Quais das seguintes opções não são opções genéricas de estratégia para competir em mercados estrangeiros

Blackman 闪电侠.

estratégias para competir nos mercados internacionais.

2012 年 12 月 19 日 5,920 687 条评论.

1. Os motivos pelos quais uma empresa opta por expandir-se fora do mercado interno incluem A. ganhando acesso a novos clientes para os produtos / serviços da empresa. B. espalhando seu risco de negócio através de uma base de mercado mais ampla. C. Ganhando custos mais baixos e aumentando a competitividade da empresa. D. Desejo de capitalizar suas competências e capacidades básicas. E. Tudo isso.

2. Qual dos seguintes não é um motivo típico para as empresas se expandirem para os mercados de países estrangeiros? A. Para obter acesso a novos clientes B. Para fortalecer sua capacidade de empregar estratégias de integração vertical, especialmente aquelas que envolvem integração parcial (construção de posições nas etapas selecionadas da cadeia de valor da indústria) C. Para obter custos mais baixos e melhorar a competitividade da empresa D. Para capitalizar as competências e capacidades da empresa E. Distribuir o risco do negócio em uma base mais ampla do mercado geográfico.

3. Qual dos seguintes não é um motivo pelo qual uma empresa decide entrar em mercados estrangeiros? A. Distribuir o risco comercial em uma base de mercado geográfica mais ampla B. Capitalizar as competências e capacidades da empresa C. Ganhar custos mais baixos e aumentar a competitividade da empresa D. Ganhar incentivos econômicos oferecidos por governos de países em desenvolvimento que desejam expandir a indústria e a criação de emprego E. Para obter acesso a mais compradores para os produtos / serviços da empresa.

4. Por que criar uma estratégia para competir em um ou mais mercados estrangeiros inerentemente complexos? A. Uma vez que os fatores que afetam a competitividade da indústria variam de país para país. B. Por causa do potencial de vantagens baseadas em localização em certos países. C. Porque diferentes políticas governamentais e condições econômicas tornam o clima de negócios mais favorável em alguns países do que em outros. D. Por causa dos riscos de mudanças nas taxas de câmbio. E. Tudo isso.

5. Qual dos seguintes itens não é uma declaração precisa em relação a concorrer nos mercados de países estrangeiros? A. Uma estratégia multi-país geralmente é superior a uma estratégia global. B. Existem diferenças país a país nos hábitos de compra do consumidor e nos gostos e preferências dos compradores. C. Uma empresa deve lidar com taxas de câmbio flutuantes e variações país-a-país nas restrições e exigências do governo anfitrião. D. Os desenhos de produtos adequados para um país são frequentemente inadequados em outro. E. As taxas de crescimento do mercado variam de país para país.

6. A concorrência nos mercados de países estrangeiros implica lidar com fatores como A. taxas de câmbio flutuantes, variações de país a país nas restrições e requisitos do governo do host e variações país-país nas condições culturais, demográficas e de mercado. B. Diferenças importantes de país para país nos hábitos de compra do consumidor e nos gostos e preferências dos compradores. C. se deve personalizar as ofertas da empresa em cada mercado de país diferente ou se deve oferecer um produto mais padronizado em todo o mundo. D. o fato de que os designs de produtos adequados para um país são por vezes inadequados em outro. E. Tudo isso.

7. Competir nos mercados de países estrangeiros geralmente não envolve qual dos seguintes? A. Diferenças de país para país nos hábitos de compra do consumidor e aos gostos e preferências dos compradores B. Variações de país a país nas restrições e requisitos do governo do hospedeiro e taxas de câmbio flutuantes C. Se deseja personalizar as ofertas da empresa em cada um diferente mercado do país ou seja para oferecer um produto na maior parte padronizado em todo o mundo D. Em que países localizam as operações da empresa para obter a máxima vantagem de localização, as variações nos preços dos salários, a produtividade dos trabalhadores, os custos de energia, as taxas de imposto e similares. estratégia multidoméstica que funciona tão bem em um país como em outro e que também tem o apelo de transformar o mercado mundial em um mercado quase homogêneo.

8. Um dos maiores desafios estratégicos para competir na arena internacional inclui A. como evitar os riscos de mudar as taxas de câmbio. B. cobrar o mesmo preço em todos os mercados do país. C. Quantas empresas estrangeiras se licenciam para produzir e distribuir os produtos da empresa. D. oferecer um produto mundialmente padronizado ou personalizar as ofertas da empresa em cada mercado de país diferente para corresponder mais precisamente aos gostos e preferências dos compradores locais. E. se perseguir uma estratégia global ou uma estratégia internacional.

9. Uma preocupação importante que uma empresa tem tentando competir com sucesso nos mercados estrangeiros é A. Os transportadores convincentes para manter o custo de transporte de todo o país são baixos o suficiente para que a empresa possa exportar seus produtos para países estrangeiros de forma econômica. B. se terá que se integrar em atividades de atacado e / ou varejo, a fim de ganhar visibilidade para seus produtos em países estrangeiros. C. como pode obter vantagem competitiva com base em onde localiza suas várias atividades da cadeia de valor. D. como convencer funcionários do governo local para reduzir as tarifas sobre as importações de seus bens para o seu país. E. Desenvolver a experiência para evitar o impacto das taxas de câmbio flutuantes. 10. As variações entre países nas políticas governamentais e nas condições econômicas afetam A. o estabelecimento de prioridades de investimento e a direção dos recursos corporativos. B. oportunidades disponíveis para participantes estrangeiros e os riscos de operar nesse país. C. A capacidade dos mercados estrangeiros para se manter competitiva. D. A capacidade das empresas com desempenho fraco de estabelecer uma base estreita para operações comerciais. E. oportunidades comerciais cruzadas, como transferência de habilidades ou tecnologia para o novo mercado.

11. Qual dos seguintes não é um requisito típico do governo anfitrião que afeta as operações de empresas estrangeiras? A. Estabelecimento do requisito de conteúdo local sobre mercadorias feitas dentro de suas fronteiras por empresas estrangeiras B. Ter regras e políticas que protegem as empresas locais da concorrência estrangeira C. Colocação de restrições às exportações para garantir suprimentos locais adequados D. Exigir que empresas estrangeiras usem a integração vertical para apoiar operações de empresas locais E. Impondo estruturas tributárias onerosas e requisitos regulatórios sobre empresas estrangeiras que fazem negócios dentro de suas fronteiras.

12. A diferença entre os riscos políticos e os riscos econômicos é que A. os riscos políticos resultam de instabilidade ou fraqueza nos governos nacionais, enquanto os riscos econômicos decorrem da estabilidade do sistema monetário de um país, políticas econômicas e regulatórias. B. Os riscos políticos decorrem da estabilidade nos negócios estrangeiros e os riscos econômicos decorrem de um excesso de proteções diretas de propriedade. C. Os direitos políticos decorrem da hostilidade para negócios estrangeiros, enquanto os riscos econômicos decorrem da instabilidade do sistema monetário. D. Os riscos políticos decorrem de riscos decorrentes das flutuações da taxa de câmbio e dos riscos econômicos decorrentes da hostilidade para negócios estrangeiros. E. Os riscos políticos decorrem da estabilidade do sistema monetário de um país e dos riscos econômicos decorrentes da instabilidade no negócio nacional.

13. Um fabricante dos EUA que exporta bens fabricados em suas fábricas dos EUA para embarque para mercados estrangeiros A. é competitivo em desvantagem quando o dólar dos EUA diminui em valor em relação às moedas dos países para os quais está exportando. B. não é afetado pela variação das taxas de câmbio; isso seria, no entanto, afetado se suas plantas estivessem em países estrangeiros. C. torna-se mais competitivo nos mercados externos quando o dólar se valoriza em relação às moedas dos países para os quais está exportando. D. torna-se mais competitivo nos mercados externos quando o dólar americano declina em valor em relação às moedas dos países para os quais está exportando. E. não tem interesse em saber se o dólar cresce mais forte ou mais fraco em relação às moedas estrangeiras, a menos que esteja competindo apenas contra empresas localizadas em países estrangeiros.

14. Um fabricante europeu que exporta bens fabricados nas suas fábricas europeias para os Estados Unidos A. é competitivo em desvantagem quando o euro diminui em valor em relação ao dólar dos EUA. B. não é afetado pela variação das taxas de câmbio entre o euro e o dólar americano; seria, no entanto, afetado se suas plantas estiverem nos EUA C. se torna mais competitivo no mercado americano quando o euro diminui em valor em relação ao dólar americano. D. se torna mais competitivo nos mercados europeus quando o euro diminui em valor em relação ao dólar americano. E. não tem interesse em saber se o euro se fortalece ou é mais fraco do que o dólar americano, a menos que seus principais concorrentes sejam outras empresas localizadas em países cuja moeda é também o euro.

15. Uma empresa dos EUA que fabrica todos os seus bens em uma fábrica no Brasil e exporta os bens fabricados no Brasil para mercados nacionais em todo o mundo. A é competitiva em desvantagem quando o dólar americano diminui em valor em relação ao real brasileiro. B. tem vantagem competitiva quando o real brasileiro diminui de valor em relação às moedas dos países para os quais os produtos brasileiros são exportados. C. torna-se menos competitivo nos mercados estrangeiros quando o real brasileiro diminui de valor em relação às moedas dos países para os quais os produtos brasileiros são exportados. D. tem vantagem competitiva quando o dólar se valoriza em relação ao real. E. não é afetado por mudanças na avaliação de moedas estrangeiras contra o real brasileiro - tudo o que interessa a uma empresa dos EUA é a valorização do dólar americano contra o real brasileiro.

16. Uma empresa de base europeia que fabrica todos os seus produtos em uma fábrica no Brasil e exporta os produtos brasileiros para mercados nacionais em diversas partes do mundo. A é competitivamente desfavorecida quando o euro diminui em valor em relação ao real brasileiro. B. está em desvantagem competitiva quando o real brasileiro se desvaloriza em relação às moedas dos países para os quais os produtos brasileiros são exportados. C. torna-se menos competitivo nos mercados estrangeiros quando o real brasileiro ganha valor em relação às moedas dos países aos quais os bens produzidos no Brasil estão sendo exportados. D. é vantajoso para a concorrência quando o euro se valoriza em relação ao real brasileiro. E. não tem interesse em saber se o euro se fortalece ou é mais fraco do que o real brasileiro, a menos que seus principais concorrentes sejam outras empresas localizadas em países cuja moeda é também o euro.

17. Um dos grandes riscos de concorrer nos mercados estrangeiros é A. a medida em que as vantagens da exportação de bens de um determinado país podem ser eliminadas quando as taxas de câmbio flutuantes resultam em que a moeda desse país está muito mais fraca em relação a as moedas dos países aos quais as mercadorias estão sendo exportadas. B. Se as economias de países estrangeiros continuarão a crescer a taxas de dois dígitos. C. o fato de que alguns países têm taxas de salários mais baixas do que outros. D. o potencial para funcionários do governo local para reduzir as tarifas sobre as importações de seus bens para o seu país. E. a medida em que as vantagens da fabricação de bens em um determinado país podem ser eliminadas quando as taxas de câmbio flutuantes resultam em que a moeda desse país cresça mais forte em relação às moedas dos países onde a produção está sendo vendida.

18. As vantagens de fabricar mercadorias em um determinado país e de exportá-las para os mercados externos A. não são, em grande parte, afetadas pelas taxas de câmbio flutuantes. B. são maiores quando distribuidores locais e comerciantes nesse país podem se convencer de não transportar produtos que sejam feitos fora das fronteiras do país. C. pode ser aniquilado quando a moeda do país cresce mais fraca em relação às moedas dos países onde a produção está sendo vendida. D. enfraquecem-se quando a moeda desse país cresce mais forte em relação às moedas dos países onde a produção está sendo vendida. E. estão seriamente comprometidos pelo potencial de funcionários do governo local aumentarem as tarifas sobre as importações de produtos estrangeiros no seu país.

19. Qual das seguintes afirmações sobre os efeitos das taxas de câmbio flutuantes nas empresas concorrentes em mercados estrangeiros não é precisa? A. As taxas de câmbio flutuantes representam riscos significativos para a competitividade da empresa nos mercados estrangeiros. B. As vantagens da fabricação de bens em um determinado país não se afetam pela variação das taxas de câmbio. C. Os exportadores ganham quando a moeda do país a partir da qual os bens estão sendo exportados cresce mais fraca em relação às moedas dos países aos quais os bens estão sendo exportados. D. As vantagens de fabricar bens em um determinado país podem ser minadas quando a moeda desse país se torna mais forte em relação às moedas dos países onde a produção está sendo vendida. E. As empresas domésticas sob pressão de importações de menor custo são beneficiadas quando a moeda do governo cresce mais fraca em relação às moedas dos países onde as mercadorias importadas estão sendo feitas.

20. Qual das seguintes afirmações sobre os efeitos das taxas de câmbio flutuantes nas empresas que competem nos mercados estrangeiros é verdadeira? A. Taxas de câmbio flutuantes não representam riscos significativos para a competitividade de uma empresa em mercados estrangeiros. B. As vantagens de fabricar bens em um determinado país não são afetadas pela flutuação das taxas de câmbio. C. As empresas que fabricam bens em um determinado país e estão exportando muito do que produzem estão desfavorecidas quando a moeda do país cresce mais fraca em relação às moedas dos países aos quais os bens estão sendo exportados. D. As empresas que fabricam bens em um determinado país e estão exportando muito do que produzem se beneficiam quando a moeda do país cresce mais fraca em relação às moedas dos países aos quais os bens estão sendo exportados. E. As empresas domésticas sob pressão de importações de baixo custo sofrem ainda mais quando a moeda do governo cresce mais fraca em relação às moedas dos países onde os bens importados estão sendo feitos.

21. Qual das seguintes afirmações sobre os efeitos das taxas de câmbio flutuantes nas empresas que competem nos mercados estrangeiros é verdadeira? A. As taxas de câmbio flutuantes representam riscos significativos para a competitividade da empresa nos mercados estrangeiros. B. As vantagens de fabricar bens em um determinado país não são afetadas pela flutuação das taxas de câmbio. C. As empresas que fabricam bens em um país em particular e estão exportando muito do que produzem perdem quando a moeda do país cresce mais fraca em relação às moedas dos países aos quais as mercadorias estão sendo exportadas. D. As vantagens da fabricação de bens em um determinado país melhoram quando a moeda do país cresce mais forte em relação às moedas dos países onde a produção está sendo vendida. E. As empresas domésticas sob pressão de importações de baixo custo sofrem ainda mais quando a moeda do governo cresce mais fraca em relação às moedas dos países onde os bens importados estão sendo feitos.

