Question 1

An excellent set of production and sourcing decisions that firms confront would include the following except:

Accepted Answer

A)  from where should the firm supply the target market 
B)  should the firm produce in one plant or many, related or autonomous 
C)  where should research and development be located 
D)  what sort of marketing mix should be used 
A)  from where should the firm supply the target market 
B)  should the firm produce in one plant or many, related or autonomous 
C)  where should research and development be located 
D)  what sort of marketing mix should be used D

Question 2

In some countries,the loss of control of technology is a critical problem with licensing.

Accepted Answer

A) True 
 B)False  True

Question 3

For strategic exporters,Stace suggests that:

Accepted Answer

A)  firms have a clear strategic focus on export markets 
B)  firms target only export markets 
C)  pricing in export markets yields lower strategic returns, or even losses at least in the short run 
D)  firms price to sell production in excess of the needs of the domestic market so long as these sales make a contribution to fixed overhead and profit 
A)  firms have a clear strategic focus on export markets 
B)  firms target only export markets 
C)  pricing in export markets yields lower strategic returns, or even losses at least in the short run 
D)  firms price to sell production in excess of the needs of the domestic market so long as these sales make a contribution to fixed overhead and profit A

Question 4

The sources of core competencies in international companies are:

Accepted Answer

A)  decentralised 
B)  centralised 
C)  both of the above 
D)  none of the above 
A)  decentralised 
B)  centralised 
C)  both of the above 
D)  none of the above

Question 5

The inward-looking perspective of internalisation includes all of the following except:

Accepted Answer

A)  acting as licensor to a foreign company 
B)  importing/sourcing 
C)  acting as licensee from a foreign company 
D)  managing as the wholly owned subsidiary of a foreign firm 
A)  acting as licensor to a foreign company 
B)  importing/sourcing 
C)  acting as licensee from a foreign company 
D)  managing as the wholly owned subsidiary of a foreign firm

Question 6

International aircraft makers like Boeing and Airbus follow a:

Accepted Answer

A)  MNE approach 
B)  global strategy 
C)  transnational strategy 
D)  multi-domestic strategy 
A)  MNE approach 
B)  global strategy 
C)  transnational strategy 
D)  multi-domestic strategy

Question 7

In an integrated network,technical expertise tends to reside in the firm's head office.

Accepted Answer

A) True 
 B)False

Question 8

In order to compete internationally,firms need to possess some degree of understanding of numerous cultures.

Accepted Answer

A) True 
 B)False

Question 9

ANZ Bank's international operations are an example of:

Accepted Answer

A)  multinational strategy 
B)  multi-domestic strategy 
C)  export strategy 
D)  international strategy 
A)  multinational strategy 
B)  multi-domestic strategy 
C)  export strategy 
D)  international strategy

Question 10

In strategic practice and analysis,'global' means between nations or between at least two different countries.

Accepted Answer

A) True 
 B)False

Question 11

The outward-looking perspective of internalisation includes all of the following except:

Accepted Answer

A)  exporting 
B)  managing as the wholly owned subsidiary of a foreign firm 
C)  establishing joint ventures outside the home country with foreign companies 
D)  acting as licensor to a foreign company 
A)  exporting 
B)  managing as the wholly owned subsidiary of a foreign firm 
C)  establishing joint ventures outside the home country with foreign companies 
D)  acting as licensor to a foreign company

Question 12

Describe the four alternative approaches used to manage worldwide operation.

Accepted Answer

1. Multi-domestic strategy.
	The multina

Question 13

The decentralised federation structure is often best for a global strategy

Accepted Answer

A) True 
 B)False

Question 14

Briefly discuss how cultural differences can make international expansion more difficult.

Accepted Answer

Companies that go beyond their

Question 15

The maintenance costs of licensing might include all of the following except:

Accepted Answer

A)  backup services for licensees 
B)  ongoing market research 
C)  expenses for searching for suitable licensees 
D)  none of the above 
A)  backup services for licensees 
B)  ongoing market research 
C)  expenses for searching for suitable licensees 
D)  none of the above

Question 16

The four alternative approaches to managing international strategy are:

Accepted Answer

A)  transglobal, export, international, multi-domestic 
B)  multi-domestic, global, transnational and export 
C)  global, multi-country, transnational, import 
D)  export, multi-domestic, international, transport corridor 
A)  transglobal, export, international, multi-domestic 
B)  multi-domestic, global, transnational and export 
C)  global, multi-country, transnational, import 
D)  export, multi-domestic, international, transport corridor

Question 17

The benefits of licensing are associated with:

