International Business Strategy
Exam Materials
Course Introduction
International Business Strategy explores the frameworks and tools organizations use to compete and thrive in the global marketplace. The course examines the strategic challenges and opportunities facing firms as they operate across borders, including market entry strategies, global value chains, competitive analysis, and cross-cultural management. Students will analyze real-world cases to understand how multinational corporations align their resources, adapt to diverse environments, and leverage international networks to achieve sustainable competitive advantages. The course also addresses the impact of economic, political, and ethical factors on global strategy formulation and implementation.
Recommended Textbook
Crafting and Executing Strategy Concepts and Cases 22nd Edition by Thompson Jr
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Chapter 1: What Is Strategy and Why Is It Important?
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Q1) The customer value proposition lays out the company's approach to
A)meeting profitability guidelines without the risk of losing customers.
B)operating efficiently given the current level of customers.
C)embracing rival company approaches to gaining customers.
D)satisfying customer wants and needs at a price that customers will consider a good value.
E)assuring that the company makes enough profits based on its per-unit cost.
Answer: D
Q2) A winning strategy is one that
A)builds strategic fit, is socially responsible, and maximizes shareholder wealth.
B)is highly profitable and boosts the company's market share.
C)fits the company's internal and external situation, builds sustainable competitive advantage, and improves company performance.
D)results in a company becoming the dominant industry leader.
E)can pass the ethical standards test, the strategic intent test, and the profitability test.
Answer: C
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Chapter 2: Charting a Companys Direction
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Q1) A company's values relate to such things as
A)how it will balance its pursuit of financial objectives against the pursuit of its strategic objectives.
B)how it will balance the pursuit of its business purpose/mission against the pursuit of its strategic vision.
C)fair treatment, integrity, ethical behavior, innovativeness, teamwork, top-notch quality, superior customer service, social responsibility, and community citizenship.
D)whether it will emphasize stock price appreciation or higher dividend payments to shareholders.
E)whether it will put more emphasis on the achievement of short-term performance targets or long-range performance targets.
Answer: C
Q2) The task of crafting a company's strategy is typically a job for the company's whole management team, not just a small group of senior executives. True or false? Explain and support your answer.
A)True
B)False
Answer: True
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Chapter 3: Evaluating a Companys External Environment
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Q1) Competing companies deploy whatever means necessary to strengthen market position, including all of the following except
A)marketing tactics that include special sales promotions such as introducing new or improved features or increasing the number of styles to provide greater product selection.
B)differentiating their products by offering better performance features than rivals.
C)improving innovation to increase product performance and quality.
D)making efforts to expand dealer networks.
E)reducing distribution capabilities and market presence.
Answer: E
Q2) Explain why low switching costs and weakly differentiated products tend to give buyers a high degree of bargaining power.
Answer: Switching costs put a cap on how much industry producers can raise prices or reduce quality before they will lose the buyer's business. When industry goods are standardized or differentiation is weak, buyers make their selections on the basis of price, which increases price competition among vendors.
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Chapter 4: Evaluating a Companys Resources, Capabilities, and Competitiveness
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Q1) The competitive power of a company resource strength or competitive capability hinges on all of the following except
A)how hard it is for competitors to copy.
B)whether it is rare and something rivals lack.
C)whether it is really competitively valuable and has the potential to contribute to a competitive advantage.
D)whether it is nonsubstitutable.
E)whether it is readily available for rivals to adopt.
Q2) The four tests of a resource's competitive power are often referred to as the A)SCIR test, which asks if a resource is sustainable, competitive, internalized, and reproducible.
B)competitive advantage sustainable method test.
C)reliability resources simulation.
D)VRIN test, which asks if a resource is valuable, rare, inimitable, and nonsubstitutable.
E)organizational capability metric analysis.
Q3) Explain how SunPower used benchmarking to improve its competitive position in the U.S. solar power industry.
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Chapter 5: The Five Generic Competitive Strategies
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Q1) What are the distinctive features of a broad differentiation strategy? Under what circumstances is a broad differentiation strategy appealing?
Q2) What are value drivers?
A)a set of factors (analogous to cost drivers)that are particularly effective in having a strong differentiation effect
B)a firm's hidden success factor for creating over-the-top product features that will command the highest price in the industry
C)a technique for easily identifying factors that validate a firm's performance
D)a set of factors that verify the unique nature of a firm
E)a set of guidelines for identifying the most promising upscale attributes to incorporate into a product
Q3) What are the distinctive features of a focused low-cost strategy? How does it differ from a low-cost leadership strategy?
Q4) A mobile manufacturer decides to reduce the price of its latest line of smartphones, which are not the cheapest but have features that are popular among most users. Which strategy is the manufacturer using?
Q5) What are the keys to sustaining a focused low-cost strategy?
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Chapter 6: Strengthening a Companys Competitive
Position
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Q1) Daimler's 2017 agreement with automotive supplier Robert Bosch GmbH to develop self-driving taxis that customers can hail with a smartphone app is called a A)joint venture.
B)joint liability company.
C)partnership.
D)dual proprietorship.
E)double-S corporation.
Q2) Why do strategic alliances often fail to measure up to expectations?
Q3) Once a company has decided to employ a particular generic competitive strategy, then it must make the following additional strategic choices, except whether to A)focus on building competitive advantages.
B)employ the element of surprise as opposed to doing what rivals expect and are prepared for.
C)display a strong bias for swift, decisive, and overwhelming actions to overpower rivals.
D)create and deploy company resources to cause rivals to defend themselves.