22. As empresas que operam em um mercado de todo o país devem responder a A. se deseja personalizar suas ofertas em cada mercado do país para corresponder aos gostos e preferências dos compradores locais. B. se deve prosseguir uma estratégia de oferecer um produto em grande parte padronizado em todo o mundo. C. quanto personalizar suas ofertas em cada mercado de país diferente para combinar os gostos e preferências de compradores locais. D. Nada disso. E. Tudo isso.

23. Qual das seguintes afirmações sobre competição multidomestic é falsa? R. Uma das características da concorrência multidoméstica é que os compradores em diferentes países são atraídos por diferentes atributos do produto. B. Com a concorrência multidomestic, o poder e a força das capacidades estratégicas e de recursos de uma empresa em um país aumentam significativamente sua competitividade em outros mercados nacionais. C. Uma das características da concorrência multidoméstica é que as condições da indústria e as forças competitivas em cada mercado nacional diferem em aspectos importantes. D. Uma das características da concorrência multidomestic é que a combinação de concorrentes em cada mercado do país varia de país para país. E. Com a competição multidoméstica, os rivais batalham pelos campeonatos nacionais e vencem em um mercado de país não sinaliza necessariamente a capacidade de se sair bem em outros países.

24. A concorrência multidomestic refere-se a situações em que A. nenhuma empresa doméstica tem quotas de mercado king-sized e cada mercado nacional tem muitos concorrentes. B. A concorrência num mercado nacional é independente da concorrência noutros mercados nacionais e, consequentemente, não existe, a rigor, qualquer mercado internacional ou mundial. C. Os rivais domésticos perseguem estratégias de nicho de mercado ou de mercado e não competem internacionalmente. D. As empresas nacionais têm uma desvantagem competitiva em competir com rivais estrangeiros que operam em muitos países diferentes. E. a maioria dos concorrentes opera em mais de dois mercados do país, mas raramente em mais de 20.

25. A concorrência multidomestic é melhor caracterizada como uma situação em que A. a arena competitiva entre as empresas rivais envolve vários países vizinhos em vez de um único país ou o mercado mundial como um todo. B. A concorrência está principalmente entre as empresas nacionais de alguns países vizinhos (cinco países, no máximo). C. Existem extensas restrições comerciais, taxas de câmbio acentuadamente flutuantes e altas barreiras tarifárias em muitos mercados nacionais que trabalham contra a formação de um verdadeiro mercado mundial. D. A concorrência entre as empresas domésticas predomina e os concorrentes estrangeiros são um fator menor. E. não há mercado internacional ou global, apenas uma coleção de mercados de países, em sua maioria independentes.

26. Qual das seguintes afirmações sobre a concorrência global é falsa? A. Na competição global, os rivais disputam a liderança do mercado mundial. B. Nas indústrias globalmente competitivas, o poder e a força das capacidades de uma estratégia e recursos de uma empresa em um país aumentam significativamente sua competitividade em outros mercados nacionais. C. Na competição global, a vantagem competitiva global (ou desvantagem) de uma empresa cresce a partir de suas operações globais. D. Na concorrência global, há mais variações entre países nas condições da indústria e nas forças competitivas do que nas indústrias onde a concorrência multidomestic prevalece. E. Na concorrência global, muitas das mesmas empresas rivais competem entre si em muitos países diferentes, especialmente em países onde os volumes de vendas são grandes e onde ter uma presença competitiva é estrategicamente importante para construir uma posição global forte na indústria.

27. Qual das seguintes afirmações sobre competição multidoméstica e global é falsa? R. Na competição global, rivais disputam a liderança do mercado mundial e os principais competidores competem frente a frente nos mercados de muitos países diferentes. B. Em indústrias globalmente competitivas, a posição competitiva de uma empresa em um país afeta e é afetada por sua posição em outros países. C. Uma das características da competição multidoméstica é a maior variação entre países nas condições de mercado e a natureza da disputa competitiva entre rivais do que tende a ser o caso em mercados globalmente competitivos. D. Com a concorrência multidomestic, o concurso está localizado, com rivais lutando pela liderança do mercado nacional; Além disso, ganhar num mercado de um país não indica necessariamente que uma empresa tenha a capacidade de se encontrar bem nos mercados de outros países. E. Na concorrência global, o tamanho da vantagem competitiva mundial (ou desvantagem) de uma empresa é igual à soma das vantagens competitivas (ou desvantagens) que tem em cada mercado do país em que compete.

28. As características de um mercado mundial em que prevalece a competição global incluem A. uma situação de mercado em que as condições competitivas em todos os mercados nacionais estão ligadas fortemente para formar um verdadeiro mercado mundial e onde concorrentes líderes normalmente competem cara a cara em muitos países diferentes. B. Variações de custos menores de país para país (no que diz respeito à produção, distribuição, vendas e marketing e outros componentes primários da cadeia de valor da indústria) e restrições mínimas de comércio entre países. C. um ambiente competitivo composto por tantos concorrentes que nenhuma empresa tem uma participação de mercado global considerável. D. muitas empresas que competem pela liderança do mercado global, com a maioria dos concorrentes usando o mesmo tipo básico de estratégia competitiva e posicionados no mesmo grupo estratégico. E. Baixas barreiras à entrada, como um grande número de rivais, que as ações de qualquer rival têm pouco impacto sobre as vendas e as partes de mercado de outros rivais e os principais fatores de sucesso que variam de país para país.

29. Na competição global A. As principais empresas competem pela maior participação do mercado mundial, mas apenas ocasionalmente competem cara a cara em diferentes países. B. os mercados em vários países fazem parte do mercado mundial e as condições competitivas nos mercados dos países estão fortemente ligadas. C. A força geral do mercado da empresa é a soma das suas quotas de mercado em cada mercado do país onde tem presença. D. os líderes da indústria são empresas estrangeiras; As empresas nacionais são relegadas ao status de vice-campeão. E. A vantagem competitiva global de uma empresa é determinada pelo tamanho da vantagem competitiva que ela tem em cada um dos seus santuários de lucro.

30. As opções estratégicas genéricas para concorrer em mercados estrangeiros incluem estratégias globais de redução a nível global, globalmente diferenciadas, globais e globais. B. mantendo uma base de produção nacional (um país) e exportando mercadorias para mercados estrangeiros. C. Licenciamento de empresas estrangeiras para produzir e distribuir produtos de um ou para usar a tecnologia da empresa. D. Uma abordagem personalizada país a país, baseada no atendimento das necessidades específicas de compradores específicos em cada país de destino. E. Tudo isso.

31. Qual das seguintes opções não é uma das opções de estratégia genérica para competir nos mercados de países estrangeiros? A. Uma estratégia do santuário de lucro B. Uma estratégia de exportação C. Uma estratégia global D. Uma estratégia multinacional E. Uma estratégia de franquia.

32. Qual das seguintes opções de estratégia genérica para competir em mercados estrangeiros? A. Manutenção de uma base de produção nacional (de um país) e exportação de mercadorias para mercados estrangeiros B. Estratégias globais com base em baixo custo ou diferenciação C. Estratégias de franquias e licenciamento D. Uma estratégia multinacional (onde uma empresa procura uma estratégia customizada abordagem país a país de acordo com as condições locais de concorrência e os gostos e preferências dos compradores) E. Todos esses.

33. Quais das seguintes opções são (não) genéricas para concorrer em mercados estrangeiros? A. Uma estratégia de exportação e uma estratégia multidoméstica B. Estratégias globais direcionadas para baixo custo ou diferenciação C. Estratégias de transferência transfronteiriças e estratégias de vantagem de campo doméstico D. Usando alianças estratégicas e joint ventures com concorrentes estrangeiros como os principais veículos para entrando e competindo em mercados estrangeiros E. Estratégias de franquia e licenciamento.

34. Usando plantas domésticas como base de produção para exportar mercadorias para mercados selecionados de países estrangeiros, A. pode ser uma excelente estratégia inicial para testar as águas internacionais e aprender se posições de mercado atraentes podem ser estabelecidas em mercados estrangeiros. B. pode ser uma estratégia de sucesso competitivo quando uma empresa está se concentrando em nichos de mercado vagas em cada país estrangeiro e não precisa competir frente a frente contra concorrentes fortes do país anfitrião. C. pode ser uma estratégia poderosa uma vez que uma empresa pode manter uma base de produção de um país, permitindo capitalizar as competências e capacidades da empresa. D. geralmente é uma estratégia fraca quando os concorrentes estão buscando estratégias multi-país. E. pode ser uma estratégia poderosa porque uma empresa não é vulnerável a taxas de câmbio flutuantes.

35. As vantagens de usar uma estratégia de exportação para construir uma base de clientes em mercados estrangeiros incluem A. ser capaz de minimizar os custos de envio, evitar tarifas e reduzir os efeitos das taxas de câmbio flutuantes. B. minimizando os requisitos de risco e capital. C. sendo mais barato e mais rentável do que licenciamento e franquia. D. sendo mais barato e mais rentável do que uma estratégia multinacional. E. sendo mais adequado para acomodar os gostos do comprador local e governar governos do governo do que uma estratégia global.

36. Qual das seguintes afirmações é falsa no que diz respeito ao uso de uma estratégia de exportação para competir em mercados estrangeiros? R. Uma vantagem de uma estratégia de exportação é a capacidade de testar as águas internacionais antes de ter que comprometer somas substanciais para estabelecer operações em países estrangeiros - a quantidade de capital necessária para começar a exportar é freqüentemente mínima. B. A exportação comporta o risco de ser vulnerável a mudanças adversas nas taxas de câmbio. C. Uma estratégia de exportação é especialmente adequada para acomodar as diferentes necessidades e preferências dos compradores em diferentes países. D. Uma estratégia de exportação pode permitir que uma empresa obtenha economias de escala adicionais da centralização da produção em uma ou várias plantas gigantes. E. Uma estratégia de exportação é desvantajosa quando os custos no país onde os produtos estão sendo fabricados para exportação são maiores do que os custos nos locais onde os rivais têm suas plantas.

37. As vantagens de usar uma estratégia de licenciamento para participar de mercados estrangeiros incluem A. sendo especialmente adequado para alcançar economias de escala. B. Ser capaz de cobrar preços mais baixos do que os rivais. C. permitindo que uma empresa obtenha vantagens de primeiro movimento de forma rápida e fácil. D. Ser capaz de alavancar o know-how técnico ou as patentes da empresa sem comprometer recursos adicionais significativos para mercados que não são familiares, politicamente voláteis, economicamente incertos ou de outra forma arriscados. E. Conseguir alcançar uma maior qualidade do produto e um melhor desempenho do produto do que com uma estratégia de exportação.

38. As vantagens de usar uma estratégia de franquia para buscar oportunidades em mercados estrangeiros incluem A. ter franqueados com a maior parte dos custos e riscos de estabelecer locais estrangeiros e exigir que o franqueador gaste apenas recursos para recrutar, treinar e apoiar franqueados estrangeiros. B. sendo particularmente adequado para os esforços de expansão global de empresas com estratégias multidomésticas. C. permitindo que uma empresa atinja economias de escala. D. sendo bem adaptado às empresas que empregam estratégias de transferência transfronteiriças. E. sendo bem adequado para os esforços de expansão global dos fabricantes.

39. As vantagens de usar uma estratégia de aquisição para buscar oportunidades em mercados estrangeiros incluem A. possuindo alto nível de controle e velocidade como estratégia de entrada para superar barreiras comerciais. B. permitindo que uma empresa obtenha economias escaláveis. C. Eliminando os custos e os riscos associados ao estabelecimento de um local de negócios estrangeiros. D. Ser capaz de alcançar a qualidade variável dos produtos e o desempenho competitivo do produto. E. Possibilidade de exportar bens a custos mais elevados do que os rivais nesses locais.

40. Um empreendimento greenfield em um mercado externo é A. um onde a empresa cria um negócio subsidiário ao configurar todos os aspectos da operação ao entrar no mercado desde o início. B. Uma onde instalações estrangeiras e estratégias de marketing são compartilhadas com as empresas locais. C. um onde a empresa aprende através de treinamento pela entidade estrangeira sobre como competir. D. um que apóia as exportações para um mercado externo comercializando indiretamente através de rivais locais. E. um que oferece menor risco e um caminho mais rápido para os retornos.

41. As alianças estratégicas, joint ventures e acordos de cooperação entre firmas domésticas e estrangeiras são um meio potencialmente frutífero para os parceiros para A. entrar em mercados nacionais adicionais e competir em uma escala mais global enquanto ainda preservam sua independência. B. Obter melhor acesso às economias de escala em produção e / ou marketing. C. preencha lacunas importantes em termos competitivos em sua experiência técnica e / ou conhecimento dos mercados locais. D. compartilhar instalações de distribuição e redes de concessionárias, fortalecendo mutuamente seu acesso aos compradores. E. Tudo isso.

42. Qual dos seguintes não é um benefício potencial de alianças estratégicas ou outros acordos de cooperação entre empresas estrangeiras e nacionais? A. Obter acesso mais amplo a mercados atrativos do país B. Obter melhor acesso às economias de escala em produção e / ou comercialização C. Preencher lacunas importantes em termos competitivos em seus conhecimentos técnicos e / ou conhecimento de mercados locais D. Maior capacidade de empregar uma estratégia global ( em oposição a uma estratégia multinacional) E. Compartilhando instalações de distribuição e redes de revendedores, fortalecendo-se mutuamente seu acesso aos compradores.

43. Alianças estratégicas entre firmas domésticas e estrangeiras são mais eficazes para construir santuários de múltiplos lucros do que para forjar uma estratégia global de apoio mútuo. B. na redução dos custos da cadeia de suprimentos do que na redução dos custos de distribuição. C. Ao ajudar a estabelecer uma nova cabeça de oportunidade de praia do que alcançar e manter a liderança do mercado global. D. Ao ajudar os parceiros a prosseguir uma estratégia multidomestic em comparação com uma estratégia global. E. Ao ajudar os parceiros a prosseguir uma estratégia global em comparação com uma estratégia multidomestic.

