International Business Strategy
Final Exam
Course Introduction
International Business Strategy explores the frameworks, tools, and decision-making processes that organizations use to compete and thrive in the global marketplace. The course examines the challenges and opportunities presented by international expansion, including cultural, economic, political, and legal considerations. Students will learn to analyze competitive environments, assess market entry strategies, and develop plans for managing global operations. Emphasis is placed on strategic alliances, cross-border mergers and acquisitions, managing international risks, and the adaptation of marketing and management practices for diverse international contexts. Through case studies and practical applications, students gain the skills necessary to formulate and implement effective international business strategies.
Recommended Textbook
Strategic Management 4th Edition by Frank
Rothaermel
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Page 2
Chapter 1: What Is Strategy
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Sample Questions
Q1) Which of the following provides an example of what AFI strategy framework is used for?
A) Using AFI, the Gasquet Motor Company was able to implement a strategy that produced high-quality cars more efficiently and thereby reduced costs.
B) Using AFI, the Chen Restaurant Group was able to improve employee benefits and thereby increase employee loyalty.
C) Using AFI, the Sanchez Clothing Company was able to implement a strategy that allowed them to give more money to charities and thereby gain good press.
D) Using AFI, the Richardson Tea Group was able to reduce the pollution it caused while processing tea and thereby receive an award.
Answer: A
Q2) The following statement by the chief executive of SunStar movie studio is an effective strategy: "We will produce the greatest films of the 21st century."
A)True
B)False
Answer: False
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3
Chapter 2: Strategic Leadership: Managing the Strategy Process
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Q1) Explain the role of power in the strategic leadership process
Answer: Power is defined as the strategic leader's ability to influence the behavior of other organizational members to do things, including things they would not do otherwise. Strategic leaders can draw on position power as vested in their authority, for example, as chief executive officer (CEO), as well as informal power, such as persuasion to influence others when implementing strategy.
Q2) Discuss the role of lower-level employees in the strategy-as-planned-emergence approach.
Answer: Lower-level employees focus mainly on strategy implementation when a firm is using top-down or scenario planning. Any employee (even at the entry level) can have great ideas that might become strategic initiatives with the potential to transform companies. Thus, in the planned emergence process, organizational structure and systems should allow bottom-up strategic initiatives to emerge.
Q3) In a large company, who is most responsible for devising the corporate strategy?
A) the CEO of the company
B) the lower-level employees in the company
C) the head of the production department in the company
D) the human resource manager in the company
Answer: A
Page 4
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Chapter 3: External Analysis: Industry Structure,
Competitive Forces, and Strategic Groups
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Q1) Eon Inc., Electravia Inc., and FC Inc., the three largest firms in the consumer electronics industry, hold close to 85 percent of the industry's market share. These companies mainly compete against each other by providing unique features in their products rather than pricing them low. These firms are interdependent, and each firm must consider the strategic actions of its competitors. Which of the following industry competitive structures does this scenario best illustrate?
A) monopolistic competition
B) oligopoly
C) monopoly
D) perfect competition
Answer: B
Q2) In which of the following situations is the power of suppliers high in an industry?
A) Suppliers offer products that are undifferentiated.
B) Suppliers can credibly threaten to backward integrate into the industry.
C) Suppliers depend heavily on the industry for their revenues.
D) Suppliers' industry is more concentrated than the industry it sells to.
Answer: D
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Chapter 4: Internal Analysis: Resources, Capabilities, and Core Competencies
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Sample Questions
Q1) Dynamic strategic activity systems help a firm to maintain a competitive advantage for extended periods of time.
A)True
B)False
Q2) ________ are barriers to imitation that prevent rivals from competing away the advantage a firm may enjoy.
A) Embargoes
B) Cartel arrangements
C) Isolating mechanisms
D) Market niches
Q3) As manager of a relatively new company, you are tasked with analyzing company resources to identify core competencies capable of supporting a competitive advantage. Which of the following resources is most likely to generate a competitive advantage?
A) new production facilities
B) large cash holdings
C) stockpile of supplies
D) enthusiastic company culture
Q4) Elaborate on the resource-based view of competitive advantage.
Q5) Provide examples of the secondary activities in a firm's value chain.
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Chapter 5: Competitive Advantage, Firm Performance, and Business Models
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Q1) The translation of strategy into action primarily takes place in a firm's
A) mission statement.
B) executive summary.
C) business model.
D) code of conduct.
Q2) ________ denotes the dollar amount a consumer would attach to a good or service.
A) Utility
B) Value
C) Consumer surplus
D) Economic contribution
Q3) ________, which is the return on risk capital, includes stock price appreciation plus dividends received over a specific period.
A) Total return to shareholders
B) Earnings per share
C) Receivables turnover
D) Dividend yield
Q4) What are opportunity costs in general? What are the opportunity costs for entrepreneurs?
Q5) What does "total return to shareholders" mean?
Q6) What is the relationship between producer surplus and consumer surplus? Page 7
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Page 8
Chapter 6: Business Strategy: Differentiation, Cost
Leadership, and Blue Oceans
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Q1) What is required for a blue ocean strategy to succeed?
Q2) What are the pricing options available to a firm following a differentiation strategy?
Q3) Value drivers contribute to a firm's competitive advantage only if
A) the increase in value creation exceeds the increase in costs.
B) they can shrink the firm's value gap.
C) they can restrict the firm from claiming a premium price for its products.
D) the decrease in perceived value leads to an increase in costs.
Q4) The concept of a(n) ________ attempts to capture both learning effects and process improvements at firms.
