Question Pool: Strategic Management, 12e (Thompson) Chapter 06

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    a.  
    b.  
    c.  
    d.  
    e.  

  2. Which of the following is not a typical reason for companies to expand into the markets of foreign countries?  

    a.  
    b.  
    c.  
    d.  
    e.  

  3. Which of the following is not a typical reason for companies to expand into the markets of foreign countries?  

    a.  
    b.  
    c.  
    d.  
    e.  

  4. A company is said to be an international (or multinational) competitor when  

    a.  
    b.  
    c.  
    d.  
    e.  

  5. A company is said to be a global competitor when  

    a.  
    b.  
    c.  
    d.  
    e.  

  6. The difference between a company that competes "internationally" and a company that competes "globally" is that  

    a.  
    b.  
    c.  
    d.  
    e.  

  7. One of the biggest strategic challenges to competing in the international arena is  

    a.  
    b.  
    c.  
    d.  
    e.  

  8. Which of the following is not an accurate aspect of competing in the markets of foreign countries?  

    a.  
    b.  
    c.  
    d.  
    e.  

  9. Competing in the markets of foreign countries entails dealing with such factors as  

    a.  
    b.  
    c.  
    d.  
    e.  

  10. Competing in the markets of foreign countries entails dealing with such factors as  

    a.  
    b.  
    c.  
    d.  
    e.  

  11. One important concern a company has in maneuvering to achieve competitive advantage in foreign markets is  

    a.  
    b.  
    c.  
    d.  
    e.  

  12. Market features and industry characteristics that work against globally competitive market conditions include  

    a.  
    b.  
    c.  
    d.  
    e.  

  13. The defining characteristic of global competition is  

    a.  
    b.  
    c.  
    d.  
    e.  

  14. The characteristics of a market where global competition prevails include  

    a.  
    b.  
    c.  
    d.  
    e.  

  15. In global competition  

    a.  
    b.  
    c.  
    d.  
    e.  

  16. A global competitor's market strength  

    a.  
    b.  
    c.  
    d.  
    e.  

  17. Multi-country or multi-domestic competition refers to situations where  

    a.  
    b.  
    c.  
    d.  
    e.  

  18. Multi-domestic or multi-country competition is characterized by  

    a.  
    b.  
    c.  
    d.  
    e.  

  19. One good way to distinguish between multicountry competition and global competition is that  

    a.  
    b.  
    c.  
    d.  
    e.  

  20. The strategic approaches to competing in foreign markets include  

    a.  
    b.  
    c.  
    d.  
    e.  

  21. Which of the following is not one of the competitive strategy options for competing in the markets of foreign countries?  

    a.  
    b.  
    c.  
    d.  
    e.  

  22. Which of the following are generic strategy options for competing in foreign markets?  

    a.  
    b.  
    c.  
    d.  
    e.  

  23. Which of the following are not generic strategy options for competing in foreign markets?  

    a.  
    b.  
    c.  
    d.  
    e.  

  24. Using domestic plants as a production base for exporting goods to selected foreign country markets  

    a.  
    b.  
    c.  
    d.  
    e.  

  25. The advantages of using a export strategy to build a customer base in foreign markets include  

    a.  
    b.  
    c.  
    d.  
    e.  

  26. The advantages of using a franchising strategy to pursue opportunities in foreign markets include  

    a.  
    b.  
    c.  
    d.  
    e.  

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    a.  
    b.  
    c.  
    d.  
    e.  

  28. A multicountry strategy  

    a.  
    b.  
    c.  
    d.  
    e.  

  29. The strength of a multicountry strategy is that  

    a.  
    b.  
    c.  
    d.  
    e.  

  30. A multicountry strategy is preferable to a global strategy when  

    a.  
    b.  
    c.  
    d.  
    e.  

  31. The weaknesses of a multi-country strategy are that  

    a.  
    b.  
    c.  
    d.  
    e.  

  32. The product-line strategy of a firm using a multi-country strategic approach would likely entail  

    a.  
    b.  
    c.  
    d.  
    e.  

  33. The marketing and distribution strategy of a firm pursuing a multi-country approach would likely be  

    a.  
    b.  
    c.  
    d.  
    e.  

  34. A company pursuing a multicountry strategy in a globally competitive industry is potentially vulnerable to competition from rivals pursuing a global low-cost leadership strategy and intent on global dominance because  

    a.  
    b.  
    c.  
    d.  
    e.  

  35. Employing a global strategy involves  

    a.  
    b.  
    c.  
    d.  
    e.  

  36. A global strategy is preferable to a multicountry strategy when  

    a.  
    b.  
    c.  
    d.  
    e.  

  37. Which of the following is not a barrier to using a global strategy in world markets?  

    a.  
    b.  
    c.  
    d.  
    e.  

  38. The product-line strategy of a firm using a global strategy would likely entail  

    a.  
    b.  
    c.  
    d.  
    e.  

  39. The production strategy of a firm using a global strategy would likely entail  

    a.  
    b.  
    c.  
    d.  
    e.  

  40. The competitive approach of a firm pursuing a global strategy  

    a.  
    b.  
    c.  
    d.  
    e.  

  41. The production strategy of a firm using a global approach to competing would likely  

    a.  
    b.  
    c.  
    d.  
    e.  

  42. The organizational structure of a firm pursuing a global strategy is likely to involve  

    a.  
    b.  
    c.  
    d.  
    e.  

  43. A global strategy can defeat a multi-country strategy when  

    a.  
    b.  
    c.  
    d.  
    e.  

  44. A global strategist has potential competitive advantage over a multicountry strategist when  

    a.  
    b.  
    c.  
    d.  
    e.  

  45. For a company to gain competitive advantage (or offset domestic disadvantages) by expanding into foreign markets, it needs to  

    a.  
    b.  
    c.  
    d.  
    e.  