44. Qual dos seguintes não é um dos problemas e riscos das alianças estratégicas entre empresas nacionais e estrangeiras? A. Superação das barreiras linguísticas e culturais B. A quantidade de tempo necessário para criar confiança, comunicação efetiva e coordenação entre aliados C. Desenvolver formas mutuamente aceitáveis de lidar com questões ou diferenças importantes D. Tornando mais difícil prosseguir uma estratégia multidomestic em comparação para uma estratégia global E. Suspeitas sobre se os aliados estão sendo diretos na troca de informações e conhecimentos especializados.

45. Qual dos seguintes é o papel dos gerentes locais para empresas multinacionais experientes? A. Contribuir com a compreensão necessária das condições do mercado local, hábitos de compra locais, formas locais de fazer negócios. B. Para executar as operações locais para a empresa. C. Para entender como & # 8220; o sistema & # 8221; trabalha para desviar os riscos de alianças colaborativas com empresas locais. D. Atuar como condutas para o fluxo de informações entre o escritório corporativo e as operações locais. E. Tudo isso.

46. Quando uma empresa opera nos mercados de dois ou mais países diferentes, sua principal questão estratégica é A. se quer usar alianças estratégicas para ajudar a derrotar seus rivais. B. whether to vary the company’s competitive approach to fit specific market conditions and buyer preferences in each host country or whether to employ essentially the same strategy in all countries. C. whether to maintain a national (one-country) manufacturing base and export goods to the other countries. D. choosing which foreign companies to team up with via strategic alliances or joint ventures. E. whether to test the waters with an export strategy before committing to some other competitive approach.

47. A “think local, act local” multidomestic type of strategy A. is very risky, given fluctuating exchange rates and the propensity of foreign governments to impose tariffs on imported goods. B. is usually defeated by a “think global, act global” type of strategy. C. becomes more appealing the bigger the country-to-country differences in buyer tastes, cultural traditions, and market conditions. D. is generally an inferior strategy when one or more foreign competitors is pursuing a global low-cost strategy. E. can defeat a global strategy if the “think local, act local” multicountry strategist concentrates its efforts exclusively in those foreign markets which have superior resources.

48. The strength of a “think local, act local” multidomestic strategy is that A. it matches a company’s competitive approach to prevailing market and competitive conditions in each country market, country by country. B. each of a company’s country strategies is almost totally different from and unrelated to its strategies in other countries. C. the plants located in different countries can be operated independent of one another, thus promoting greater achievement of scale economies. D. it avoids host country ownership requirements and import quotas. E. it eliminates the costs and burdens of trying to coordinate the strategic moves undertaken in one country with the moves undertaken in the other countries.

49. A “think local, act local” multidomestic strategy works particularly well when A. host governments enact regulations requiring that products sold locally meet strictly-defined manufacturing specifications or performance standards. B. there are significant country-to-country differences in customer preferences and buying habits. C. diverse and complicated trade restrictions of host governments preclude the use of a uniform strategy from country-to-country. D. there are significant country-to-country differences in distribution channels and marketing methods. E. Tudo isso.

50. A “think-local, act local” multidomestic strategy entails A. a narrow product line aimed at serving buyers in the same segments of country markets worldwide. B. giving local managers considerable strategy-making latitude and often producing different product versions for different countries. C. aggressive efforts to locate facilities in those country markets which have superior resources. D. pursuing strong product differentiation and competing in many buyer segments. E. extensive efforts to transfer a company’s competencies and resource strengths from one country to another so as to keep entry costs into new country markets low.

51. In which of the following situations is employing a “think local, act local” multidomestic strategy highly questionable? A. When a company wished to transfer competencies and resources across country boundaries and is striving to build a single, uniform competitive advantage worldwide B. When there are significant country-to-country differences in customer preferences and buying habits industry is characterized by big economies of scale and strong experience curve effects C. When the trade restrictions of host governments are diverse and complicated D. When there are significant country-to-country differences in distribution channels and marketing methods E. When host governments enact regulations requiring that products sold locally meet strictly-defined manufacturing specifications or performance standards.

52. The drawbacks of a localized multidomestic strategy include A. hindering the use of cross-border coordination of a company’s activities and increasing company vulnerability to adverse shifts in currency exchange rates. B. making it very difficult to take into account significant country-to-country differences in distribution channels and marketing methods. C. making it difficult and costly to be responsive to country-to-country differences in customer needs, buying habits, cultural traditions, and market conditions. D. hindering transfer of a company’s competencies and resources across country boundaries and hindering the pursuit of a single, uniform competitive advantage in all country markets where a company operates. E. being unsuitable for competing in the markets of emerging countries and posing added difficulty in modifying a company’s business model to compete on the basis of low price.

53. Two drawbacks of a “think local, act local” multidomestic strategy are A. that it is especially vulnerable to fluctuating exchange rates and that it can usually be defeated by companies employing cross-border coordination techniques. B. excessive vulnerability to fluctuating exchange rates and having to craft a separate strategy for each country market in which the company competes. C. hindering a company’s transfer of competencies and resources across country boundaries (since somewhat different competencies and capabilities are likely to be employed in different host countries) and not promoting the building of a single, unified competitive advantage in all country markets where a company competes. D. greater exposure to both increases in tariffs and restrictive trade barriers and added difficulty in accommodating the diverse trade restrictions and regulatory requirements of host governments. E. not being able to export products manufactured in one country to markets in other countries and being largely unsuitable for competing in the markets of emerging countries.

54. A “think global, act global” approach to strategy-making is preferable to a “think local, act local” approach when A. a big majority of the company’s rivals are pursuing localized multidomestic strategies. B. country-to-country differences are small enough to be accommodated with the framework of a mostly uniform global strategy. C. plants need to be scattered across many countries to avoid high shipping costs. D. market growth rates vary considerably from country to country. E. host governments enact regulations requiring that products sold locally meet strict manufacturing specifications or performance standards.

55. Which of the following is the most unlikely element of a localized multidomestic strategy? A. Granting country managers fairly wide strategy-making lattitude B. Plants scattered across many host countries, each producing product versions for local area markets C. Marketing and distribution adapted to the buying habits, customs, and culture of each host country D. Preference for local suppliers (use of some local suppliers may be mandated by host governments) E. Selling direct to buyers (perhaps via the company’s Web site) to avoid having to establish networks of wholesale/retail dealers in each country market.

56. A “think global, act global” approach to crafting a global strategy involves A. pursuing the same basic competitive strategy theme (low-cost, differentiation, best-cost, focused) in all countries where the firm does business. B. selling much the same products under the same brand names everywhere and expanding into most, if not all, nations where there is significant buyer demand. C. integrating and coordinating the company’s strategic moves worldwide. D. utilizing the same competitive capabilities, distribution channels, and marketing approaches worldwide. E. Tudo isso.

57. Which of the following is the most unlikely element of a “think global, act global” approach to crafting a global strategy? A. Minimal responsiveness to buyer tastes, cultural traditions, and market conditions in each country market B. Scattering plants across many countries, with each plant producing product versions for local area markets C. Utilizing the same competitive capabilities, distribution channels, and marketing approaches worldwide D. Requiring local managers in host countries to stick close to the chosen global strategy E. Selling much the same products under same brand names worldwide.

58. The approach of a firm using a “think global, act local” version of a global strategy entails A. producing and marketing a variety of product versions under the same brand name, with each different version being designed specifically to accommodate the needs and preferences of buyers in a particular country. B. little or no strategy coordination across countries. C. pursuing the same basic competitive strategy theme (low-cost, differentiation, best-cost, focused) in all countries where the firm does business but giving local managers some latitude to adjust product attributes to better satisfy local buyers and to adjust production, distribution, and marketing to be responsive to local market conditions. D. selling the company’s products under a wide variety of brand names (often one brand for each country or group of neighboring countries) so that buyers in each country market will think they are buying a locally-made brand. E. selling numerous product versions (each customized to buyer tastes in one or more countries and sometimes branded for each country) but opting to only sell direct to buyers at the company’s Web site so as to bypass the costs of establishing networks of wholesale/retail dealers in each country market.

59. The competitive strategy of a firm pursuing a “think global, act local” approach to strategy-making A. entails little or no strategy coordination across countries. B. usually involves cross-subsidizing the prices in those markets where there are significant country-tocountry differences in the product attributes that customers are most interested in. C. involves selling a mostly standardized product worldwide, but varying a company’s use of distribution channels and marketing approaches to accommodate local market conditions. D. is essentially the same in all country markets where it competes but it may nonetheless give local managers room to make minor variations where necessary to better satisfy local buyers and to better match local market conditions. E. involves having strongly differentiated product versions for different countries and selling them under distinctly different brand names (one for each country or group of neighboring countries) so that there will be no doubt in customers’ minds that the product is more local than global.

60. The essential difference between a “think global, act global” and a “think global, act local” approach to strategy-making is that A. a “think global, act global” approach entails extensive strategy coordination across countries and a “think global, act local” approach entails little or no strategy coordination across countries. B. the former aims at implementing the same business model worldwide whereas the latter aims at implementing customized business models to better match local market circumstances. C. the “think global, act local” approach gives local managers more latitude to make minor strategy variations where necessary to better satisfy local buyers and to better match local market conditions. D. a “think global, act global” approach involves selling a mostly standardized product worldwide whereas a “think global, act local” approach entails selling products that are highly differentiated from country to country. E. a “think global, act global” approach involves selling under a single brand name worldwide whereas a “think global, act local” approach entails utilizing multiple brands (typically one for each different country or group of neighboring countries).

61. Which of the following does not accurately characterize the differences between a localized multidomestic strategy and a global strategy? A. A global strategy entails extensive strategy coordination across countries and a multidomestic strategy entails little or no strategy coordination across countries. B. A global strategy often entails use of the best suppliers from anywhere in the world whereas a multidomestic strategy may entail fairly extensive use of local suppliers (especially where use of local sources is required by host governments). C. A global strategy tends to involve use of similar distribution and marketing approaches worldwide whereas a multidomestic strategy often entails adapting distribution and marketing to local customs and the culture of each country. D. A global strategy involves striving to be the global low-cost provider by economically producing and marketing a mostly standardized product worldwide whereas a multidomestic strategy entails pursuing broad differentiation and striving to strongly differentiate its products in one country from the products it sells in other countries. E. A global strategy relies upon the same technologies, competencies, and capabilities worldwide whereas a multidomestic strategy often entails the use of somewhat different technologies, competencies, and capabilities as may be needed to accommodate local buyer tastes, cultural traditions, and market conditions.

62. In expanding outside its domestic market, one way a company can strive to gain competitive advantage (or offset domestic disadvantages) is by A. using a differentiation-based competitive strategy in those country markets with superior resources. B. deliberately choosing not to compete in countries with high tariffs and high taxes (which then have to be passed along to buyers in the form of higher prices), thus keeping costs and prices lower than rivals. C. using an export strategy to circumvent the risks of adverse exchange rate fluctuations. D. using location in a manner that lowers costs or else helps achieve greater product differentiation and allowing for the transfer of competitively valuable competencies and capabilities from its domestic operations to its operations in foreign markets. E. employing a multidomestic strategy instead of a global strategy.

63. In expanding into foreign markets, a company can strive to gain competitive advantage (or offset domestic disadvantages) by A. building a state-of-the-art facility to fully capture scale economies via an export strategy. B. using export, licensing, or franchising strategies so as to minimize risk and capital investment. C. locating buyer-related activities in all countries where it sells its product. D. dispersing its activities among various countries in a manner that lowers costs or else helps achieve greater product differentiation and transferring competitively valuable competencies and capabilities from its domestic operations to its operations in foreign markets. E. avoiding the use of strategies that entail coordinating its domestic strategic moves with its strategic moves in the various foreign markets that it enters.

64. Which one of the following is not one of the ways a company can strive to gain competitive advantage (or offset domestic disadvantages) by expanding into foreign markets? A. By competing in both developed and emerging country markets and/or by selling direct to foreign buyers via the company’s Web site B. By dispersing its activities among various countries in a manner that lowers costs. C. By transferring competitively valuable competencies and capabilities from its domestic operations to its operations in foreign markets D. By dispersing its activities among various countries in a manner that helps achieve greater product differentiation and, and/or working to deepen/broaden its resource strengths and capabilities E. By using cross-border coordination of its strategic moves in ways that a domestic-only competitor cannot.

65. To use location to build competitive advantage, a company that operates multinationally or globally must A. employ either an export strategy or a franchising strategy. B. scatter its production plants across many countries in different parts of the world so as to minimize transportation costs. C. consider (1) whether to concentrate each activity it performs in a few select countries or disperse performance of the activity to many nations and (2) in which countries to locate particular activities. D. locate production plants in those countries having suppliers that can supply all the necessary raw materials and components so as to avoid inbound shipping costs. E. concentrate all of its value chain activities in a single country—the one that has the best combination of low wage rates, low shipping costs, and low tax rates on profits.

66. To use location to build competitive advantage when competing in both domestic and foreign markets, a company must A. scatter its production plants across many different country markets so as to minimize the costs of shipping to its own distribution centers and/or to wholesalers/retail dealers. B. consider (1) whether to concentrate each activity it performs in a few select countries or to disperse performance of the activity to many nations and (2) in which countries to locate particular activities. C. concentrate buyer-related activities in a few well-chosen locations so as to maximize the capture of distribution-related scale economies. D. disperse both production and distribution activities across many nations in order to hedge againstfluctuating exchange rates and lessen the risks of adverse political developments. E. avoid selling in countries where there are high trade barriers or where buyers purchase in small quantities.

67. In competing in foreign markets, companies find it advantageous to concentrate their activities in a limited number of locations when A. there are significant scale economies in performing an activity. B. the costs of manufacturing or other activities are significantly lower in some geographic locations than in others. C. when there is a steep learning or experience curve associated with performing an activity in a single location (thus making it economical to serve the whole world market from just one or maybe a few locations). D. certain locations have superior resources, allow better coordination of related activities, or offer other valuable advantages. E. Tudo isso.

68. In which of the following circumstances is it not advantageous for a multinational competitor to concentrate its activities in a limited number of locations in order to build competitive advantage? A. When the costs of performing certain value chain activities are significantly lower in certain geographic locations than in others B. When a company has competitively superior patented technology that it can license to foreign partners C. When there is a steep learning or experience curve associated with performing an activity in a single location D. When certain locations have superior resources, allow better coordination of related activities, or offer other valuable advantages E. When there are significant scale economies in performing the activity.