E)pay special attention to buyer segments that a rival is already serving.
Q4) Why does a company racing for global market leadership need strategic alliances?
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Chapter 7: Strategies for Competing in International Markets
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Q1) When is a global strategy "superior" to a multidomestic strategy?
Q2) Gallo Wines is seeking international market entry. One if its top criteria for choosing a country to enter is a pro-business government policy. John would advise Gallo Wines to enter
A)Argentina, which has increased its interest rate on loans to foreign entrants from 15 percent to 19 percent.
B)Germany, since the European Union has imposed a 16 percent tariff on the import of agricultural produce.
C)Australia, which recently introduced a permanent employer-sponsored visa program for skilled manpower.
D)South Africa, which now levies a per metric ton carbon tax on electricity and a per liter surcharge on water.
E)China, whose government favors partial local ownership of foreign-owned companies.
Q3) You have been assigned a project to identify approaches to defend against the entry of multinational companies into an emerging market. Use two examples from Chapter 7 to illustrate your strategic options.
Q4) Explain why an acquisition is better than a greenfield venture.
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Chapter 8: Corporate Strategy
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Q1) The better-off test for evaluating whether a particular diversification move is likely to generate added value for shareholders involves assessing whether the move will
A)make the company better off because it will produce a greater number of core competencies.
B)make the company better off by improving its balance sheet strength and credit rating.
C)make the company better off by spreading shareholder risks across a greater number of businesses and industries.
D)produce a synergistic outcome such that the company's different businesses perform better together than apart and the whole ends up being greater than the sum of the parts.
E)help each business earn exactly what they were earning before coming under the same corporate umbrella.
Q2) What is meant by the term "resource fit" as it applies to evaluating a diversified company's business lineup?
Q3) What are the advantages and benefits of using an industry attractive-business strength matrix to evaluate a diversified company's lineup of businesses?
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Chapter 9: Ethics, Corporate Social Responsibility,
Environmental Sustainability, and Strategy
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Q1) Explain the key tenets of the concept of environmental sustainability. How does striving for environmental sustainability impact strategic initiatives involving a company's shareholders, its employees, and the environment?
Q2) When a company's social responsibility initiatives become part of the way it operates its business every day, these initiatives are
A)likely to be fully effective in creating a competitive advantage.
B)normally based on a corporate social agenda.
C)ambiguous and rarely make a difference in the way the company does business.
D)implausible to advance a positive, high-energy workplace environment.
E)heavily dependent on encouraging employee morality.
Q3) What is meant by integrated social contracts theory? What is its contribution to the debate about ethical standards?
Q4) What is the case for why business strategies should be ethical?
Q5) Imagine you are CEO of a multinational company supplying infant care products to emerging economies. Do you and your company have a duty to go beyond legal requirements and conform to the ethical norms of the societies in which it operates?
Q6) Does a substantial difference exist between ethics and business ethics?
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Chapter 10: Building an Organization Capable of Good Strategy Execution
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Q1) What is the rule for organizing the work effort to support good strategy execution?
A)Match the firm's organizational structure to its unique strategy.
B)Decide how much to spend on training managers and employees.
C)Choose an organization structure that is a tight fit with the corporate culture.
D)Ensure the firm hires a capable management team.
E)Learn how the collaborative partner does things.
Q2) The implementation process is likely to be hampered by missed deadlines, misdirected efforts, and managerial ineptness if
A)a capable results-oriented management team is not in place.
B)the personnel have different management styles.
C)top managers start asking tough, incisive questions.
D)important details require attention.
E)an additional investment in capital projects is required.
Q3) Which recommended practices has Deloitte used to recruit and retain the best employees to make its rank-and-file employees a genuine competitive asset?
Q4) Identify and briefly discuss the four types of organizational structures that can be aligned with strategy execution.
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Chapter 11: Managing Internal Operations
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Q1) The Six Sigma process of define, measure, analyze, improve, and control (DMAIC)is a(n)
A)improvement system for existing processes falling below specification and needing incremental improvement.
B)improvement system used to develop new processes or products at 100 percent defect-free levels.
C)system of statistical procedures for achieving 100 percent control over how a task is performed.
D)improvement system used to develop new processes or products at Six Sigma levels.
E)system of statistical procedures for eliminating 100 percent of the variability in how a task is performed.
Q2) You are the owner and CEO of a manufacturer of camping and outdoor adventure equipment. What might be the payoff of implementing total quality management (TQM)in your business?
Q3) Benchmarking is defined as the process of identifying, studying, and implementing best practices in executing strategy. Suppose you are managing a local landscaping company. How would you justify the use of benchmarking for your business?
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Chapter 12: Corporate Culture and Leadership
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Q1) It's your first full-time job since graduation, and morale at the company you just joined is poor and no end seems to be in sight. What would you suggest to your supervisor to change a culture that is out of step with the company's strategy?
Q2) Epic Systems' stated values and ethical standards impact its corporate culture in all of the following ways EXCEPT
A)communicating the company's good intentions.
B)validating the integrity and above-board nature of the company's business principles and operating methods.
C)steering company personnel toward both doing things right and doing the right thing.
D)establishing a corporate conscience.
E)identifying how best to adapt to changing market conditions.
Q3) A company's culture is NOT indicative of
A)its company psyche and organizational DNA.
B)its self-replicating operating system that defines how things are done.
C)its core competencies and capabilities along the value chain.
D)company traditions and stories that exemplify behavioral norms.
E)accepted work practices that are held in high esteem.
Q4) What are the distinctive features of high-performance corporate cultures?
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