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When a company licenses its technology it can quickly lose control over it.

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Question 17

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One advantage of a joint venture is that a company may benefit from a local partner's knowledge of the many dimensions of a host country.

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Question 18

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If a company's competitive advantage derives from its control of proprietary technological know-how, it should either license its technology to others or pursue a joint venture.

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Question 19

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Companies should form strategic alliances with firms that have a reputation for being opportunistic.

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Question 20

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Strategic alliances can be designed to make it difficult (if not impossible) to transfer technology that is not meant to be transferred.

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