69. Dispersing the performance of value chain activities to many different countries rather than concentrating them in a few country locations tends to be advantageous A. when high transportation costs make it expensive to operate from central locations. B. whenever buyer-related activities are best performed in locations close to buyers. C. if diseconomies of large size exist, thereby making it more economical to perform an activity on a smaller scale in several different locations. D. when it is desirable to hedge against (1) the risks of fluctuating exchange rates, (2) supply interruptions or (3) adverse political developments. E. Tudo isso.

70. The competitive advantage opportunities that a global competitor can gain by dispersing performance of its activities across many nations include A. being able to shift production from one country to another to take advantage of exchange rate fluctuations, differing wage rates, differing energy costs, or differing trade restrictions. B. being in better position to choose where and how to challenge rivals. C. shortening delivery times to customers by having geographically scattered distribution facilities. D. locating buyer-related activities (such as sales, advertising, after-sale service and technical assistance) close to buyers. E. Tudo isso.

71. Dispersing particular value chain activities across many countries rather than concentrating them in a select few countries can be more advantageous when A. buyer-related activities (such as sales, advertising, after-sale service and technical assistance) need to take place close to buyers. B. buyers demand short delivery times and/or high transportation costs make it uneconomical to operate from one or just a few locations. C. it helps hedge against the risks of exchange rate fluctuations, supply disruptions, and adverse political developments. D. there are diseconomies of scale in trying to operate from a single location. E. Tudo isso.

72. Transferring core competencies and resource strengths from one country market to another is A. a good way for companies to develop broader or deeper competencies and competitive capabilities that can become a strong basis for sustainable competitive advantage. B. best accomplished with a multidomestic strategy as opposed to a global strategy. C. feasible only with a global strategy; it can’t be done with a multidomestic strategy. D. unlikely to result in a competitive advantage. E. nearly always the easiest and most sure-fire way to build competitive advantage in trying to compete successfully in foreign markets.

73. A key approach for a company to grow sales and profits in several country markets is to A. transfer its valuable competencies and resource strengths among these markets to aid in the development of broader competencies and capabilities. B. employ a multidomestic strategy rather than a global strategy. C. locate technical after-sale services close to buyers. D. minimize transportation costs among these markets. E. take advantage of less restrictive restrictions and requirements of host governments.

74. Companies that compete on an international basis have a competitive advantage over their purely domestic rivals A. to achieve a larger domestic interest by developing sufficient resource strengths and competitive capabilities for success. B. to benefit from coordinating activities across different countries’ domains. C. solely for the benefit of their shareholders. D. that guarantees the generation of big profits, big returns on investment, and big cash surpluses after dividends are paid. E. Tudo isso.

75. Profit sanctuaries are country markets or geographic regions whereby A. a company can rank the competitive advantage opportunities in each industry. B. a company possesses good strategic fit with other businesses and identifies the value chain where this fit occurs. C. a company derives substantial profits because of its protected market position or unassailable competitive advantage. D. a company creates substantial investment strategies because it is losing competitive advantage over competitors. E. a company that invests its dividends in expanding its foreign market presence.

76. What supports competitive offensives in one market with resources and profits diverted from operations in another market? A. Cross-market subsidization. B. Foreign market strategy. C. Domestic-only company. D. Home market offensive. E. Multidomestic company.

77. What can happen when international rivals compete against one another in multiple-country markets? A. Businesses create attractive industries which would have badly deteriorated. B. Would create a business line up that consists of too many slow-growth, declining, low-margin, or competitively weak businesses. C. A greater diversity in the types of value chain activities between each business. D. The deterrence effect that restrains them from taking aggressive action against one another due to the fear of a retaliatory response that might escalate the battle into a cross-border competitive war. E. Increased shareholder interests by concentrating corporate resources on foreign business activities to contend for market leadership.

78. Companies racing for global market leadership A. generally have to consider establishing competitive positions in the markets of emerging countries. B. are well-advised to avoid all the risks and problems of competing in emerging country markets. C. seldom have the resource capabilities it takes to be effective in competing in emerging country markets and usually are at a strong competitive disadvantage to the domestic market leaders. D. can usually be expected to earn sizable profits quickly in emerging country markets. E. usually encounter very low barriers in entering the markets of emerging countries.

79. Which of the following is not a typical option that companies have to consider to tailor their strategy to fit the circumstances of emerging country markets? A. Prepare to compete on the basis of low price B. Be prepared to modify aspects of the company’s business model to accommodate local circumstances (but not so much that the company loses the advantage of global scale and global branding) C. Try to change the local market to better match the way the company does business elsewhere D. Develop a strategy for the short-term and forget about a long-term strategy because conditions in emerging country markets change so rapidly E. Stay away from those emerging markets where it is impractical or uneconomic to modify the company’s business model to accommodate local circumstances.

80. One of the most viable strategic options companies should consider in tailoring their strategy to fit circumstances of emerging country markets include A. Try to change the local market to better match the way the company does business elsewhere B. Be prepared to modify aspects of the company’s business model to accommodate local circumstances C. Prepare to compete on the basis of low price D. Stay away from those emerging markets where it is impractical to modify the company’s business model to accommodate local circumstances E. All of these.

81. Which of the following is an option for tailoring a company’s strategy to fit unusual circumstances presented in developing-country markets? A. Prepare to compete on the basis of low price. B. Modify aspects of company’s business model and/or strategy to accommodate local customs. C. Attempt to modify the local market to do business in the manner that the company works elsewhere. D. Avoid markets where it is impractical or uneconomic to do business in such a way as to accommodate local circumstances. E. Tudo isso.

82. The basic strategy options for local companies in competing against global challengers include A. best-cost provider, focused low cost, and low-cost leadership strategies. B. export strategies, licensing strategies, and cross-border transfer strategies. C. utilizing keen understanding of local customer needs and preferences to create customized products or services, developing business models to exploit shortcoming in local infrastructure, and using acquisitions and rapid growth to defend against expansion-minded multinationals. D. franchising strategies, multidomestic strategies keyed to product superiority, global low-cost leadership strategies, and cross-border coordination strategies. E. focused differentiation and broad differentiation strategies.

83. The best strategy options for a local company in competing against global challengers include A. locating buyer related activities, such as sales, advertising, or technical assistance, close to buyers. B. export strategies, entering into alliances and/or joint ventures with one or more foreign companies having globally competitive strengths, and/or cross-border transfer strategies. C. export strategies, licensing strategies, franchising strategies, and cross-market coordination strategies. D. using understanding of local customer preferences to create customized products or services, transferring the company’s expertise to cross-border markets, and/or using acquisitions and rapid growth strategies to defend against expansion-minded multinationals. E. offensives aimed at the global challengers’ strengths, promoting anti-dumping legislation, and/or launching some type of guerilla warfare strategy.

84. Which of the following is not a viable strategy option for a local company in competing against global challengers? A. Using cross-market transfer strategies to hedge against the risks of exchange rate fluctuations and adverse political developments B. Developing business models to exploit shortcoming in local distribution networks or infrastructure C. Taking advantage of low-cost labor and other competitively important local work-force qualities D. Transferring a company’s expertise to cross-border markets and initiating actions to contend on a global scale E. Using acquisitions and rapid growth strategies to defend against expansion-minded multinationals.

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MGT 602 Final Review Chapter 7.

ИГРАТЬ.

industry and job creation.

Afluctuating exchange rates, country-to-country parallels in host government restrictions and . requirements, and country-to-country variations in cultural, demographic, and market conditions. B. important country-to-country differences in consumer buying habits and buyer tastes and preferences. C whether to customize the company's offerings in each different country market or whether to offer a . mostlystandardizedproductworldwide. D. the fact that product designs suitable for one country are sometimes inappropriate in another. E. Tudo isso.

A. the appropriate level of competition one can expect. B. the basis of the new rival's strengths. C. the countries where rivals will be weakest.

D. the advantages of conducting particular business activities in that country. E. Tudo isso.

currencies of the countries where the output is being sold.

countries that the goods are being exported to.

A. whether exchange rate changes over time have a favorable or unfavorable cost impact. B. exchange rate movements, which are unpredictable, swinging, first one way and then another way. C the government's currency growing weaker in relation to the currencies of the countries where the . lower-cost imports are being made. D. a weak currency. E. Tudo isso.

A. whether to customize their offerings in each different country market to match the tastes and.

preferences of local buyers. B. whether to pursue a strategy of offering a mostly standardized product worldwide. C. how much to customize their offerings in each different country market to match the tastes and.

preferences of local buyers. Dthe tensions between market pressures to localize a company's product offerings country by country and . the competitive pressures to lower costs through greater product customization. E. Tudo isso.

A. rely on strategic alliances or joint ventures with foreign companies. B. maintain a national (one-country) production base and exporting goods to foreign markets. C. adopt a licensing approach with foreign firms to produce and distribute one's products or to use the.

company's technology. D. employ a franchising strategy. E. Tudo isso.

buyers in different countries.

A. enter additional country markets and compete on a more global scale while still preserving their.

independência. B. gain better access to scale economies in production and/or marketing. C. fill competitively important gaps in their technical expertise and/or knowledge of local markets. D. share distribution facilities and dealer networks, thus mutually strengthening their access to buyers. E. Tudo isso.

A. To contribute needed understanding of local market conditions, local buying habits, and local ways of doing business.

B. To run the local operations for the company. C. To understand how "the system" works to detour the hazards of collaborative alliances with local.

empresas. D. To serve as conduits for the flow of information between the corporate office and local operations. E. Tudo isso.

A. conflicting objectives and strategies. B. deep differences of opinion about how to proceed operationally and strategically. C. important differences in corporate values. D. misunderstandings about appropriate ethical standards. E. Tudo isso.

traditions, and market conditions.

A. host governments enact regulations requiring that products sold locally meet strictly defined . manufacturingspecificationsorperformancestandards. B. there are significant country-to-country differences in customer preferences and buying habits. C. diverse and complicated trade restrictions of host governments preclude the use of a uniform strategy.

from country to country. D. there are significant country to country differences in distribution channels and marketing methods. E. Tudo isso.

versions for different countries.

and that it does not promote the building of a single unified competitive advantage in all country markets.

where a company competes.

A. employs the same basic competitive approach in all countries where it operates. B. sells much of the same products everywhere. C. strives to build global brands. D. coordinates its actions worldwide with strong headquarters control represents a think-global, act-global.

abordagem. E. Tudo isso.

uniform global strategy.

broad differentiation and striving to strongly differentiate its products in one country from the products it sells in other countries.

A. pursuing the same basic competitive strategic theme (low cost, differentiation, best cost, and focused) . inallcountrieswherethefirmdoesbusiness. B selling much the same products under the same brand names everywhere and expanding into most, if . not all, nations where there is significant buyer demand. C. integrating and coordinating the company's strategic moves worldwide. D. utilizing the same competitive capabilities, distribution channels, and marketing approaches.

no mundo todo. E. Tudo isso.

attributes to better satisfy local buyers and to adjust production, distribution, and marketing to be.

responsive to local market conditions.

match local market conditions.

valuable competencies and capabilities from one country to another, and allow for cross-border.

from its domestic operations to its operations in foreign markets.

A. there are significant scale economies in performing an activity. B. the costs of manufacturing or other activities are significantly lower in some geographic locations than.

in others. Cwhen there is a steep learning or experience curve associated with performing an activity in a single . location (thus making it economical to serve the whole world market from just one or maybe a few.

locations). D. certain locations have superior resources, allow better coordination of related activities, or offer other.

valuable advantages. E. Tudo isso.

A. when high transportation costs make it expensive to operate from central locations. B. whenever buyer-related activities are best performed in locations close to buyers.

C if diseconomies of large size exist, thereby making it more economical to perform an activity on a . smallerscaleinseveraldifferentlocations. D when it is desirable to hedge against (1) the risks of fluctuating exchange rates, (2) supply interruptions . or (3) adverse political developments. E. Tudo isso.

A. Promotes fair trade practices. B. Actively polices dumping. C. Deals with the rules of trade between nations.

D. Helps producers, exporters, and importers conduct business. E. Tudo isso.

A. Trying to change the local market to better match the way the company does business elsewhere. B. Being prepared to modify aspects of the company's business model to accommodate local.

circunstâncias. C. Preparing to compete on the basis of low price. D Staying away from those emerging markets where it is impractical to modify the company's business . modeltoaccommodatelocalcircumstances. E. Tudo isso.

A. Prepare to compete on the basis of low price. B. Modify aspects of a company's business model and/or strategy to accommodate local customs. C. Attempt to modify the local market to do business in the manner that the company uses elsewhere. D. Avoid markets where it is impractical or uneconomic to do business in such a way as to accommodate.

local circumstances. E. Tudo isso.

strategies to defend against expansion-minded multinationals.

P 202 203 which of the following are not generic.

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1. (p. 206- 207) The reasons why a company opts to expand outside its home market include.

A. gaining access to new customers for the company's products/services.

B. spreading its business risk across a wider market base.

C. achieving lower costs and enhancing the company's competitiveness.

D. a desire to capitalize on its core competencies and capabilities.

2. (p. 206-207) Which of the following is not a typical reason for companies to expand into the markets of foreign countries?

A. To gain access to new customers.

B. To strengthen its capability to employ vertical integration strategies, especially those that involve partial integration (building positions in selected stages of the industry's value chain)

C. To achieve lower costs and enhance the firm's competitiveness.

D. To capitalize on company competencies and capabilities.

E. To spread business risk across a wider geographic market base.

3. (p. 206-207) Which one of the following is not a reason why a company decides to enter foreign markets?

A. To spread business risk across a wider geographic market base.

B. To capitalize on company competencies and capabilities.

C. To achieve lower costs and enhance the firm's competitiveness.

D. To gain economic incentives offered by governments of developing countries wishing to expand industry and job creation.

E. To gain access to more buyers for the company's products/services.

4. (p. 207) Why is crafting a strategy to compete in one or more foreign markets inherently complex?

A. Because factors that affect industry competitiveness vary from country to country.

B. Because of the potential for location-based advantages in certain countries.

C. Because different government policies and economic conditions make the business climate more favorable in some countries than others.