  46. Dispersing activities to many locations worldwide can be competitively advantageous when  

    a.  
    b.  
    c.  
    d.  
    e.  

  47. A multinational or global competitor can pursue sustainable competitive advantage by  

    a.  
    b.  
    c.  
    d.  
    e.  

  48. To use location to build competitive advantage, a firm must consider whether  

    a.  
    b.  
    c.  
    d.  
    e.  

  49. In which of the following circumstances is it unnecessary for a firm to concentrate its activities in a limited number of locations in order to build competitive advantage in multinational markets?  

    a.  
    b.  
    c.  
    d.  
    e.  

  50. The competitive advantage opportunities that a global competitor can gain by dispersing performance of its activities across many nations include  

    a.  
    b.  
    c.  
    d.  
    e.  

  51. The classic reason for locating an activity in a particular country is  

    a.  
    b.  
    c.  
    d.  
    e.  

  52. Dispersing particular value chain activities across many countries rather than concentrating them in a select few countries can be more advantageous when  

    a.  
    b.  
    c.  
    d.  
    e.  

  53. Transferring a company's core competencies and resource strengths from one country market to another is  

    a.  
    b.  
    c.  
    d.  
    e.  

  54. Profit sanctuaries  

    a.  
    b.  
    c.  
    d.  
    e.  

  55. A nation becomes a company's profit sanctuary when the company  

    a.  
    b.  
    c.  
    d.  
    e.  

  56. Profit sanctuaries are  

    a.  
    b.  
    c.  
    d.  
    e.  

  57. To successfully use cross-market subsidization to wage a strategic offensive in selected country markets, a company needs to  

    a.  
    b.  
    c.  
    d.  
    e.  

  58. A purely domestic company is vulnerable to competition from a multinational rival with multiple profit sanctuaries because  

    a.  
    b.  
    c.  
    d.  
    e.  

  59. Cross-market subsidization refers to  

    a.  
    b.  
    c.  
    d.  
    e.  

  60. Cross-market subsidization is a particularly powerful competitive weapon when used by  

    a.  
    b.  
    c.  
    d.  
    e.  

  61. One way that domestic-only competitors can ward off competitive attacks from aggressive global competitors with multiple profit sanctuaries is by  

    a.  
    b.  
    c.  
    d.  
    e.  

  62. Strategic alliances and cooperative agreements between domestic and foreign firms are a potentially fruitful means for the partners to  

    a.  
    b.  
    c.  
    d.  
    e.  

  63. Which of the following is not a potential benefit of cooperative arrangements between foreign and domestic companies?  

    a.  
    b.  
    c.  
    d.  
    e.  

  64. Strategic alliances between domestic and foreign firms are more effective  

    a.  
    b.  
    c.  
    d.  
    e.  

  65. The problems and risks of strategic alliances between domestic and foreign firms do not include  

    a.  
    b.  
    c.  
    d.  
    e.  

  66. To make the most of strategic alliances between domestic and foreign firms, companies need to consider such factors as  

    a.  
    b.  
    c.  
    d.  
    e.  

  67. Companies racing for global market leadership  

    a.  
    b.  
    c.  
    d.  
    e.  

  68. Companies that elect to compete in the markets of emerging countries  

    a.  
    b.  
    c.  
    d.  
    e.  

  69. Foreign companies that elect to compete in the markets of emerging countries  

    a.  
    b.  
    c.  
    d.  
    e.  

  70. The basic strategy options for local companies in competing against global challengers include  

    a.  
    b.  
    c.  
    d.  
    e.  

  71. If industry pressures for globalization are weak, the best strategy options for a local company in competing against global challengers include  

    a.  
    b.  
    c.  
    d.  
    e.  

  72. If industry pressures for globalization are strong, the best strategy options for a local company in competing against global challengers include  

    a.  
    b.  
    c.  
    d.  
    e.  

  73. Briefly discuss the special features of competing in foreign markets.  



  74. Discuss in some detail the difference between a multi-country strategy and a global strategy and give the pros and cons of each.  



  75. What circumstances call for use of a multi-country strategy for competing in international markets? When is a global strategy "superior" to a multi-country strategy?  



  76. Identify and briefly describe any four of the six generic strategic options for competing in foreign markets.  



  77. What are the pros and cons of using strategic alliances to try to enhance a company's ability to compete in foreign markets?  



  78. Discuss why a company desirous of competing in foreign country markets needs to pay close attention to the advantages of cross-border transfer of competencies and capabilities. Is such transfer often a key to competitive advantage? Why or why not?  



  79. Explain what a profit sanctuary is and why it is a competitive plus.  



  80. Explain why a company desirous of competing in foreign markets needs to pay careful attention to where it locates it value chain activities.  



  81. Under what circumstances is it advantageous for a company desiring to compete in foreign markets to concentrate its activities in a select few locations?  



  82. Under what circumstances is it advantageous for a company desiring to compete in foreign markets to disperse its activities across many countries?  



  83. Briefly discuss the advantages of entering into a strategic alliance with foreign companies. What are the risks and disadvantages?  



  84. Explain why a global competitor with multiple profit sanctuaries is well positioned to outcompete a domestic competitor whose only profit sanctuary is its home market.  



  85. Identify and explain the significance of each of the following terms and concepts:
    a.) global strategy
    b.) profit sanctuary
    c.) multicountry strategy
    d.) cross-market subsidization  



  86. Identify and briefly describe a local company's strategic options in competing against global challengers if industry pressures for globalization are weak  



  87. Identify and briefly describe a local company's strategic options in competing against global challengers if industry pressures for globalization are strong.  



  88. Identify five things a company needs to consider or do if it is to make the most of strategic alliances with foreign partners.  





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