战略管理第八章作业.docx
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战略管理第八章作业.docx
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战略管理第八章作业
Chapter8—InternationalStrategy
TRUE/FALSE
3.Atraditionalmotiveforinternationalizationhasbeentosecureneededresources,especiallymineralsandenergy.
4.Inordertoachieveeconomiesofscale,somemanufacturingindustriesinnations(suchasKorea)withsmalldomesticmarketsmustglobalize.
7.Totheextentthatafirmisabletostandardizeproductsacrosscountryborders,usethesameorsimilarproductionfacilities,andcoordinatecriticalresourcefunctions,themorelikelyitistoachieveeconomiesofscale.
10.Therequirementforlocalrepairandservicecapabilitieshasdiscouragedmanufacturersofhouseholdappliances,suchasGeneralMotorsandToyota,fromdiversifyinginternationally.
13.Whenafirminitiallypursuesaninternationalbusiness-levelstrategy,itshomecountryofoperationmaybeitsmostimportantsourceofcompetitiveadvantage.
14.Boththesizeandthenatureofacountry’sdomesticdemandforaparticularindustry’sgoodorserviceareimportantinPorter’smodelofnationalcompetitiveadvantage.
19.Amajoradvantageofmultidomesticstrategiesistheabilitytocustomizeforthespecificmarket,althoughthissacrificeseconomiesofscale.
20.Aglobalstrategyassumesthatthestrategicbusinessunitsoperatingineachcountryareinterdependent.
22.Atransnationalstrategyisdifficulttoachievebecausethemultipleobjectivesinvolvedarecontradictory.
26.Exportingandlicensingarethemostappropriatewaysforsmallerfirmstofirstenterinternationalmarkets.
29.Althoughlicensingistheleastcostlymethodtoenteraforeignmarket,itsdisadvantagesincludehighcostsoftransportationandlowcontroloverthemarketinganddistributionofgoods.
30.StrategicalliancestendtoincreasetheriskassociatedwithinternationalexpansionfortheU.S.partnerbecauseofthegreaterdependenceontheforeignfirm.
31.Establishingawholly-ownedsubsidiaryprovidesthequickestaccesstoanewmarket.
35.Internationaldiversificationcanhelptoreduceafirm’soverallriskthroughthestabilizationofreturns.
39.Internationalstrategiesarecomplexandcanthereforeproducegreateruncertaintyforthefirm.
46.Ifafirmchoosestoexpandinternationally,itmustattempttocompeteinallthemajorworldmarkets,orelseloseitscompetitiveadvantage.
MULTIPLECHOICE
1.ShanghaiAutomotiveIndustryCorporation(SAIC)exportsfewcarsoutsideoftheChinesemarket.WhymightestablishedautomakersmonitorSAICclosely?
a.
SAICispresentlyexportingcarstodevelopingeconomieswherethesefirmsalsocompete.
b.
SAICisgrowingintheChinesemarketwherethesefirmsalsocompete.
c.
SAICisexpectedtoseekentryintothesefirms’homemarketsinthefuture.
d.
Alloftheabovereasonsareaccurate.
2.ChinesefirmsarebecomingmorecompetitivegloballyduetoallofthefollowingEXCEPT
a.
emergingtechnologicalcapabilitiesgainedfromforeignpartners.
b.
thedevelopmentoftheirownbrandedproducts.
c.
greaterabilitytoexportproductduetotheweakeningoftheircurrencyrelativetothedollarandeuro.
d.
increasedmanagerialcapabilities.
3.Internationalstrategyreferstoa(an)
a.
actionplanpursuedbyAmericancompaniestocompeteagainstforeigncompaniesoperatingintheUnitedStates.
b.
strategythroughwhichthefirmsellsproductsinmarketsoutsidethefirm’sdomesticmarket.
c.
politicalandeconomicactionplandevelopedbybusinessesandgovernmentstocopewithglobalcompetition.
d.
strategyAmericanfirmsusetodominateinternationalmarkets.
7.ThemotivationsforexpandingintointernationalmarketsincludeeachofthefollowingopportunitiesEXCEPT
a.
increasingthesizeofthefirm’spotentialmarkets.
b.
increasedreturnoninvestment.
c.
gainingacompetitiveadvantagethroughlocation.
d.
favorabletaxconcessionsandeconomicincentivesbyhome-countrygovernments.
11.Movingintointernationalmarketsisaparticularlyattractivestrategytofirmswhosedomesticmarkets
a.
demandadifferentiationstrategyforsuccess.
b.
arelimitedinopportunitiesforgrowth.
c.
havedevelopedunfriendlybusinessattitudestowardtheindustry.
d.
havetoomuchregulation.
15.Firmswithcorecompetenciesthatcanbeexploitedacrossinternationalmarketsareableto
a.
achievesynergiesandproducehighqualitygoodsatlowercosts.
b.
enternewmarketsmorequickly.
c.
enhancetheirmarketimageandbrandloyaltyamonglocalconsumers.
d.
meetlocalgovernmentrequirementsmorequicklythantheirinternationalcompetitors.