D. Because of the risks for shifts in currency exchange r ates.

5. (p. 207-208) Which of the following is not an accurate statement as concerns competing in the markets of foreign countries?

A. A multi-country strategy is generally superior to a global strategy.

B. There are country-to-country differences in consumer buying habits and buyer tastes and preferences.

C. A company must contend with fluctuating exchange rates and country-to-country variations in host government restrictions and requirements.

D. Product designs suitable for one country are often inappropriate in another.

E. Market growth rates vary from country to country.

6. (p. 208-209) Competing in the markets of foreign countries entails dealing with such factors as.

A. fluctuating exchange rates, country-to-country variations in host government restrictions and requirements, and country-to-country variations in cultural, demographic, and market conditions.

B. important country-to-country differences in consumer buying habits and buyer tastes and.

C. whether to customize the company's offerings in each different country market or whether to offer a mostly standardized product worldwide.

D. the fact that product designs suitable for one country are sometimes inappropriate in another.

7. (p. 208-209) Competing in the markets of foreign countries generally does not involve which of the following?

A. Country-to-country differences in consumer buying habits and buyer tastes and preferences.

B. Country-to-country variations in host government restrictions and requirements and fluctuating exchange rates.

C. Whether to customize the company's offerings in each different country market or whether to offer a mostly standardized product worldwide.

D. In which countries to locate company operations for maximum locational advantage, given country-to-country variations in wages rates, worker productivity, energy costs, tax rates, and the like.

E. Crafting a multi-domestic strategy that works just as well in one country as in another and that also has the appeal of turning the world market into a mostly homogeneous market.

8. (p. 214) One of the biggest strategic challenges to competing in the international arena include.

A. how to avoid the risks of shifting exchange rates.

B. whether to charge the same price in all country markets.

C. how many foreign firms to license to produce and distribute the company's products.

D. whether to offer a mostly standardized product worldwide or whether to customize the company's offerings in each different country market to more precisely match the tastes and preferences of local buyers.

E. whether to pursue a global strategy or an international strategy.

9. (p. 209) One important concern a company has in trying to compete successfully in foreign markets is.

A. convincing shippers to keep cross-country transportation costs low enough that the company can export its goods to foreign countries cheaply.

B. whether it will have to integrate forward into wholesale and/or retail activities in order to gain visibility for its products in foreign countries.

C. how it can gain competitive advantage based on where it locates its various value chain activities.

D. how to convince local government officials to reduce tariffs on the imports of its goods into their country.

E. developing the expertise to avoid the impact of fluctuating exchange rates.

C. how it can gain competitive advantage based on where it locates its various value chain activities.

10. (p. 210) Cross-country variations in government policies and economic conditions affect.

A. the establishment of investment priorities and steering corporate resources.

B. opportunities available to foreign entrants and the risks of operating within that country.

C. the ability of foreign markets to remain competitive.

D. the ability of weak-performing businesses to stage a narrow base for business operations.

E. cross-business opportunities such as transferring skills or technology to the new market.

B. opportunities available to foreign entrants and the risks of operating within that country.

11. (p. 211) Which of the following is not a typical host government requirement that affects the operations of foreign companies?

A. Establishing local content requirement on goods made inside their borders by foreign companies.

B. Having rules and policies that protect local companies from foreign competition.

C. Placing restrictions on exports to ensure adequate local supplies.

D. Requiring foreign companies to use vertical integration to support operations of local companies.

E. Imposing burdensome tax structures and regulatory requirements upon foreign companies doing business within their borders.

D. Requiring foreign companies to use vertical integration to support operations of local companies.

12. (p. 211) The difference between political risks and economic risks is that.

A. political risks stem from instability or weakness in national governments while economic risks stem from the stability of a country's monetary system, economic and regulatory policies.

B. political risks stem from stability in foreign business and economic risks stem from an excess of property right protections.

C. political rights stem from hostility to foreign business while economic risks stem from the instability of the monetary system.

D. political risks stem from risks due to exchange rate fluctuations and economic risks stem from hostility to foreign business.

E. political risks stem from stability of a country's monetary system and economic risks stem from instability in national business.

A. political risks stem from instability or weakness in national governments while economic risks stem from the stability of a country's monetary system, economic and regulatory policies.

13. (p. 212) A U. S. manufacturer that exports goods made at its U. S. plants for shipment to foreign markets.

A. is competitively disadvantaged when the U. S. dollar declines in value against the currencies of the countries to which it is exporting.

B. is largely unaffected by fluctuating exchange rates; it would, however, be affected if its plants were in foreign countries.

C. becomes more competitive in foreign markets when the U. S. dollar gains in value against the currencies of the countries to which it is exporting.

D. becomes more competitive in foreign markets when the U. S. dollar declines in value against the currencies of the countries to which it is exporting.

E. has no interest in whether the dollar grows stronger or weaker versus foreign currencies unless it is competing only against companies located in foreign countries.

D. becomes more competitive in foreign markets when the U. S. dollar declines in value against the currencies of the countries to which it is exporting.

14. (p. 212) A European manufacturer that exports goods made at its European plants to the United States.

A. is competitively disadvantaged when the euro declines in value against the U. S. dollar.

B. is largely unaffected by fluctuating exchange rates between the euro and the U. S. dollar; it would, however, be affected if its plants were in the U. S.

C. becomes more competitive in the U. S. market when the euro declines in value against the U. S.

D. becomes more competitive in European markets when the euro declines in value against the U. S.

E. has no interest in whether the euro grows stronger or weaker versus the U. S. dollar unless its chief competitors are other companies located in countries whose currency is also the euro.

C. becomes more competitive in the U. S. market when the euro declines in value against the U. S.

15. (p. 212-213) A U. S. company that makes all of its goods at a plant in Brazil and then exports the Brazilian-made goods to country markets across the world.

A. is competitively disadvantaged when the U. S. dollar declines in value against the Brazilian real.

B. is competitively advantaged when the Brazilian real declines in value against the currencies of the countries to which the Brazilian-made goods are being exported.

C. becomes less competitive in foreign markets when the Brazilian real declines in value against the currencies of the countries to which the Brazilian-made goods are being exported.

D. is competitively advantaged when the U. S. dollar appreciates in value against the Brazilian real.

E. is unaffected by changes in the valuation of foreign currencies against the Brazilian real—all that matters to a U. S. company is the valuation of the U. S. dollar against the Brazilian real.

B. is competitively advantaged when the Brazilian real declines in value against the currencies of the countries to which the Brazilian-made goods are being exported.

16. (p. 212-213) A European-based company that makes all of its goods at a plant in Brazil and then exports the Brazilian-made goods to country markets in many different parts of the world.

A. is competitively disadvantaged when the euro declines in value against the Brazilian real.

B. is competitively disadvantaged when the Brazilian real declines in value against the currencies of the countries to which the Brazilian-made goods are being exported.

C. becomes less competitive in foreign markets when the Brazilian real gains in value against the currencies of the countries to which the Brazilian-made goods are being exported.

D. is competitively advantaged when the euro appreciates in value against the Brazilian real.

E. has no interest in whether the euro grows stronger or weaker versus the Brazilian real unless its chief competitors are other companies located in countries whose currency is also the euro.

C. becomes less competitive in foreign markets when the Brazilian real gains in value against the currencies of the countries to which the Brazilian-made goods are being exported.

17. (p. 212-213) One of the big risks of competing in foreign markets is.

A. the extent to which the advantages of exporting goods from a particular country can be wiped out when fluctuating exchange rates result in that country's currency growing much weaker relative to the currencies of the countries to which the goods are being exported.

B. whether the economies of foreign countries will continue to grow at double digit rates.

C. the fact that some countries have lower wage rates than others.

D. the potential for local government officials to reduce tariffs on the imports of its goods into their country.

E. the extent to which the advantages of manufacturing goods in a particular country can be wiped out when fluctuating exchange rates result in that country's currency growing stronger relative to the.

currencies of the countries where the output is being sold.

18. (p. 212-213)The advantages of manufacturing goods in a particular country and exporting them to foreign markets.

A. are largely unaffected by fluctuating exchange rates.

B. are greatest when local distributors and dealers in that country can be convinced not to carry products that are made outside the country's borders.

C. can be wiped out when that country's currency grows weaker relative to the currencies of the countries where the output is being sold.

D. are weakened when that country's currency grows stronger relative to the currencies of the countries where the output is being sold.

E. are seriously compromised by the potential for local government officials to raise tariffs on the imports of foreign-made goods into their country.

D. are weakened when that country's currency grows stronger relative to the currencies of the countries where the output is being sold.

19. (p. 212-213) Which of the following statements concerning the effects of fluctuating exchange rates on companies competing in foreign markets is not accurate?

A. Fluctuating exchange rates pose significant risks to a company's competitiveness in foreign markets.

B. The advantages of manufacturing goods in a particular country are largely unaffected by fluctuating exchange rates.

C. Exporters win when the currency of the country from which the goods are being exported grows weaker relative to the currencies of the countries that the goods are being exported to.

D. The advantages of manufacturing goods in a particular country can be undermined when that country's currency grows stronger relative to the currencies of the countries where the output is being sold.

E. Domestic companies under pressure from lower-cost imports are benefited when their government's currency grows weaker in relation to the currencies of the countries where the imported goods are being made.

B. The advantages of manufacturing goods in a particular country are largely unaffected by fluctuating exchange rates.

20. (p. 212- 213) Which of the following statements concerning the effects of fluctuating exchange rates on companies competing in foreign markets is true?

A. Fluctuating exchange rates do not pose significant risks to a company's competitiveness in foreign markets.

B. The advantages of manufacturing goods in a particular country are largely unaffected by fluctuating exchange rates.

C. Companies that are manufacturing goods in a particular country and are exporting much of what they produce are disadvantaged when that country's currency grows weaker relative to the currencies of the countries that the goods are being exported to.

D. Companies that are manufacturing goods in a particular country and are exporting much of what they produce are benefited when that country's currency grows weaker relative to the currencies of the countries that the goods are being exported to.

E. Domestic companies under pressure from lower-cost imports are hurt even more when their government's currency grows weaker in relation to the currencies of the countries where the imported goods are being made.

21. (p. 212- 213) Which of the following statements concerning the effects of fluctuating exchange rates on companies competing in foreign markets is true?

A. Fluctuating exchange rates pose significant risks to a company's competitiveness in foreign markets.

B. The advantages of manufacturing goods in a particular country are largely unaffected by fluctuating exchange rates.

C. Companies that are manufacturing goods in a particular country and are exporting much of what they produce lose out when that country's currency grows weaker relative to the currencies of the countries that the goods are being exported to.

D. The advantages of manufacturing goods in a particular country improve when that country's currency grows stronger relative to the currencies of the countries where the output is being sold.

A. Fluctuating exchange rates pose significant risks to a company's competitiveness in foreign markets.

22. (p. 214) Companies operating in a cross-country marketplace have to respond to.

A. whether to customize their offerings in each different country market to match the tastes and preferences of local buyers.

B. whether to pursue a strategy of offering a mostly standardized product worldwide.

C. how much to customize their offerings in each different country market to match the tastes and preferences of local buyers.

D. None of these.

23. (p. 214) Which of the following statements regarding multidomestic competition is false?

A. One of the features of multidomestic competition is that buyers in different countries are attracted to different product attributes.

B. With multidomestic competition, the power and strength of a company's strategy and resource capabilities in one country significantly enhance its competitiveness in other country markets.

C. One of the features of multidomestic competition is that industry conditions and competitive forces in each national market differ in important respects.

D. One of the features of multidomestic competition is that the mix of competitors in each country.

market varies from country to country.

E. With multidomestic competition, rivals battle for national championships and winning in one country market does not necessarily signal the ability to fare well in other countries.

B. With multidomestic competition, the power and strength of a company's strategy and resource capabilities in one country significantly enhance its competitiveness in other country markets.

24. (p. 214) Multidomestic competition refers to situations where.

A. no domestic companies have king-sized market shares and each national market has many competitors.

B. competition in one national market is independent of competition in other national markets and, as a consequence, there is strictly speaking no "international or world market."

C. domestic rivals pursue focused or market niche strategies and do not compete internationally.

D. domestic companies have a competitive disadvantage in competing with foreign rivals that operate in many different countries.

E. most competitors operate in more than two country markets but rarely in more than 20.

B. competition in one national market is independent of competition in other national markets and, as a consequence, there is strictly speaking no "international or world market."

25. (p. 214) Multidomestic competition is best characterized as a situation where.

A. the competitive arena among rival companies involves several neighboring countries rather than either a single country or the world market as a whole.

B. competition is mainly among the domestic companies of a few neighboring countries (five countries at most).

C. there are extensive trade restrictions, sharply fluctuating exchange rates, and high tariff barriers in many country markets that work against the formation of a true world market.

D. competition among domestic companies predominates and foreign competitors are a minor factor.

E. there is no international or global market, just a collection of mostly self-contained country markets.

26. (p. 215) Which of the following statements regarding global competition is false?

A. In global competition, rivals vie for worldwide market leadership.

B. In globally competitive industries, the power and strength of a company's strategy and resource capabilities in one country significantly enhance its competitiveness in other country markets.

C. In global competition, a firm's overall competitive advantage (or disadvantage) grows out of its entire worldwide operations.

D. In global competition, there's more cross-country variation in industry conditions and competitive forces than there is in industries where multidomestic competition prevails.

E. In global competition, many of the same rival companies compete against each other in many different countries, but especially so in countries where sales volumes are large and where having a competitive presence is strategically important to building a strong global position in the industry.

D. In global competition, there's more cross-country variation in industry conditions and competitive forces than there is in industries where multidomestic competition prevails.

27. (p. 214- 215) Which of the following statements regarding multidomestic and global competition is false?

A. In global competition, rivals vie for worldwide market leadership and the leading competitors compete head-to-head in the markets of many different countries.

B. In globally competitive industries, a company's competitive position in one country both affects and is affected by its position in other countries.

C. One of the features of multidomestic competition is there is greater cross-country variation in market conditions and the nature of the competitive contest among rivals than tends to be the case in globally competitive markets.

D. With multidomestic competition, the competitive contest is localized, with rivals battling for national market leadership; moreover, winning in one country market does not necessarily signal that a company has the ability to fare well in the markets of other countries.

