A) matches a company's competitive approach to prevailing market and competitive conditions in each country market, country by country.
B) employs strategies that are almost totally different from and also unrelated to its strategies in other countries.
C) operates independent plants, located in different countries, thus promoting greater achievement of scale economies.
D) avoids host country ownership requirements and import quotas.
E) eliminates the costs and burdens of trying to coordinate the strategic moves undertaken in one country with the moves undertaken in the other countries.
G) B) and D)
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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 multiplied by the potential for local government officials to raise tariffs on the imports of foreign-made goods into their country.
G) A) and B)
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A) competing on the basis of low price.
B) modifying 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) transforming the local market to better match the way the company does business elsewhere.
D) developing a strategy for the short-term and forget about a long-term strategy because conditions in emerging country markets change so rapidly.
E) avoiding those emerging markets where it is impractical or uneconomic to modify the company's business model to accommodate local circumstances.
G) A) and B)
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A) political risks stem from instability or weakness in national governments, while economic risks stem from the stability of a country's monetary system, and its economic and regulatory policies.
B) political risks stem from stability in foreign business, while economic risks stem from an excess of property right protections.
C) political risks stem from hostility to foreign currencies, while economic risks stem from the instability of the monetary system.
D) political risks stem from exchange rate fluctuations, while economic risks stem from hostility to foreign business.
E) political risks stem from the stability of a country's monetary system, while economic risks stem from instability in national business.
G) C) and D)
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A transnational strategy (sometimes call...View Answer
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A) Such ventures can require costly capital investments.
B) Such ventures can have a tendency to divert valuable resources from current business.
C) Such ventures really need well-functioning strong markets.
D) Such ventures are the fastest entry route to achieve a sizeable market share.
E) Such ventures require legal protections of foreign investors.
G) D) and E)
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A) raise the entry barriers for industry newcomers, neutralize the bargaining power of important suppliers, grow sales faster, and increase the number of loyal customers.
B) avoid having to employ an export strategy, avoid the threat of cross-market subsidization from rivals, and enable the use of a global strategy instead of a multidomestic strategy.
C) grow sales faster than the industry average, reduce the competitive threats from rivals, and open up more opportunities to enter into strategic alliances.
D) boost returns on investment, broaden their product lines, avoid tariffs and trade restrictions, and escape dealing with strong labor unions.
E) gain access to new customers, achieve lower costs, enhance the company's competitiveness, capitalize on core competencies, and spread business risk across a wider market base.
G) None of the above
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A) combines flexible coordination with the pursuit of conflicting objectives simultaneously.
B) provides an easy mode of operating to transfer and share resources and capabilities across borders.
C) is conducive to mass customization techniques that enable companies to address local preferences in an efficient semi-standard manner.
D) is the least complex and easiest to implement of all the strategy choices.
E) is capable of achieving an efficiency potential through centralized decision making and strong headquarters control.
G) B) and C)
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A) when the need for local responsiveness is minimal and when potential efficiency gains from standardization is unrestricted by cross-country opportunities
B) when the local manager is intellectually savvy
C) when the local market provides strong opportunity for growth and profitability
D) when the need for local responsiveness is high due to significant cross-country differences in demographic, cultural, and market conditions and where benefits from standardization is limited
E) when the need for centralized decision making is relevant due to various macroeconomic and market conditions
G) C) and D)
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Companies are locating different value c...View Answer
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A) A "think-local, act-local approach."
B) A "think-global, act-local approach."
C) A "think-global, act-global approach."
D) A "think-local, act-global approach."
E) An "emerging market, profit sanctuary approach."
G) C) and E)
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A) profit sanctuary
B) country development
C) mapping
D) multidomestic
E) domestic
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) A) and E)
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A) granting country managers fairly wide strategy-making latitude
B) scattering plants across many host countries, each producing product versions for local area markets
C) adapting marketing and distribution to the buying habits, customs, and culture of each host country
D) considering the preference for local suppliers (use of some local suppliers may be mandated by host governments)
E) selling directly to buyers (perhaps via the company's website) to avoid having to establish networks of wholesale/retail dealers in each country market
G) C) and D)
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B) False
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A) is more costly.
B) affects the supply-demand balance by increasing production capacity.
C) is unable to gain distribution access advantages.
D) has the necessary scale and resource strengths to compete with rivals.
E) lacks the experience in establishing new subsidiaries.
G) B) and C)
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A multinational firm can gain competitiv...View Answer
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A) is generally inferior to a global strategy when it comes to pursuing product differentiation.
B) has two big drawbacks: (1) it hinders transfer of a company's competencies and resources across country boundaries because the strategies in different host countries can be grounded in varying competencies and capabilities; and (2) it does not promote building a single, unified competitive advantage, especially one based on low cost.
C) is generally preferable to a global strategy in situations where buyers are price sensitive because a "think-local, act-local" type of multidomestic strategy is better suited to achieving low unit costs than a global strategy.
D) is generally best suited for globally standardized industries, in which small country-by-country differences can be accommodated.
E) involves much less adherence to using the same basic competitive strategy theme (low-cost, differentiation, best-cost, or focused) in all country markets.
G) A) and B)
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Crafting a strategy to compete in one or...View Answer
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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.
G) All of the above
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