International Business Strategy
Final Exam Questions
Course Introduction
International Business Strategy explores the formulation, implementation, and evaluation of cross-border business strategies in a globalized environment. The course examines how organizations navigate diverse economic, political, legal, and cultural landscapes to achieve competitive advantage in international markets. Key topics include market entry strategies, global value chains, strategic alliances, risk management, and adaptation versus standardization of products and business practices. Students will analyze real-world case studies, assess the impact of global trends such as digitalization and sustainability, and develop strategic thinking skills to address complex challenges faced by multinational enterprises.
Recommended Textbook
Crafting and Executing Strategy 19th Edition by Arthur A. Thompson
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Chapter 1: What Is Strategy and Why Is It Important
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Sample Questions
Q1) The competitive moves and business approaches a company's management is using to grow the business,stake out a market position,attract and please customers,compete successfully,conduct operations,and achieve organizational objectives is referred to as its:
A) strategy.
B) mission statement.
C) strategic intent.
D) business model.
E) strategic vision.
Answer: A
Q2) Strategy is about competing differently than rivals,thus strategy success is about:
A) the sources of sustained advantages and superior profitability.
B) those emergent,unplanned,reactive,and adaptive strategies that are more appropriate than deliberate or intended ones that drive the realized strategy.
C) matching internal resources and capabilities to the industry environment.
D) keeping the firm current with the rapid pace of change in the industry.
E) All of these.
Answer: A
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3
Chapter
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Sample Questions
Q1) Management is obligated to monitor new external developments,evaluate the company's progress,and make corrective adjustments in order to:
A) determine whether the company has a balanced scorecard for judging its performance.
B) stay on track in achieving the company's mission and strategic vision.
C) keep the company's board of directors well-informed about the company's future outlook.
D) determine whether the company's business model is well-matched to changing market and competitive circumstances.
E) decide whether to continue or change the company's strategic vision,objectives,strategy and/or strategy execution methods.
Answer: E
Q2) The achievement of financial objectives tends to be a lagging indicator of a company's performance,while the achievement of strategic objectives tends to be a leading indicator of a company's future financial performance.True or false? Support and explain your answer.
Answer: No Answer
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Chapter 3: Evaluating a Companys External Environment
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Sample Questions
Q1) Rivalry increases:
A) when buyer demand is growing fast or increasing.
B) as it becomes more costly for buyers to switch brands.
C) as the products of rival sellers becomes more strongly differentiated.
D) when there is excess supply of unused production capacity,especially if high fixed costs exist.
E) All of these.
Answer: A
Q2) Rivalry among competing sellers tends to be more intense when:
A) competitors vary in size and capability,such that smaller firms must really struggle to even survive.
B) buyer switching costs are high and market demand is growing rapidly.
C) several competitors are under pressure to improve their market share or profitability and launch fresh strategic initiatives to attract more buyers and bolster their business position.
D) the products of rival sellers are strongly differentiated.
E) All of these.
Answer: C
Q3) Competitive markets are economic battlefields.True or false? Explain.
Answer: No Answer
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Chapter 4: Evaluating a Companys Resources, Capabilities, and Competitiveness
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Sample Questions
Q1) Activity-based costing:
A) is an accounting system that assigns a company's expenses to whichever activity in a company's value chain is responsible for creating the cost.
B) involves using benchmarking techniques to develop cost estimates for the value chain activities of each major rival.
C) is a powerful tool for identifying the different pieces of a company's value chain and classifying them as primary activities and support activities.
D) involves determining which value chain activities represent variable costs and which represent fixed costs.
E) is a tool for identifying the activities that cause a company's product to be strongly differentiated from the products of rivals.
Q2) The market opportunities most relevant to a particular company are those that:
A) offer the best prospects for growth and profitability.
B) provide a strong defense against threats to the company's profitability.
C) embrace the most potential for product innovation.
D) provide avenues for taking market share away from close rivals.
E) hold the most potential to reduce costs.
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Chapter 5: The Five Generic Competitive Strategies: Which
One to Employ
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Q1) A firm pursuing a best-cost provider strategy:
A) seeks to be the low-cost provider in the largest and fastest growing (or best)market segment.
B) tries to have the best cost (as compared to rivals)for each activity in the industry's value chain.
C) tries to outcompete a low-cost provider by attracting buyers on the basis of charging the best price.
D) seeks to deliver superior value to buyers by satisfying their expectations on key quality/service/features/performance attributes and beating their expectations on price (given what rivals are charging for much the same attributes).
E) seeks to achieve the best costs by using the best operating practices and incorporating the best features and attributes.
Q2) The target market of a best-cost provider is:
A) value-conscious buyers.
B) brand-conscious buyers.
C) price-sensitive buyers.
D) middle-income buyers.
E) young adults (in the 18-35 age group).
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Chapter 6: Strengthening a Companys Competitive
Position: Strategic Moves, Timing, and Scope of Operations
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Sample Questions
Q1) All firms are subject to offensive challenges from rivals.The intent of the best defensive move is to:
A) lower the risk of being attacked.
B) weaken the impact of any attack that occurs.
C) pressure challengers to aim their efforts at other rivals.
D) help protect a competitive advantage.
E) All of these.
Q2) The two best reasons for investing company resources in vertical integration (either forward or backward)are to:
A) expand into foreign markets and/or control more of the industry value chain.
B) broaden the firm's product line and/or avoid the need for outsourcing.
C) gain a first-mover advantage over rivals in revamping the industry value chain.
D) add materially to a company's technological capabilities,strengthen the company's competitive position,and/or boost its profitability.