E. In global competition, the size of a firm's worldwide competitive advantage (or disadvantage) equals the sum of the competitive advantages (or disadvantages) it has in each country market where it competes.

28. (p. 215) The characteristics of a world market where global competition prevails include.

A. a market situation where competitive conditions across national markets are linked strongly enough to form a true world market and where leading competitors typically compete head to head in many different countries.

B. minor cost variations from country-to-country (as concerns production, distribution, sales and marketing, and other primary components of the industry value chain) and minimal cross-country trade restrictions.

C. a competitive environment comprised of so many competitors that no company has a sizable worldwide market share.

D. many companies racing for global market leadership, with most contenders using the same basic type of competitive strategy and positioned in the same strategic group.

E. low barriers to entry, such as large number of rivals that the actions of any one rival have little impact on the sales and market shares of other rivals, and key success factors that vary from country to country.

29. (p. 215) In global competition.

A. the leading companies compete for having the biggest share of the world market, but only occasionally compete head-to-head in different countries.

B. the markets in various countries are part of the world market and competitive conditions across country markets are strongly linked.

C. a company's overall market strength is the sum of its market shares in each country market where it has a presence.

D. the industry leaders are foreign companies; domestic companies are relegated to runner-up status.

E. a firm's overall competitive advantage is determined by the size of the competitive advantage it has in each of its profit sanctuaries.

B. the markets in various countries are part of the world market and competitive conditions across country markets are strongly linked.

30. (p. 216) The generic strategic options for competing in foreign markets include.

A. global low-cost, global differentiation, global best-cost, and global focus strategies.

B. maintaining a national (one-country) production base and exporting goods to foreign markets.

C. licensing foreign firms to produce and distribute one's products or to use the company's technology.

D. a custom-tailored country-by-country approach based on meeting the particular needs of particular buyers in each target country.

31. (p. 216) Which of the following is not one of the generic strategy options for competing in the markets of foreign countries?

A. A profit sanctuary strategy.

B. An export strategy.

C. A global strategy.

D. A multicountry strategy.

E. A franchising strategy.

A. A profit sanctuary strategy.

32. (p. 216) Which of the following are generic strategy options for competing in foreign markets?

A. Maintaining a national (one-country) production base and exporting goods to foreign markets.

B. Global strategies keyed either to low-cost or differentiation.

C. Franchising and licensing strategies.

D. A multicountry strategy (where a company pursues a custom-tailored country-by-country approach in accordance with local competitive conditions and buyer tastes and preferences)

33. (p. 216) Which of the following are(is) not generic strategy options for competing in foreign markets?

A. An export strategy and a multidomestic strategy.

B. Global strategies keyed either to low-cost or differentiation.

C. Cross-border transfer strategies and home-field advantage strategies.

D. Using strategic alliances and joint ventures with foreign competitors as the primary vehicles for entering and competing in foreign markets.

E. Franchising and licensing strategies.

C. Cross-border transfer strategies and home-field advantage strategies.

34. (p. 216-217) Using domestic plants as a production base for exporting goods to selected foreign country markets.

A. can be an excellent initial strategy to test the international waters and learn if attractive market positions can be established in foreign markets.

B. can be a competitively successful strategy when a company is focusing on vacant market niches in each foreign country and does not have to compete head-to-head against strong host country competitors.

C. can be a powerful strategy since a company can maintain a one-country production base allowing it to capitalize on company competencies and capabilities.

D. is usually a weak strategy when competitors are pursuing multi-country strategies.

E. can be a powerful strategy because a company is not vulnerable to fluctuating exchange rates.

A. can be an excellent initial strategy to test the international waters and learn if attractive market positions can be established in foreign markets.

35. (p. 217) Advantages of using an export strategy to build a customer base in foreign markets include.

A. being able to minimize shipping costs, avoid tariffs, and curb the effects of fluctuating exchange.

B. minimizing risk and capital requirements.

C. being cheaper and more cost effective than licensing and franchising.

D. being cheaper and more cost effective than a multicountry strategy.

E. being more suited to accommodating local buyer tastes and host government regulations than a.

B. minimizing risk and capital requirements.

36. (p. 217) Which is false as concerns use of an export strategy to compete in foreign markets?

A. One advantage of an export strategy is the ability to test the international waters before having to commit substantial sums to establishing operations in foreign countries—the amount of capital required to begin exporting is frequently quite minimal.

B. Exporting carries the risk of being vulnerable to adverse shifts in currency exchange rates.

C. An export strategy is especially well suited to accommodating the different needs and preferences of buyers in different countries.

D. An export strategy may allow a company to gain additional scale economies from centralizing.

production in one or several giant plants.

E. An export strategy is disadvantageous when costs in the country where the goods are being manufactured for export are higher than the costs in those locations where rivals have their plants.

C. An export strategy is especially well suited to accommodating the different needs and preferences of buyers in different countries.

37. (p. 217) The advantages of using a licensing strategy to participate in foreign markets include.

A. being especially well suited to achieve scale economies.

B. being able to charge lower prices than rivals.

C. enabling a company to achieve first-mover advantages quickly and easily.

D. being able to leverage the company's technical know-how or patents without committing significant additional resources to markets that are unfamiliar, politically volatile, economically uncertain, or otherwise risky.

E. being able to achieve higher product quality and better product performance than with an export strategy.

38. (p. 218) The advantages of using a franchising strategy to pursue opportunities in foreign markets include.

A. having franchisees bear most of the costs and risks of establishing foreign locations and requiring the franchiser to expend only the resources to recruit, train, and support foreign franchisees.

B. being particularly well suited to the global expansion efforts of companies with multidomestic strategies.

C. allowing a company to achieve scale economies.

D. being well suited to companies who employ cross-border transfer strategies.

E. being well suited to the global expansion efforts of manufacturers.

A. having franchisees bear most of the costs and risks of establishing foreign locations and requiring the franchiser to expend only the resources to recruit, train, and support foreign franchisees.

39. (p. 218) The advantages of using an acquisition strategy to pursue opportunities in foreign markets include.

A. having a high level of control and speed as an entry strategy to overcome trade barriers.

B. allowing a company to achieve scalable economies.

C. eliminating the costs and risks associated with establishing a foreign business location.

D. being able to achieve variable product quality and competitive product performance.

E. being able to export goods at higher costs than rivals in those locations.

40. (p. 218) A greenfield venture in a foreign market is.

A. one where the company creates a subsidiary business by setting up all aspects of the operation upon entering the market from the ground up.

B. one where foreign facilities and marketing strategies are shared with local businesses.

C. one where the company learns through training by the foreign entity on how to compete.

D. one that supports exports into a foreign market by marketing indirectly thru local rivals.

E. one that offers lower risk and a faster path to returns.

41. (p. 219-220) Strategic alliances, joint ventures, and cooperative agreements between domestic and foreign firms are a potentially fruitful means for the partners to.

A. enter additional country markets and compete on a more global scale while still preserving their independence.

B. gain better access to scale economies in production and/or marketing.

C. fill competitively important gaps in their technical expertise and/or knowledge of local markets.

D. share distribution facilities and dealer networks, thus mutually strengthening their access to buyers.

42. (p. 219-220) Which of the following is not a potential benefit of strategic alliances or other cooperative arrangements between foreign and domestic companies?

A. Gaining wider access to attractive country markets.

B. Gaining better access to scale economies in production and/or marketing.

C. Filling competitively important gaps in their technical expertise and/or knowledge of local markets.

D. Greater ability to employ a global strategy (as opposed to a multicountry strategy)

E. Sharing distribution facilities and dealer networks, thus mutually strengthening their access to buyers.

D. Greater ability to employ a global strategy (as opposed to a multicountry strategy)

43. (p. 222) Strategic alliances between domestic and foreign firms are more effective.

A. in building multiple profit sanctuaries than in forging a mutually supportive global strategy.

B. in reducing supply chain costs than in reducing distribution costs.

C. in helping establish a new beachhead of opportunity than in achieving and sustaining global market leadership.

D. in helping the partners pursue a multidomestic strategy as compared to a global strategy.

E. in helping the partners pursue a global strategy as compared to a multidomestic strategy.

C. in helping establish a new beachhead of opportunity than in achieving and sustaining global market leadership.

44. (p. 220-222) Which of the following is not one of the problems and risks of strategic alliances between domestic and foreign firms?

A. Overcoming language and cultural barriers.

B. The amount of time required to build trust, effective communication, and coordination between allies.

C. Developing mutually agreeable ways of dealing with key issues or differences.

D. Making it harder to pursue a multidomestic strategy as compared to a global strategy.

E. Suspicions about whether allies are being forthright in exchanging information and expertise.

D. Making it harder to pursue a multidomestic strategy as compared to a global strategy.

45. (p. 222) Which of the following is the role of local managers to experienced multinational companies?

A. To contribute needed understanding of local market conditions, local buying habits, local ways of doing business.

B. To run the local operations for the company.

C. To understand how "the system" works to detour the hazards of collaborative alliances with local companies.

D. To serve as conduits for the flow of information between the corporate office and local operations.

46. (p. 223) When a company operates in the markets of two or more different countries, its foremost strategic issue is.

A. whether to use strategic alliances to help defeat its rivals.

B. whether to vary the company's competitive approach to fit specific market conditions and buyer preferences in each host country or whether to employ essentially the same strategy in all countries.

C. whether to maintain a national (one-country) manufacturing base and export goods to the other countries.

D. choosing which foreign companies to team up with via strategic alliances or joint ventures.

E. whether to test the waters with an export strategy before committing to some other competitive approach.

B. whether to vary the company's competitive approach to fit specific market conditions and buyer preferences in each host country or whether to employ essentially the same strategy in all countries.

47. (p. 223-224) A "think local, act local" multidomestic type of strategy.

A. is very risky, given fluctuating exchange rates and the propensity of foreign governments to impose tariffs on imported goods.

B. is usually defeated by a "think global, act global" type of strategy.

C. becomes more appealing the bigger the country-to-country differences in buyer tastes, cultural traditions, and market conditions.

D. is generally an inferior strategy when one or more foreign competitors is pursuing a global low-cost strategy.

E. can defeat a global strategy if the "think local, act local" multicountry strategist concentrates its efforts exclusively in those foreign markets which have superior resources.

C. becomes more appealing the bigger the country-to-country differences in buyer tastes, cultural traditions, and market conditions.

48. (p. 223-224) The strength of a "think local, act local" multidomestic strategy is that.

A. it matches a company's competitive approach to prevailing market and competitive conditions in each country market, country by country.

B. each of a company's country strategies is almost totally different from and unrelated to its strategies in other countries.

C. the plants located in different countries can be operated independent of one another, thus promoting greater achievement of scale economies.

D. it avoids host country ownership requirements and import quotas.

E. it eliminates the costs and burdens of trying to coordinate the strategic moves undertaken in one country with the moves undertaken in the other countries.

A. it matches a company's competitive approach to prevailing market and competitive conditions in each country market, country by country.

49. (p. 223-224) A "think local, act local" multidomestic strategy works particularly well when.

A. host governments enact regulations requiring that products sold locally meet strictly-defined manufacturing specifications or performance standards.

B. there is significant country-to-country differences in customer preferences and buying habits.

C. diverse and complicated trade restrictions of host governments preclude the use of a uniform strategy from country-to-country.

D. there is significant country-to-country differences in distribution channels and marketing methods.

50. (p. 223) A "think-local, act local" multidomestic strategy entails.

A. a narrow product line aimed at serving buyers in the same segments of country markets worldwide.

B. giving local managers considerable strategy-making latitude and often producing different product versions for different countries.

C. aggressive efforts to locate facilities in those country markets which have superior resources.

D. pursuing strong product differentiation and competing in many buyer segments.

E. extensive efforts to transfer a company's competencies and resource strengths from one country to another so as to keep entry costs into new country markets low.

B. giving local managers considerable strategy-making latitude and often producing different product versions for different countries.

51. (p. 225) In which of the following situations is employing a "think local, act local" multidomestic strategy highly questionable?

A. When a company wished to transfer competencies and resources across country boundaries and is striving to build a single, uniform competitive advantage worldwide.

B. When there are significant country-to-country differences in customer preferences and buying habits industry is characterized by big economies of scale and strong experience curve effects.

C. When the trade restrictions of host governments are diverse and complicated.

D. When there are significant country-to-country differences in distribution channels and marketing methods.

E. When host governments enact regulations requiring that products sold locally meet strictly-defined manufacturing specifications or performance standards.

52. (p. 225) The drawbacks of a localized multidomestic strategy include.

A. hindering the use of cross-border coordination of a company's activities and increasing company vulnerability to adverse shifts in currency exchange rates.

B. making it very difficult to take into account significant country-to-country differences in distribution channels and marketing methods.

C. making it difficult and costly to be responsive to country-to-country differences in customer needs, buying habits, cultural traditions, and market conditions.

D. hindering transfer of a company's competencies and resources across country boundaries and hindering the pursuit of a single, uniform competitive advantage in all country markets where a company operates.

E. being unsuitable for competing in the markets of emerging countries and posing added difficulty in modifying a company's business model to compete on the basis of low price.

53. (p. 225) Two drawbacks of a "think local, act local" multidomestic strategy are.

A. that it is especially vulnerable to fluctuating exchange rates and that it can usually be defeated by companies employing cross-border coordination techniques.

B. excessive vulnerability to fluctuating exchange rates and having to craft a separate strategy for each country market in which the company competes.

C. hindering a company's transfer of competencies and resources across country boundaries (since somewhat different competencies and capabilities are likely to be employed in different host countries) and not promoting the building of a single, unified competitive advantage in all country markets where a company competes.

D. greater exposure to both increases in tariffs and restrictive trade barriers and added difficulty in accommodating the diverse trade restrictions and regulatory requirements of host governments.

E. not being able to export products manufactured in one country to markets in other countries and being largely unsuitable for competing in the markets of emerging countries.

54. (p. 225) A "think global, act global" approach to strategy-making is preferable to a "think local, act local" approach when.

A. a big majority of the company's rivals are pursuing localized multidomestic strategies.

B. country-to-country differences are small enough to be accommodated with the framework of a mostly uniform global strategy.

C. plants need to be scattered across many countries to avoid high shipping costs.

D. market growth rates vary considerably from country to country.

E. host governments enact regulations requiring that products sold locally meet strict manufacturing specifications or performance standards.

B. country-to-country differences are small enough to be accommodated with the framework of a mostly uniform global strategy.