A) managerial grid
B) growth matrix
C) experience curve
D) diminishing utility curve
Q5) Why is keeping its costs the lowest in the industry not the only focus of a firm pursuing cost-leadership strategy?
Q6) The goal of the differentiator is to have a smaller value gap than competitors.
A)True
B)False
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Q7) When a firm pursues differentiation strategy, what does it focus on?
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Chapter 7: Business Strategy: Innovation, Entrepreneurship, and Platforms
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Sample Questions
Q1) What happens during the shakeout stage of the industry life cycle?
Q2) Which of the following is a feature of the growth stage of the industry life cycle?
A) The consumer demand increases.
B) The prices of goods begin to rise.
C) The basis of competition moves away from process innovation.
D) The number of competitors decreases.
Q3) Assume that the market for print book publishing has entered the maturity stage. Which of the following would most likely exist during this stage?
A) a few start-up publishers
B) many small to midsized publishers
C) a few large publishers
D) one large publisher
Q4) Discuss the drawbacks of the industry life cycle.
Q5) In a radical innovation, a firm targets
A) existing markets by using new technologies.
B) new markets by using existing technologies.
C) new markets by using new technologies.
D) existing markets by using existing technologies.
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Q6) Why do incumbent firms favor incremental innovation over radical innovation?
Chapter 8: Corporate Strategy: Vertical Integration and Diversification
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Q1) The Martinez Legal Firm (MLF) recently acquired a smaller competitor, Miller and Associates, which specializes in issues not previously covered by MLF, such as land use and intellectual property cases. Given the increase in the firm's size and complexity, it is likely that its internal transaction costs will
A) decrease.
B) increase.
C) become external transaction costs.
D) be eliminated.
Q2) The most challenging diversification strategy is likely to be one that combines new core competencies with new and emerging markets.
A)True
B)False
Q3) Each stage of the vertical value chain typically represents a distinct ________ in which a number of different firms are competing.
A) industry
B) functional department
C) economy
D) customer segment
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Chapter 9: Corporate Strategy: Strategic Alliances, Mergers, and Acquisitions
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Q1) Winter Wonder Inc. is a leader in producing winter sports equipment, including skis and skates. Recently, the firm decided to expand into the bobsled market and acquired Sleds by Bob Inc. This company produced bobsleds, but its sales had slowed. The managers of Winter Wonder convinced themselves that they were able to manage the business of Sleds by Bob more effectively even though they had no experience in the bobsled market. However, this move backfired and the sale of Sleds by Bob's bobsleds plummeted. Which of the following terms is often used to describe this scenario?
A) winner's curse
B) managerial hubris
C) winner's disadvantage
D) interdepartmental apathy
Q2) Which of the following statements is true of explicit knowledge?
A) Explicit knowledge is about knowing how to do a certain task.
B) Explicit knowledge is knowledge that cannot be codified.
C) Explicit knowledge is shared in non-equity alliance firms.
D) Equity knowledge is acquired only through actively participating in a process.
Q3) How can strategists decide between borrowing and buying the resource in question?
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Chapter 10: Global Strategy: Competing Around the World
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Q1) Frederica, the chief financial officer at a moped manufacturer in Canada, wants to build new plants in Canada rather than overseas. Which of these points should she make as she argues her case to the board of directors?
A) "As the rest of the world globalizes, we will lead the way in strengthening our home nation."
B) "Keeping our factories in Canada means facing up to the liability of foreignness."
C) "Canada's wages and benefits are so low compared with the rest of the world that it makes the most sense to build factories here."
D) "It will be much more difficult to protect our intellectual property if we build factories overseas."
Q2) European aircraft maker Airbus invested $600 million in Mobile, Alabama, to build jetliners. Which of the following statements best explains why it used this strategy?
A) to take advantage of the high labor costs in the southern United States
B) to take advantage of the high cost of living in the southern United States
C) to take advantage of the low impact of globalization in the United States
D) to take advantage of lower taxes in the southern United States
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Chapter 11: Organizational Design: Structure, Culture, and Control
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Q1) InSeason Inc. started a chain of organic supermarkets that had initial success. The managers achieved a mastery of the firm's current environment, thereby filling a need in the market. However, InSeason defined and measured it success by financial metrics, with a focus on short-term performance. As a result, the firm put in place metrics and systems to accommodate and manage increasing firm size due to continued success. As a result of this tightly coupled system, InSeason developed a
A) resistance to change.
B) innovative approach.
C) significant value gap.
D) holacratic system.
Q2) Fine Lines Inc. is a notebook manufacturing company based in Ohio. Fine Lines' main market is Ohio. It aims at providing its products at better prices than its competitors. Which of the following structures is Fine Lines Inc. likely to use if it has functional setup?
A) organic
B) simple
C) matrix
D) mechanistic
Q3) Describe a global matrix structure. Why do firms use it?
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Chapter 12: Corporate Governance and Business Ethics
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Q1) How does GE exemplify the creation of a shared value creation framework?
Q2) How did Uber conflict with Carnegie Mellon University's National Robotics Engineering Center (NREC)?
A) Uber promised a large donation to NREC but then reneged on the offer when NREC would not provide Uber with researchers.
B) Uber poached entire NREC research teams with signing bonuses, twice the salaries, and stock options, thereby threatening the future of NREC.
C) Uber allegedly stole ideas from the NREC research team and then claimed that these ideas were generated by their own researchers.
D) Uber bribed NREC officials to give permission for building an extension to the NREC facility that focuses solely on Uber research.
Q3) What is the connection between Rajat Gupta and insider trading?
Q4) The name for an agreed-upon code of conduct in business, based on societal norms, is
A) fiduciary responsibilities.
B) poison pills.
C) strategic business points.
D) business ethics.
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