BSG FINAL EXAM QUESTIONS WITH
COMPLETE SOLUTINS RATED A+ FOR
SUCCESS
,Many companies acquire a local business as a means of entering foreign markets
because - ANSWERacquisition is quicker than creating a new subsidiary and building
its entire operations from the ground up, and it may be the least risky and cost-efficient
means of hurdling entry barriers.
Which of the following account for why companies decide to enter foreign markets? -
ANSWERTo gain access to new customers and/or achieve lower costs and thereby
become more cost competitive
Because buyer tastes for a particular product or service sometimes differ substantially
from country to country, - ANSWERcompanies operating in a global marketplace must
wrestle with whether and how much to customize their offerings in each different
country market to match the tastes and preferences of local buyers or whether to
pursue a strategy of offering a mostly standardized product worldwide
The advantages of using a franchising strategy to pursue opportunities in foreign
markets include - ANSWERhaving franchisees bear most of the costs and risks of
establishing foreign locations and requiring the franchiser to expand only the resources
to recruit, train, support, and monitor foreign franchisees.
A company is said to be engaging in "cross market. subsidization" when - ANSWERit
supports a competitive offensive in one market with resources, capabilities, and profits
(cash flows) diverted from operations in other country markets.
Which of the following is not among the various strategic ways a company can establish
a competitive presence in foreign markets? - ANSWERA profit sanctuary strategy
Which of the following statements regarding global competition is false? - ANSWERIn
global competition, there's more cross-country variation in industry conditions and
competitive forces than there is in industries where multicountry competition prevails.
In which one of the following instances is it not advantageous to concentrate a
company's activities in a few locations? - ANSWERWhen the company is striving to
build profit sanctuaries in more than five different countries
Profit Sanctuaries - ANSWERare country markets (or geographic regions) in which a
company derives substantial profits because of its strong or protected market position
Based on the content of Figure 7.2, which of the following is the most unlikely element
of a localized multicountry strategy - ANSWERUsing the best suppliers from anywhere
in the world
, Domestic companies facing competitive pressure from lower-cost imports -
ANSWERbenefit when their government's currency declines in value relative to the
currencies of the countries where the lower cost foreign imports are being manufactured
According to Figure 7.2, which of the following does not accurately characterize the
differences between a localized multicountry strategy and a global strategy? -
ANSWERA global strategy involves striving to be the global low-cost provider by
economically producing and marketing a mostly standardized product worldwide
whereas a multicountry strategy entails pursuing broad differentiation and striving to
strongly differentiate its products in one country from the products it sells in other
countries.
A firm pursuing a "think global, act local" approach to strategy-making -
ANSWERpursues a competitive strategy that is essentially the same in all country
markets where it operates 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.
Which one of the following is among the important strategic issues associated with
competing across national boundaries? - ANSWERWhether to employ essentially the
same basic competitive strategy in all countries or modify the strategy country by
country to better match local market and competitive conditions
Competing in one or more countries or regions of the world causes strategy-making to
be more complex partly because of - ANSWERsizable cross-country differences in
wage rates, worker productivity, inflation rates, energy supplies and costs, tax rates,
and other factors that impact a company's costs and profit prospects.
Which one of the following is not a reason why a company decides to enter foreign
markets? - ANSWERTo build the profit sanctuaries necessary to wage guerilla
offensives against global challengers endeavoring to invade the company's home
market
Competing in one or more countries or regions of the world causes strategy-making to
be more complex because of - ANSWERthe risks of adverse shifts in currency
exchange rates and the presence of important cross-country differences in buyer tastes,
market sizes, and growth potential.