55. (p. 223-225) Which of the following is the most unlikely element of a localized multidomestic strategy?

A. Granting country managers fairly wide strategy-making lattitude.

B. Plants scattered across many host countries, each producing product versions for local area markets.

C. Marketing and distribution adapted to the buying habits, customs, and culture of each host country.

D. Preference for local suppliers (use of some local suppliers may be mandated by host governments)

E. Selling direct to buyers (perhaps via the company's Web site) to avoid having to establish networks of wholesale/retail dealers in each country market.

56. (p. 225) A "think global, act global" approach to crafting a global strategy involves.

A. pursuing the same basic competitive strategy theme (low-cost, differentiation, best-cost, focused) in all countries where the firm does business.

B. selling much the same products under the same brand names everywhere and expanding into most, if not all, nations where there is significant buyer demand.

C. integrating and coordinating the company's strategic moves worldwide.

D. utilizing the same competitive capabilities, distribution channels, and marketing approaches worldwide.

57. (p. 225-226) Which of the following is the most unlikely element of a "think global, act global" approach to crafting a global strategy?

A. Minimal responsiveness to buyer tastes, cultural traditions, and market conditions in each country market.

B. Scattering plants across many countries, with each plant producing product versions for local area markets.

C. Utilizing the same competitive capabilities, distribution channels, and marketing approaches worldwide.

D. Requiring local managers in host countries to stick close to the chosen global strategy.

E. Selling much the same products under same brand names worldwide.

B. Scattering plants across many countries, with each plant producing product versions for local area markets.

58. (p. 226) The approach of a firm using a "think global, act local" version of a global strategy entails.

A. producing and marketing a variety of product versions under the same brand name, with each different version being designed specifically to accommodate the needs and preferences of buyers in a particular country.

B. little or no strategy coordination across countries.

C. pursuing the same basic competitive strategy theme (low-cost, differentiation, best-cost, focused) in all countries where the firm does business but giving local managers some latitude to adjust product attributes to better satisfy local buyers and to adjust production, distribution, and marketing to be responsive to local market conditions.

D. selling the company's products under a wide variety of brand names (often one brand for each country or group of neighboring countries) so that buyers in each country market will think they are buying a locally-made brand.

E. selling numerous product versions (each customized to buyer tastes in one or more countries and sometimes branded for each country) but opting to only sell direct to buyers at the company's Web site so as to bypass the costs of establishing networks of wholesale/retail dealers in each country market.

59. (p. 226) The competitive strategy of a firm pursuing a "think global, act local" approach to strategy-making.

A. entails little or no strategy coordination across countries.

B. usually involves cross-subsidizing the prices in those markets where there are significant country-to-country differences in the product attributes that customers are most interested in.

C. involves selling a mostly standardized product worldwide, but varying a company's use of distribution channels and marketing approaches to accommodate local market conditions.

D. is essentially the same in all country markets where it competes but it may nonetheless give local managers room to make minor variations where necessary to better satisfy local buyers and to better match local market conditions.

E. involves having strongly differentiated product versions for different countries and selling them under distinctly different brand names (one for each country or group of neighboring countries) so that there will be no doubt in customers' minds that the product is more local than global.

60. (p. 225-227) The essential difference between a "think global, act global" and a "think global, act local" approach to strategy-making is that.

A. a "think global, act global" approach entails extensive strategy coordination across countries and a "think global, act local" approach entails little or no strategy coordination across countries.

B. the former aims at implementing the same business model worldwide whereas the latter aims at implementing customized business models to better match local market circumstances.

C. the "think global, act local" approach gives local managers more latitude to make minor strategy variations where necessary to better satisfy local buyers and to better match local market conditions.

D. a "think global, act global" approach involves selling a mostly standardized product worldwide whereas a "think global, act local" approach entails selling products that are highly differentiated from country to country.

E. a "think global, act global" approach involves selling under a single brand name worldwide whereas a "think global, act local" approach entails utilizing multiple brands (typically one for each different country or group of neighboring countries).

61. (p. 223-227) Which of the following does not accurately characterize the differences between a localized multidomestic strategy and a global strategy?

A. A global strategy entails extensive strategy coordination across countries and a multidomestic strategy entails little or no strategy coordination across countries.

B. A global strategy often entails use of the best suppliers from anywhere in the world whereas a multidomestic strategy may entail fairly extensive use of local suppliers (especially where use of local sources is required by host governments).

C. A global strategy tends to involve use of similar distribution and marketing approaches worldwide whereas a multidomestic strategy often entails adapting distribution and marketing to local customs and the culture of each country.

D. A global strategy involves striving to be the global low-cost provider by economically producing and marketing a mostly standardized product worldwide whereas a multidomestic strategy entails pursuing broad differentiation and striving to strongly differentiate its products in one country from the products it sells in other countries.

E. A global strategy relies upon the same technologies, competencies, and capabilities worldwide whereas a multidomestic strategy often entails the use of somewhat different technologies, competencies, and capabilities as may be needed to accommodate local buyer tastes, cultural traditions, and market conditions.

62. (p. 227) In expanding outside its domestic market, one way a company can strive to gain competitive advantage (or offset domestic disadvantages) is by.

A. using a differentiation-based competitive strategy in those country markets with superior resources.

B. deliberately choosing not to compete in countries with high tariffs and high taxes (which then have to be passed along to buyers in the form of higher prices), thus keeping costs and prices lower than rivals.

C. using an export strategy to circumvent the risks of adverse exchange rate fluctuations.

D. using location in a manner that lowers costs or else helps achieve greater product differentiation and allowing for the transfer of competitively valuable competencies and capabilities from its domestic operations to its operations in foreign markets.

E. employing a multidomestic strategy instead of a global strategy.

63. (p. 227) In expanding into foreign markets, a company can strive to gain competitive advantage (or offset domestic disadvantages) by.

A. building a state-of-the-art facility to fully capture scale economies via an export strategy.

B. using export, licensing, or franchising strategies so as to minimize risk and capital investment.

C. locating buyer-related activities in all countries where it sells its product.

D. dispersing its activities among various countries in a manner that lowers costs or else helps achieve greater product differentiation and transferring competitively valuable competencies and capabilities from its domestic operations to its operations in foreign markets.

E. avoiding the use of strategies that entail coordinating its domestic strategic moves with its strategic moves in the various foreign markets that it enters.

64. (p. 227) Which one of the following is not one of the ways a company can strive to gain competitive advantage (or offset domestic disadvantages) by expanding into foreign markets?

A. By competing in both developed and emerging country markets and/or by selling direct to foreign buyers via the company's Web site.

B. By dispersing its activities among various countries in a manner that lowers costs.

C. By transferring competitively valuable competencies and capabilities from its domestic operations to its operations in foreign markets.

D. By dispersing its activities among various countries in a manner that helps achieve greater product differentiation and, and/or working to deepen/broaden its resource strengths and capabilities.

E. By using cross-border coordination of its strategic moves in ways that a domestic-only competitor cannot.

A. By competing in both developed and emerging country markets and/or by selling direct to foreign buyers via the company's Web site.

65. (p. 227) To use location to build competitive advantage, a company that operates multinationally or globally must.

A. employ either an export strategy or a franchising strategy.

B. scatter its production plants across many countries in different parts of the world so as to minimize transportation costs.

C. consider (1) whether to concentrate each activity it performs in a few select countries or disperse performance of the activity to many nations and (2) in which countries to locate particular activities.

D. locate production plants in those countries having suppliers that can supply all the necessary raw materials and components so as to avoid inbound shipping costs.

E. concentrate all of its value chain activities in a single country—the one that has the best combination of low wage rates, low shipping costs, and low tax rates on profits.

66. (p. 227) To use location to build competitive advantage when competing in both domestic and foreign markets, a company must.

A. scatter its production plants across many different country markets so as to minimize the costs of shipping to its own distribution centers and/or to wholesalers/retail dealers.

B. consider (1) whether to concentrate each activity it performs in a few select countries or to disperse performance of the activity to many nations and (2) in which countries to locate particular activities.

C. concentrate buyer-related activities in a few well-chosen locations so as to maximize the capture of distribution-related scale economies.

D. disperse both production and distribution activities across many nations in order to hedge against fluctuating exchange rates and lessen the risks of adverse political developments.

E. avoid selling in countries where there are high trade barriers or where buyers purchase in small quantities.

67. (p. 228) In competing in foreign markets, companies find it advantageous to concentrate their activities in a limited number of locations when.

A. there are significant scale economies in performing an activity.

B. the costs of manufacturing or other activities are significantly lower in some geographic locations than in others.

C. when there is a steep learning or experience curve associated with performing an activity in a single location (thus making it economical to serve the whole world market from just one or maybe a few locations).

D. certain locations have superior resources, allow better coordination of related activities, or offer other valuable advantages.

68. (p. 228) In which of the following circumstances is it not advantageous for a multinational competitor to concentrate its activities in a limited number of locations in order to build competitive advantage?

A. When the costs of performing certain value chain activities are significantly lower in certain geographic locations than in others.

B. When a company has competitively superior patented technology that it can license to foreign partners.

C. When there is a steep learning or experience curve associated with performing an activity in a single location.

D. When certain locations have superior resources, allow better coordination of related activities, or offer other valuable advantages.

E. When there are significant scale economies in performing the activity.

B. When a company has competitively superior patented technology that it can license to foreign partners.

69. (p. 229) Dispersing the performance of value chain activities to many different countries rather than concentrating them in a few country locations tends to be advantageous.

A. when high transportation costs make it expensive to operate from central locations.

B. whenever buyer-related activities are best performed in locations close to buyers.

C. if diseconomies of large size exist, thereby making it more economical to perform an activity on a smaller scale in several different locations.

D. when it is desirable to hedge against (1) the risks of fluctuating exchange rates, (2) supply interruptions or (3) adverse political developments.

70. (p. 229) The competitive advantage opportunities that a global competitor can gain by dispersing performance of its activities across many nations include.

A. being able to shift production from one country to another to take advantage of exchange rate fluctuations, differing wage rates, differing energy costs, or differing trade restrictions.

B. being in better position to choose where and how to challenge rivals.

C. shortening delivery times to customers by having geographically scattered distribution facilities.

D. locating buyer-related activities (such as sales, advertising, after-sale service and technical assistance) close to buyers.

71. (p. 229) Dispersing particular value chain activities across many countries rather than concentrating them in a select few countries can be more advantageous when.

A. buyer-related activities (such as sales, advertising, after-sale service and technical assistance) need to take place close to buyers.

B. buyers demand short delivery times and/or high transportation costs make it uneconomical to operate from one or just a few locations.

C. it helps hedge against the risks of exchange rate fluctuations, supply disruptions, and adverse political developments.

D. there is diseconomies of scale in trying to operate from a single location.

72. (p. 229-230) Transferring core competencies and resource strengths from one country market to another is.

A. a good way for companies to develop broader or deeper competencies and competitive capabilities that can become a strong basis for sustainable competitive advantage.

B. best accomplished with a multidomestic strategy as opposed to a global strategy.

C. feasible only with a global strategy; it can't be done with a multidomestic strategy.

D. unlikely to result in a competitive advantage.

E. nearly always the easiest and most sure-fire way to build competitive advantage in trying to compete successfully in foreign markets.

A. a good way for companies to develop broader or deeper competencies and competitive capabilities that can become a strong basis for sustainable competitive advantage.

73. (p. 229-230) A key approach for a company to grow sales and profits in several country markets is to.

A. transfer its valuable competencies and resource strengths among these markets to aid in the.

development of broader competencies and capabilities.

B. employ a multidomestic strategy rather than a global strategy.

C. locate technical after-sale services close to buyers.

D. minimize transportation costs among these markets.

E. take advantage of less restrictive restrictions and requirements of host governments.

A. transfer its valuable competencies and resource strengths among these markets to aid in the.

development of broader competencies and capabilities.

74. (p. 231) Companies that compete on an international basis have a competitive advantage over their purely domestic rivals.

A. to achieve a larger domestic interest by developing sufficient resource strengths and competitive capabilities for success.

B. to benefit from coordinating activities across different countries' domains.

C. solely for the benefit of their shareholders.

D. that guarantees the generation of big profits, big returns on investment, and big cash surpluses after dividends are paid.

B. to benefit from coordinating activities across different countries' domains.

75. (p. 231) Profit sanctuaries are country markets or geographic regions whereby.

A. a company can rank the competitive advantage opportunities in each industry.

B. a company possesses good strategic fit with other businesses and identifies the value chain where this fit occurs.

C. a company derives substantial profits because of its protected market position or unassailable competitive advantage.

D. a company creates substantial investment strategies because it is losing competitive advantage over competitors.

E. a company that invests its dividends in expanding its foreign market presence.

76. (p. 233) What supports competitive offensives in one market with resources and profits diverted from operations in another market?

A. Cross-market subsidization.

B. Foreign market strategy.

C. Domestic-only company.

D. Home market offensive.

E. Multidomestic company.

77. (p. 234) What can happen when international rivals compete against one another in multiple-country markets?

A. Businesses create attractive industries which would have badly deteriorated.

B. Would create a business line up that consists of too many slow-growth, declining, low-margin, or competitively weak businesses.

C. A greater diversity in the types of value chain activities between each business.

D. The deterrence effect that restrains them from taking aggressive action against one another due to the fear of a retaliatory response that might escalate the battle into a cross-border competitive war.

E. Increased shareholder interests by concentrating corporate resources on foreign business activities to contend for market leadership.

78. (p. 234) Companies racing for global market leadership.

A. generally have to consider establishing competitive positions in the markets of emerging countries.

B. are well-advised to avoid all the risks and problems of competing in emerging country markets.

C. seldom have the resource capabilities it takes to be effective in competing in emerging country markets and usually are at a strong competitive disadvantage to the domestic market leaders.

D. can usually be expected to earn sizable profits quickly in emerging country markets.

E. usually encounter very low barriers in entering the markets of emerging countries.

A. generally have to consider establishing competitive positions in the markets of emerging countries.

79. (p. 235-237) Which of the following is not a typical option that companies have to consider to tailor their strategy to fit the circumstances of emerging country markets?

A. Prepare to compete on the basis of low price.

B. Be prepared to modify aspects of the company's business model to accommodate local circumstances (but not so much that the company loses the advantage of global scale and global branding)

C. Try to change the local market to better match the way the company does business elsewhere.

D. Develop a strategy for the short-term and forget about a long-term strategy because conditions in emerging country markets change so rapidly.

