International Business Strategy Practice Exam
Course Introduction
International Business Strategy explores the frameworks, tools, and analytical approaches used by organizations to compete and succeed in the global marketplace. This course examines the dynamics of international markets, the impact of cultural, economic, and legal environments, and the strategic decisions involved in market entry, global expansion, and competitive positioning. Students will learn to assess risks and opportunities, adapt business models, and develop strategies that align with both local and international objectives. Emphasis is placed on real-world case studies and current trends, equipping students with essential skills to manage complex strategic challenges in diverse business contexts.
Recommended Textbook
Essentials of Strategic Management 3rd Edition by Charles W. L. Hill Available Study
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Chapter 1: The Strategy-Making Process
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Sample Questions
Q1) Devil's advocacy, dialectic inquiry, and the outside view are techniques for enhancing the effectiveness of ______________________.
A) the willingness to delegate responsibilities.
B) emotional intelligence.
C) strategic decision-making.
D) the strategic direction of the organization.
E) none of the above.
Answer: C
Q2) Action taken by lower-level managers who, on their own initiative, formulate new strategies and work to persuade top-level managers to alter the strategic priorities of a company is considered a business-level strategy.
A)True
B)False
Answer: False
Q3) Strategy implementation involves taking actions at the functional, business and corporate level to execute a strategic plan.
A)True
B)False
Answer: True
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Page 3
Chapter 2: The Mission, Governance, and Business Ethics
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Sample Questions
Q1) Which of the following groups is not among the external claimants on a company?
A) Customers
B) General public
C) Unions
D) Governments
E) Stockholders
Answer: E
Q2) Equity capital for which there is a guarantee that stockholders will recoup their investment and earn a decent return is called risk capital.
A)True
B)False
Answer: False
Q3) The risk of being acquired by another company is known as the takeover constraint.
A)True
B)False
Answer: True
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Page 4
Chapter 3: External Analysis: the Identification of Opportunities and Threats
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Sample Questions
Q1) Entry barriers in the embryonic stage are frequently based on A) brand loyalty.
B) technological know-how
C) absolute cost advantages.
D) economies of scope.
E) economies of scale
Answer: B
Q2) If economies of scale are an industry's primary entry barrier, a new entrant's major risk is
A) its inability to access labor and materials.
B) inferior quality of its products.
C) its inability to match the innovation of the established firm.
D) its inability to produce in sufficient volume to match the cost advantages of established producers.
E) its inability to get buyers to switch to its product.
Answer: D
Q3) The stability of a mature industry is threatened by price wars.
A)True
B)False
Answer: True
Page 5
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Chapter 4: Building Competitive Advantage
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Sample Questions
Q1) Which of the following is not correct concerning self-managed teams?
A) Increased responsibility and empowerment are seen as motivators.
B) Performance bonuses linked to team production and quality targets are seen as motivators.
C) Cost savings arise from eliminating supervisors.
D) A flatter organizational hierarchy is created.
E) All of these statements are correct.
Q2) Just-in-time inventory systems
A) are used only by manufacturing firms.
B) are implemented primarily by the manufacturing function.
C) have components arrive at a manufacturing plant just in time to enter the production process.
D) are valuable in times when there is a labor dispute with a key supplier.
E) always keep extra inventory on hand for emergencies.
Q3) Brad has developed a new, improved planting procedure for use in his apple orchard. Brad is creating a process innovation.
A)True
B)False
Q4) Comment on this statement: "No competitive advantage lasts forever."
Q5) Identify and discuss the four building blocks of competitive advantage.
Page 6
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Chapter 5: Business-Level Strategy and Competitive Positioning
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Sample Questions
Q1) Product proliferation refers to the strategy of "filling the niches" by catering to the needs of customers in all market segments.
A)True
B)False
Q2) Which of the five forces does a cost leadership advantage help protect a company from?
A) Competitive rivalry
B) Power of suppliers
C) Power of buyers
D) Substitute products
E) All of these
Q3) A harvest strategy is the best choice when a company wishes to get out of a declining industry and perhaps optimize cash flow in the process.
A)True
B)False
Q4) For each of the generic strategies-cost leadership, differentiation, and focus-describe one advantage and one disadvantage.
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Chapter 6: Strategy in the Global Environment
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Sample Questions
Q1) Location economics benefits arise from performing a value creation activity in the location optimal for that activity, wherever in the world that might be.
A)True
B)False
Q2) Rivalry for any company is understood by examining what happens only within the boundaries of its home country.
A)True
B)False
Q3) Pursuing an international strategy includes all of the following except
A) centralize product development at home.
B) establish manufacturing functions in each major country.
C) international licensing
D) establish marketing functions in each major country.
E) All of the above
Q4) Most manufacturing companies begin their global expansion via international licensing.
A)True
B)False
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Chapter 7: Corporate-Level Strategy and Long-Run Profitability
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Sample Questions
Q1) Horizontal integration does not help firms
A) lower operating costs.
B) schedule supply chain processes.
C) reduce rivalry within an industry.
D) increase bargaining power over suppliers and buyers.
E) increase product differentiation.
Q2) Antitrust law is primarily concerned with protecting smaller companies from consolidation brought about by vertical integration.
A)True
B)False
Q3) One of the benefits of horizontal integration is that it lowers operating costs.
A)True
B)False
Q4) A company can choose to enter new industries that may or may not be connected to its existing industry by pursuing a strategy of diversification.
A)True
B)False
Q5) How can strategic outsourcing strengthen a company's business model and increase its profitability?
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Chapter 8: Strategic Change: Implementing Strategies to
Build and Develop a Company
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Q1) Acquisitions take longer to be executed than an internal new venture.
A)True
B)False
Q2) The second step in the change process is for strategic managers to recognize the need for change.
A)True
B)False
Q3) Managers seldom have trouble determining that something is going wrong in their organization.
A)True
B)False
Q4) Even if it lacks the competencies required to compete in a new business, a company may pursue an internal venturing strategy if the industry it is entering is a(n) ________________ industry.
A) mature
B) declining C) stagnant
D) growing E) emerging
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Chapter 9: Implementing Strategy Through Organizational Design
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Sample Questions
Q1) Tall organizational structures are characterized by
A) few levels of management and a relatively narrow span of control.
B) few levels of management and a relatively wide span of control.
C) many levels of management and a relatively narrow span of control.
D) many levels of management and a relatively wide span of control.
E) None of these.
Q2) The principle of minimum chain of command states that an organization should choose a hierarchy with the minimum number of levels of authority necessary to achieve its strategy.
A)True
B)False
Q3) Centralization promotes organizational flexibility.
A)True
B)False
Q4) The role of organizational structure is to provide managers with specific feedback on how well an organization and its members are performing and building competitive advantage.
A)True
B)False
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