According to Figure 7.2, which one of the following is not a common trait of a global
strategy? - ANSWERDesign manufacturing plants to cost-effectively produce many
different product versions
Which of the following is not one of the strategic ways a company can establish a
competitive presence in foreign markets? - ANSWERUsing the creation of profit
sanctuaries as the primary vehicle for entering foreign markets
COMPLETE SOLUTINS RATED A+ FOR
SUCCESS
,Many companies acquire a local business as a means of entering foreign markets
because - ANSWERacquisition is quicker than creating a new subsidiary and building
its entire operations from the ground up, and it may be the least risky and cost-efficient
means of hurdling entry barriers.
Which of the following account for why companies decide to enter foreign markets? -
ANSWERTo gain access to new customers and/or achieve lower costs and thereby
become more cost competitive
Because buyer tastes for a particular product or service sometimes differ substantially
from country to country, - ANSWERcompanies operating in a global marketplace must
wrestle with whether and how much to customize their offerings in each different
country market to match the tastes and preferences of local buyers or whether to
pursue a strategy of offering a mostly standardized product worldwide
The advantages of using a franchising strategy to pursue opportunities in foreign
markets include - ANSWERhaving franchisees bear most of the costs and risks of
establishing foreign locations and requiring the franchiser to expand only the resources
to recruit, train, support, and monitor foreign franchisees.
A company is said to be engaging in "cross market. subsidization" when - ANSWERit
supports a competitive offensive in one market with resources, capabilities, and profits
(cash flows) diverted from operations in other country markets.
Which of the following is not among the various strategic ways a company can establish
a competitive presence in foreign markets? - ANSWERA profit sanctuary strategy
Which of the following statements regarding global competition is false? - ANSWERIn
global competition, there's more cross-country variation in industry conditions and
competitive forces than there is in industries where multicountry competition prevails.
In which one of the following instances is it not advantageous to concentrate a
company's activities in a few locations? - ANSWERWhen the company is striving to
build profit sanctuaries in more than five different countries
Profit Sanctuaries - ANSWERare country markets (or geographic regions) in which a
company derives substantial profits because of its strong or protected market position
Based on the content of Figure 7.2, which of the following is the most unlikely element
of a localized multicountry strategy - ANSWERUsing the best suppliers from anywhere
in the world
, Domestic companies facing competitive pressure from lower-cost imports -
ANSWERbenefit when their government's currency declines in value relative to the
currencies of the countries where the lower cost foreign imports are being manufactured
According to Figure 7.2, which of the following does not accurately characterize the
differences between a localized multicountry strategy and a global strategy? -
ANSWERA global strategy involves striving to be the global low-cost provider by
economically producing and marketing a mostly standardized product worldwide
whereas a multicountry strategy entails pursuing broad differentiation and striving to
strongly differentiate its products in one country from the products it sells in other
countries.
A firm pursuing a "think global, act local" approach to strategy-making -
ANSWERpursues a competitive strategy that is essentially the same in all country
markets where it operates 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.
Which one of the following is among the important strategic issues associated with
competing across national boundaries? - ANSWERWhether to employ essentially the
same basic competitive strategy in all countries or modify the strategy country by
country to better match local market and competitive conditions
Competing in one or more countries or regions of the world causes strategy-making to
be more complex partly because of - ANSWERsizable cross-country differences in
wage rates, worker productivity, inflation rates, energy supplies and costs, tax rates,
and other factors that impact a company's costs and profit prospects.
Which one of the following is not a reason why a company decides to enter foreign
markets? - ANSWERTo build the profit sanctuaries necessary to wage guerilla
offensives against global challengers endeavoring to invade the company's home
market
Competing in one or more countries or regions of the world causes strategy-making to
be more complex because of - ANSWERthe risks of adverse shifts in currency
exchange rates and the presence of important cross-country differences in buyer tastes,
market sizes, and growth potential.
According to Figure 7.2, which one of the following is not a common trait of a global
strategy? - ANSWERDesign manufacturing plants to cost-effectively produce many
different product versions
Which of the following is not one of the strategic ways a company can establish a
competitive presence in foreign markets? - ANSWERUsing the creation of profit
sanctuaries as the primary vehicle for entering foreign markets