E) achieve product differentiation and/or lengthen the company's value chain to include more activities performed in-house and thereby gain a greater ability to reduce internal operating costs.
Q3) Identify and explain at least two drawbacks to forming a strategic alliance.
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Chapter 7: Strategies for Competing in International Markets
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Q1) There are a number of advantages to executing a global strategy,but there are also drawbacks that can make the strategy difficult to execute.A primary drawback of a global strategy is that it:
A) allows firms to address local needs as precisely as locally based rivals can.
B) permits firms to be more responsive to changes in local market conditions,either in the form of new opportunities or competitive threats.
C) provides for lower transportation costs and also may involve higher tariffs.
D) involves higher coordination costs due to more complex tasks of managing a globally integrated enterprise.
E) All of these.
Q2) Explain why a company desirous of competing in foreign markets needs to pay careful attention to where it locates it value chain activities.
Q3) Identify and briefly describe a local company's strategic options in competing against global challengers?
Q4) Under what circumstances is it advantageous for a company competing in foreign markets to disperse certain value chain activities across many countries?
Q5) Briefly identify the special features of competing in foreign markets.
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Chapter 8: Corporate Strategy: Diversification and the
Multibusiness Company
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Sample Questions
Q1) Acquisition of an existing business is an attractive strategy option for entering a promising new industry because it:
A) is an effective way to hurdle entry barriers,is usually quicker than trying to launch a brand-new startup operation,and allows the acquirer to move directly to the task of building a strong position in the target industry.
B) is less expensive than launching a new startup operation,thus passing the cost-of-entry test.
C) is a less risky way of passing the attractiveness test.
D) is more likely to result in passing the shareholder value test,the profitability test,and the better-off test.
E) offers the prospect of gaining an immediate competitive advantage in the new industry and thus helps ensure that the diversification move will pass the competitive advantage test for building shareholder value.
Q2) What is meant by the term resource fit as it applies to evaluating a diversified company's business lineup?
Q3) Briefly discuss when it makes good strategic sense for a company to consider diversification.
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Chapter 9: Ethics, corporate Social Responsibility, Environmental Sustainability, and Strategy
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Q1) What are the strengths and weaknesses of the thesis that ethical standards are (or should be)universal?
Q2) The notion of social responsibility as it applies to businesses is concerned with:
A) a company's duty to put the public interest ahead of shareholder interests.
B) societal expectations that all company stakeholders will be treated equally and fairly.
C) a company's duty to establish socially acceptable core values and to have a strictly enforced code of ethical conduct.
D) the responsibility that top management has for ensuring that the company's actions and decisions are in the best interest of society at large.
E) a company's duty to operate in an honorable manner,provide good working conditions for employees,be a good steward of the environment,and actively work to better the quality of life in the local communities where it operates and in society at large.
Q3) What is the essence of the business case for why a company should engage in socially responsible actions and environmentally sustainable business practices?
Q4) What is the case for why business strategies should be ethical?
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Chapter 10: Building an Organization Capable of Good
Strategy Execution: People, Capabilities, and Structure
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Q1) To organize the work effort around the needs of good strategy execution,management needs to:
A) make those strategy-critical activities/capabilities that are to be performed internally the main building blocks in the internal organization structure.
B) determine whether some value chain activities can be outsourced more efficiently or effectively than they can be performed internally.
C) decide how much authority to centralize at the top and how much to delegate to down-the-line managers and employees.
D) provide for coordination and collaboration across the various organizational units and also with outside partners.
E) All of these.
Q2) Explain the difference between a centralized and a decentralized organizational structure.Which one is more likely to further the cause of good strategy execution? Why?
Q3) Who has strategy execution responsibility and who is ultimately responsible for making sure that the task of implementing and executing the strategy goes well?
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Chapter 11: Managing Internal Operations: Actions That
Promote Good Strategy Execution
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Sample Questions
Q1) Merely fine-tuning the execution of a company's existing strategy normally requires that companies embrace:
A) big shifts of resources from one area to another.
B) a larger allocation of resources to the effort.
C) trimming costs and shifting resources to activities that have a higher priority.
D) a high degree of creativity in finding ways to find and reduce cost reductions (ways to do less with less)and reallocating those resource costs to other areas.
E) All of these.
Q2) Information systems provide managers with a means for:
A) monitoring up-to-the-minute and daily team performance in real time.
B) staying on top of implementation initiatives and daily operations as well as the performance of empowered workers to see that they are acting within specified guidelines.
C) monitoring daily and weekly operating statistics.
D) All of these.
E) None of these.
Q3) Give three examples of support systems that a company can install to support the execution of its strategy.
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Chapter 12: Corporate Culture and Leadership: Keys to Good Strategy Execution
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Q1) Which of the following is NOT a common trait of an unhealthy company culture?
A) A politicized internal environment and empire-building managers who jealously guard their turf.
B) Hostility to change and a wariness of people who champion new ways of doing things.
C) An aversion to looking outside the company for best practices,new managerial approaches,and innovative ideas.
D) An aversion to incentive compensation,failure to recruit the best and brightest employees,subpar support for employee training,overemphasis on working in teams,and low ethical standards.
E) Overzealous pursuit of wealth and status on the part of key executives.
Q2) Symbolic culture changing actions include
A) displaying a "lead by example" philosophy.
B) reinforcing and celebrating culture-change successes.
C) praising individuals and groups that exemplify the new desired behavior.
D) ensuring actions match the rhetoric
E) All of these.
Q3) After a company's corporate culture is established,what are four approaches that can be used to perpetuate the culture?
Page 14
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