E. Stay away from those emerging markets where it is impractical or uneconomic to modify the company's business model to accommodate local circumstances.

D. Develop a strategy for the short-term and forget about a long-term strategy because conditions in emerging country markets change so rapidly.

80. (p. 235-237) One of the most viable strategic options companies should consider in tailoring their strategy to fit circumstances of emerging country markets include.

A. Try to change the local market to better match the way the company does business elsewhere.

B. Be prepared to modify aspects of the company's business model to accommodate local circumstances.

C. Prepare to compete on the basis of low price.

D. Stay away from those emerging markets where it is impractical to modify the company's business model to accommodate local circumstances.

81. (p. 235-237) Which of the following is an option for tailoring a company's strategy to fit unusual circumstances presented in developing-country markets?

A. Prepare to compete on the basis of low price.

B. Modify aspects of company's business model and/or strategy to accommodate local customs.

C. Attempt to modify the local market to do business in the manner that the company works elsewhere.

D. Avoid markets where it is impractical or uneconomic to do business in such a way as to accommodate local circumstances.

82. (p. 238-240) The basic strategy options for local companies in competing against global challengers include.

A. best-cost provider, focused low cost, and low-cost leadership strategies.

B. export strategies, licensing strategies, and cross-border transfer strategies.

C. utilizing keen understanding of local customer needs and preferences to create customized products or services, developing business models to exploit shortcoming in local infrastructure, and using acquisitions and rapid growth to defend against expansion-minded multinationals.

D. franchising strategies, multidomestic strategies keyed to product superiority, global low-cost leadership strategies, and cross-border coordination strategies.

E. focused differentiation and broad differentiation strategies.

83. (p. 238-240) The best strategy options for a local company in competing against global challengers include.

A. locating buyer related activities, such as sales, advertising, or technical assistance, close to buyers.

B. export strategies, entering into alliances and/or joint ventures with one or more foreign companies having globally competitive strengths, and/or cross-border transfer strategies.

C. export strategies, licensing strategies, franchising strategies, and cross-market coordination strategies.

D. using understanding of local customer preferences to create customized products or services, transferring the company's expertise to cross-border markets, and/or using acquisitions and rapid growth strategies to defend against expansion-minded multinationals.

E. offensives aimed at the global challengers' strengths, promoting anti-dumping legislation, and/or launching some type of guerilla warfare strategy.

84. (p. 238-240) Which of the following is not a viable strategy option for a local company in competing against global challengers?

A. Using cross-market transfer strategies to hedge against the risks of exchange rate fluctuations and adverse political developments.

B. Developing business models to exploit shortcoming in local distribution networks or infrastructure.

C. Taking advantage of low-cost labor and other competitively important local work-force qualities.

D. Transferring a company's expertise to cross-border markets and initiating actions to contend on a global scale.

E. Using acquisitions and rapid growth strategies to defend against expansion-minded multinationals.

A. Using cross-market transfer strategies to hedge against the risks of exchange rate fluctuations and adverse political developments.

Crafting & Executing Strategy with Connect Access Card (19th Edition) View more editions.

Solutions for Chapter 7 Problem 58MCQ.

Problem 58MCQ: Which of the following are NOT generic strategy options for .

1450 step-by-step solutions Solved by professors & experts iOS, Android, & web Get solutions.

Which of the following are NOT generic strategy options for competing in foreign markets?

A. A multidomestic strategy.

B. Global strategies keyed either to low-cost or differentiation.

C. Cross-border transfer strategies and home-field advantage strategies.

D. Using strategic alliances and joint ventures with foreign competitors as the primary vehicles for entering and competing in foreign markets.

Porter's Generic Strategies.

Escolhendo sua rota para o sucesso.

Qual você prefere quando voa: uma companhia aérea barata e sem frescura ou um operador mais caro com níveis de serviço fantásticos e o máximo de conforto? E você já consideraria uma pequena empresa com apenas algumas rotas?

A escolha depende de você, é claro. Mas o ponto que estamos fazendo aqui é que quando você vem reservar um vôo, existem algumas opções muito diferentes disponíveis. Porque isto é assim? A resposta é que cada uma dessas companhias aéreas escolheu uma maneira diferente de obter vantagem competitiva em um mercado lotado.

Neste artigo e vídeo, analisaremos três abordagens descritas por Michael Porter.

Exceda e espere seus rivais escolhendo a estratégia certa para sua organização.

Os operadores sem frescura optaram por reduzir os custos ao mínimo e passar suas economias aos clientes com preços mais baixos. Isso os ajuda a conquistar o mercado e garantir que seus aviões estejam tão cheios quanto possível, diminuindo o custo. As companhias aéreas de luxo, por outro lado, concentram seus esforços em tornar seu serviço o mais maravilhoso possível, e os preços mais altos que eles podem comandar, como resultado, compensam seus custos mais altos.

Enquanto isso, as companhias aéreas menores tentam aproveitar ao máximo seu conhecimento detalhado de apenas algumas rotas para oferecer serviços melhores ou mais baratos do que seus rivais internacionais maiores.

Estratégias genéricas.

These three approaches are examples of "generic strategies," because they can be applied to products or services in all industries, and to organizations of all sizes. Eles foram inicialmente apresentados por Michael Porter, em 1985, em seu livro, "Vantagem competitiva: criar e manter um desempenho superior".

Porter chamou as estratégias genéricas "Liderança de custo" (sem frescura), "Diferenciação" (criando produtos e serviços excepcionalmente desejáveis) e "Foco" (oferecendo um serviço especializado em um nicho de mercado). He then subdivided the Focus strategy into two parts: "Cost Focus" and "Differentiation Focus." Estes são mostrados na Figura 1 abaixo.

Os termos "Cost Focus" e "Differentiation Focus" podem ser um pouco confusos, pois podem ser interpretados como "foco no custo" ou "foco na diferenciação". Lembre-se de que o foco no custo significa enfatizar a minimização de custos dentro de um mercado focado, e o foco de diferenciação significa buscar a diferenciação estratégica dentro de um mercado focado.

A Estratégia de Liderança de Custo.

Porter's generic strategies are ways of gaining competitive advantage – in other words, developing the "edge" that gets you the sale and takes it away from your competitors. Existem duas maneiras principais de conseguir isso dentro de uma estratégia de Liderança de Custo:

Aumentar os lucros através da redução de custos, enquanto cobra preços médios na indústria. Aumentando a participação de mercado através da cobrança de preços mais baixos, enquanto ainda faz um lucro razoável em cada venda, porque você reduziu os custos.

Lembre-se que a Liderança de custo é sobre como minimizar o custo para a organização da entrega de produtos e serviços. O custo ou preço pago pelo cliente é uma questão separada!

A estratégia Cost Liderança é exatamente essa & ndash; Envolve ser o líder em termos de custo em sua indústria ou mercado. Simplesmente estar entre os produtores de menor custo não é bom o suficiente, já que você se deixa aberto para o ataque de outros produtores de baixo custo que podem prejudicar seus preços e, portanto, bloquear suas tentativas de aumentar sua participação de mercado.

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Você precisa estar confiante de que você pode alcançar e manter a posição número um antes de escolher a rota Liderança de custo. As empresas que conseguem alcançar a Liderança de custos geralmente têm:

Acesso ao capital necessário para investir em tecnologia que reduza os custos. Logística muito eficiente. Uma base de baixo custo (mão-de-obra, materiais, instalações) e uma maneira de reduzir de forma sustentável os custos abaixo dos de outros concorrentes.

O maior risco na busca de uma estratégia de Liderança de custos é que essas fontes de redução de custos não são exclusivas para você, e que outros concorrentes copiam suas estratégias de redução de custos. É por isso que é importante encontrar continuamente formas de reduzir todos os custos. Uma maneira bem sucedida de fazer isso é adotando a filosofia Kaizen japonesa de "melhoria contínua".

A Estratégia de Diferenciação.

A diferenciação envolve tornar seus produtos ou serviços diferentes e mais atraentes do que os de seus concorrentes. Como você faz isso, depende da natureza exata da sua indústria e dos produtos e serviços, mas geralmente envolve recursos, funcionalidades, durabilidade, suporte e também imagem de marca que seus clientes valorizam.

To make a success of a Differentiation strategy, organizations need:

Good research, development and innovation. A capacidade de fornecer produtos ou serviços de alta qualidade. Vendas efetivas e marketing, para que o mercado entenda os benefícios oferecidos pelas ofertas diferenciadas.

Large organizations pursuing a differentiation strategy need to stay agile with their new product development processes. Caso contrário, eles arriscam ataques em várias frentes por concorrentes que seguem estratégias de Diferenciação de Foco em diferentes segmentos de mercado.

A Estratégia Focus.

As empresas que usam as estratégias da Focus concentram-se em nichos específicos de mercado e, compreendendo a dinâmica desse mercado e as necessidades exclusivas dos clientes dentro dele, desenvolvem produtos exclusivamente de baixo custo ou bem especificados para o mercado. Como eles atendem os clientes em seu mercado de forma excepcional, eles tendem a criar uma forte lealdade na marca entre seus clientes. Isso torna seu segmento de mercado particular menos atraente para os concorrentes.

As with broad market strategies, it is still essential to decide whether you will pursue Cost Leadership or Differentiation once you have selected a Focus strategy as your main approach: Focus is not normally enough on its own.

Mas se você usa foco de custo ou foco de diferenciação, a chave para alcançar o sucesso de uma estratégia genérica do Focus é garantir que você esteja adicionando algo a mais como resultado de atender apenas a esse nicho de mercado. It's simply not enough to focus on only one market segment because your organization is too small to serve a broader market (if you do, you risk competing against better-resourced broad market companies' offerings).

The "something extra" that you add can contribute to reducing costs (perhaps through your knowledge of specialist suppliers) or to increasing differentiation (though your deep understanding of customers' needs).

Estratégias genéricas aplicam-se também a organizações sem fins lucrativos.

A not-for-profit can use a Cost Leadership strategy to minimize the cost of getting donations and achieving more for its income, while one pursuing a Differentiation strategy will be committed to the very best outcomes, even if the volume of work it does as a result is smaller.

Instituições de caridade locais são ótimos exemplos de organizações que usam estratégias do Focus para obter doações e contribuir com suas comunidades.

Escolhendo a Estratégia genérica correta.

Sua escolha de qual estratégia genérica perseguir sustenta todas as outras decisões estratégicas que você toma, então vale a pena gastar tempo para corrigi-lo.

Mas você precisa tomar uma decisão: o Porter adverte especificamente contra a tentativa de "proteger suas apostas" seguindo mais de uma estratégia. Uma das razões mais importantes por que este é um conselho sábio é que as coisas que você precisa fazer para fazer com que cada tipo de estratégia funcione atraem os diferentes tipos de pessoas. A liderança em custos exige um foco interno muito detalhado nos processos. A diferenciação, por outro lado, exige uma abordagem altamente criativa e voltada para o exterior.

Então, quando você escolher qual das três estratégias genéricas é para você, é vital que você considere as competências e os pontos fortes de sua organização.

Use as seguintes etapas para ajudá-lo a escolher.

Para cada estratégia genérica, realize uma análise SWOT de seus pontos fortes e fracos, e as oportunidades e ameaças que você enfrentaria, se você adotasse essa estratégia.

Tendo feito isso, pode ser claro que é improvável que sua organização seja capaz de fazer sucesso em algumas das estratégias genéricas.

Use Five Forces Analysis to understand the nature of the industry you are in.

Compare as análises SWOT das opções estratégicas viáveis com os resultados da análise de Five Forces. Para cada opção estratégica, pergunte-se como você poderia usar essa estratégia para:

Reduce or manage supplier power. Reduzir ou gerenciar o poder do comprador / cliente. Saia da rivalidade competitiva. Reduzir ou eliminar a ameaça de substituição. Reduzir ou eliminar a ameaça de nova entrada.

Select the generic strategy that gives you the strongest set of options.

As Estratégias genéricas de Porter oferecem um excelente ponto de partida para a tomada de decisões estratégicas.

Uma vez que você fez sua escolha básica, no entanto, ainda existem muitas opções estratégicas disponíveis. O Relógio de Estratégia do Bowman ajuda você a pensar no próximo nível de detalhes, porque ele divide as opções de Porter em oito sub-estratégias. Você também pode usar Análise USP e Análise de Competências Principais para identificar as áreas nas quais você deve focar para se destacar em seu mercado.

Pontos chave.

De acordo com o modelo de Estratégias Genéricas de Porter, existem três opções estratégicas básicas disponíveis para as organizações para ganhar vantagem competitiva. Estes são: Liderança de custos, diferenciação e foco.

As organizações que conseguem a Liderança de custos podem se beneficiar obtendo participação de mercado através da redução de preços (mantendo a lucratividade) ou mantendo os preços médios e, portanto, aumentando os lucros. Tudo isso é conseguido reduzindo os custos para um nível abaixo dos concorrentes da organização.

As empresas que seguem uma estratégia de diferenciação ganham participação de mercado, oferecendo recursos únicos que são valorizados por seus clientes. As estratégias de foco envolvem a realização de Liderança de Custo ou Diferenciação em nichos de mercado de maneiras que não estão disponíveis para jogadores mais abrangentes.

Aplique isso à sua vida.

Pergunte a si mesmo qual é a estratégia genérica da sua organização. Como isso afeta as escolhas que você faz no seu trabalho? Se você estiver em uma organização comprometida com a realização de Liderança de custos, você pode reduzir os custos contratando funcionários menos dispendiosos e treinando-os, ou reduzindo a rotatividade de pessoal? Can you reduce training costs by devising in-house schemes for sharing skills and knowledge amongst team members? Você pode reduzir as despesas usando tecnologia, como videoconferência pela Internet? Se sua organização está buscando uma estratégia de Diferenciação, você pode melhorar o atendimento ao cliente? O Mapeamento da experiência do cliente pode ajudar aqui. Você pode ajudar a promover uma cultura de melhoria contínua e inovação em sua equipe? E se você está trabalhando para uma empresa que tenha escolhido uma estratégia Focus, que conhecimento ou experiência você pode usar ou desenvolver para agregar valor para seus clientes que não está disponível para concorrentes de mercado amplo?

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