Accepted Answer

A)  its limited capital requirements 
B)  its capacity to leverage technology 
C)  both of the above 
D)  none of the above 
A)  its limited capital requirements 
B)  its capacity to leverage technology 
C)  both of the above 
D)  none of the above

Question 18

A multi-domestic strategy:

Accepted Answer

A)  thrives where markets operate under Free Trade Agreements 
B)  faces insignificant competition from companies that operate only in one country 
C)  focuses primarily on national differences to achieve most of its strategic objectives 
D)  is one in which the final products are fundamentally the same for each country 
A)  thrives where markets operate under Free Trade Agreements 
B)  faces insignificant competition from companies that operate only in one country 
C)  focuses primarily on national differences to achieve most of its strategic objectives 
D)  is one in which the final products are fundamentally the same for each country

Question 19

A global strategy:

Accepted Answer

A)  assumes a high need for customer responsiveness and a low need for coordination 
B)  focuses on different means to achieve the best cost and quality positions 
C)  is assessed first at the market level and then at the local product level 
D)  operates as a series of local hierarchies that answer to a global partnership 
A)  assumes a high need for customer responsiveness and a low need for coordination 
B)  focuses on different means to achieve the best cost and quality positions 
C)  is assessed first at the market level and then at the local product level 
D)  operates as a series of local hierarchies that answer to a global partnership

Question 20

The transnational strategy:

Accepted Answer

A)  requires the production of products in large quantities in several countries 
B)  assumes a need for progressive and incremental efficiency across individual markets 
C)  has encouraged firms to disaggregate their activities to harness production and market opportunities 
D)  argues that there is a web of local operations producing a small range in each country 
A)  requires the production of products in large quantities in several countries 
B)  assumes a need for progressive and incremental efficiency across individual markets 
C)  has encouraged firms to disaggregate their activities to harness production and market opportunities 
D)  argues that there is a web of local operations producing a small range in each country

An excellent set of production and sourcing decisions that firms confront would include the following except:

In some countries,the loss of control of technology is a critical problem with licensing.

For strategic exporters,Stace suggests that:

The sources of core competencies in international companies are:

The inward-looking perspective of internalisation includes all of the following except:

International aircraft makers like Boeing and Airbus follow a:

In an integrated network,technical expertise tends to reside in the firm's head office.

In order to compete internationally,firms need to possess some degree of understanding of numerous cultures.

ANZ Bank's international operations are an example of:

In strategic practice and analysis,'global' means between nations or between at least two different countries.

The outward-looking perspective of internalisation includes all of the following except:

Describe the four alternative approaches used to manage worldwide operation.

The decentralised federation structure is often best for a global strategy

Briefly discuss how cultural differences can make international expansion more difficult.

The maintenance costs of licensing might include all of the following except:

The four alternative approaches to managing international strategy are:

The benefits of licensing are associated with:

A multi-domestic strategy:

A global strategy:

The transnational strategy:

What is ‘strategy’?

Analysing business strategy: creating value

Analysing the external environment

Analysing the organisation’s resources and capabilities

Measuring strategic organisation performance

Gap analysis and business-level strategic options

Strategic decision making

Dynamic competitive strategy

Corporate/multi-business strategy

Acquisitions and alliances

Capabilities,systems and structure

Leadership,people and culture

Change management

Filters

Exam 11: International strategy

An excellent set of production and sourcing decisions that firms confront would include the following except:

In some countries,the loss of control of technology is a critical problem with licensing.

For strategic exporters,Stace suggests that:

The sources of core competencies in international companies are:

The inward-looking perspective of internalisation includes all of the following except:

International aircraft makers like Boeing and Airbus follow a:

In an integrated network,technical expertise tends to reside in the firm's head office.

In order to compete internationally,firms need to possess some degree of understanding of numerous cultures.

ANZ Bank's international operations are an example of:

In strategic practice and analysis,'global' means between nations or between at least two different countries.

The outward-looking perspective of internalisation includes all of the following except:

Describe the four alternative approaches used to manage worldwide operation.

The decentralised federation structure is often best for a global strategy

Briefly discuss how cultural differences can make international expansion more difficult.

The maintenance costs of licensing might include all of the following except:

The four alternative approaches to managing international strategy are:

The benefits of licensing are associated with:

A multi-domestic strategy:

A global strategy:

The transnational strategy:

What is ‘strategy’?

Analysing business strategy: creating value

Analysing the external environment

Analysing the organisation’s resources and capabilities

Measuring strategic organisation performance

Gap analysis and business-level strategic options

Strategic decision making

Dynamic competitive strategy

Corporate/multi-business strategy

Acquisitions and alliances

Capabilities,systems and structure

Leadership,people and culture

Change management

Filters