20.Afundamentalreasonforacountry’sdevelopmentofadvancedandspecializedfactorsofproductionisoftenits
a.
lackofbasicresources.
b.
monetarywealth.
c.
smallworkforce.
d.
protectivetariffs.
22.WhichpairofindustrieswouldNOTbeconsideredas“relatedandsupporting”underPorter’sdiamondmodel?
a.
Japanesecamerasandcopiers
b.
Italianleatherandshoes
c.
U.S.computersandsoftware
d.
Alloftheabovearerelatedandsupporting
27.Allofthefollowingareinternationalcorporate-levelstrategiesEXCEPTthe____strategy.
a.
multidomestic
b.
universal
c.
global
d.
transnational
28.Internationalcorporate-levelstrategyfocuseson
a.
thescopeofoperationsthroughbothproductandgeographicdiversification.
b.
competitionwithineachcountry.
c.
economiesofscale.
d.
sophisticationofmonitoringandcontrollingsystems.
31.Amultidomesticcorporate-levelstrategyhas____needforglobalintegrationand____needforlocalmarketresponsiveness.
a.
low;low
b.
low;high
c.
high;low
d.
high;high
33.Aglobalcorporate-levelstrategyemphasizes
a.
differentiatedproducts.
b.
economiesofscale.
c.
sensitivitytolocalproductpreferences.
d.
decentralizingcontrolandlimitedmonitoring.
36.Atransnationalcorporate-levelstrategyseekstoachieve
a.
customizationforthelocalmarket.
b.
economiesofscaleandcentralizedstrategiccontrol.
c.
globalefficiencyandlocalresponsiveness.
d.
standardizationofproductsacrosscountries.
38.Increasingly,customersworldwidearedemandingemphasisonlocalrequirementsandcompaniesareneedingefficiencyasglobalcompetitionincreases.Thishastriggeredanincreaseinthenumberoffirmsusingthe____strategy.
a.
multidomestic
b.
transnational
c.
universal
d.
global
43.MultinationaltradeagreementssuchastheEuropeanUnion,OrganizationofAmericanStates,andtheNorthAmericanFreeTradeAssociation,encourage
a.
globalization.
b.
domestication.
c.
regionalization.
d.
nationalization.
46.Mostfirmsenterinternationalmarketssequentially,introducingtheir____first.
a.
mostinnovativeproducts
b.
largestandstrongestlinesofbusiness
c.
mostgenericproducts,whichwillbemorelikelytogenerateuniversalproductdemand,
d.
productscustomizedtotheregion
48.ThechoicesthatafirmhasforenteringtheinternationalmarketincludeallofthefollowingEXCEPT
a.
exporting.
b.
licensing.
c.
leasing.
d.
acquisition.
49.Theproblemsassociatedwithexportinginclude
a.
mergingcorporatecultures.
b.
apartner’sincompatibility.
c.
difficultyinnegotiatingrelationships.
d.
hightransportationcosts.
52.WhichofthefollowingisNOTatypicaldisadvantageoflicensing?
a.
littlecontroloverthemarketingoftheproducts
b.
licenseesmaydevelopacompetitiveproductafterthelicenseexpires
c.
lowerpotentialreturnsthantheuseofexportingorstrategicalliances
d.
incompatibilityofthelicensingpartners
54.Oneoftheprimaryreasonsforfailureofcross-borderstrategicalliancesis
a.
theincompatibilityofthepartners.
b.
conflictbetweenlegalandbusinesssystems.
c.
securityconcernsandterrorism.
d.
highdebtfinancing.
56.WhichofthefollowingisNOTadisadvantageofinternationalacquisitions?
a.
Theyareveryexpensiveandoftenrequiredebtfinancing.
b.
Theacquiringfirmhastodealwiththeregulatoryrequirementsofahostcountry.
c.
Mergingtheacquiredandacquiringfirmisdifficult.
d.
Itistheslowestwaytoenteranewmarket.
70.Thepositiveresultsassociatedwithincreasinginternationaldiversificationhavebeenshownto
a.
continueasthelevelofinternationaldiversificationincreases.
b.
leveloffandbecomenegativeasdiversificationincreasespastsomepoint.
c.
becomenegativequickly.
d.
becenteredinonlyoneortwoindustries.
ESSAY
1.Whatarethemotivesforfirmstopursueinternationaldiversification?
Whatarethefourbasicbenefitsfirmscanderivebymovingintointernationalmarkets?
2.Whatarethefourfactorsthatprovideabasisforinternationalbusiness-levelstrategies?
3.Discussthethreeinternationalcorporate-levelstrategies.Onwhatfactorsarethesestrategiesbased?
4.Identifyanddescribethemodesofenteringinternationalmarkets.Whataretheiradvantagesanddisadvantages?
6.Identifyanddescribethemajorrisksofinternationaldiversification.
trategic&systemsskills
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