A) countries previously open to foreign companies have opened up their markets.
B) countries that previously had market or mixed economies now embrace planned economies.
C) information technology expands the importance of geographic distance.
D) growth-minded companies are racing to build stronger competitive positions in the markets of more countries.
E) All of these.
G) D) and E)
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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.
G) B) and C)
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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 are 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.
G) D) and E)
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C
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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 invests its dividends in expanding its foreign market presence.
G) A) and D)
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A) Cross-market subsidization.
B) A foreign market strategy.
C) A domestic-only company.
D) A home market offensive.
E) A multidomestic company.
G) A) and D)
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A) Gaining wider geographic coverage and access to attractive country markets through the foreign partner's familiarity with the market.
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) A 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.
G) C) and D)
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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.
G) A) and E)
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C
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A) Deciding on the degree to vary its competitive approach to fit the specific market conditions and buyer preferences in each host country.
B) Deciding on the appropriate level of sustainable profitability.
C) Deciding on local responsiveness to product sales in each country.
D) Deciding on the degree of globalization to maintain expansion capabilities.
E) All of these.
G) B) and D)
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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.
G) A) and B)
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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.
G) A) and E)
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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.
G) All of the above
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A) best-cost provider and focused low-cost provider and low-cost leadership strategies.
B) export strategies,licensing strategies,and cross-border transfer strategies.
C) utilizing 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.
G) B) and D)
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A) Porter's five forces model.
B) Porter's Diamond of National Competitive Advantage.
C) Ricardo's economic rule of comparative advantage.
D) International Business Agenda for Global Environment (IBAGE) .
E) All of these.
G) A) and D)
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B
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A) exposed to higher manufacturing costs in the home country than in foreign countries where rivals have plants.
B) subject to the relatively high costs associated with shipping the product to distant foreign countries.
C) affected by adverse shifts occurring in currency exchange rates.
D) dependent on the importing countries' enforcement of tariffs or other trade barriers.
E) affected by both production and shipping costs remaining competitive with rivals.
G) A) and D)
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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.
G) B) and E)
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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.
G) A) and C)
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B) False
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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.
G) None of the above
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