International Business Strategy
Textbook Exam Questions
Course Introduction
International Business Strategy explores the formulation and implementation of strategies for firms operating in the global marketplace. The course covers topics such as competitive advantage in international contexts, entry modes, cross-border mergers and acquisitions, global supply chain management, and the impact of cultural, political, and economic differences on corporate strategy. Through case studies and real-world examples, students will learn how multinational enterprises adapt to diverse environments, manage global risks, leverage international opportunities, and sustain profitability in a rapidly evolving global economy.
Recommended Textbook
Crafting and Executing Strategy Concepts and Cases 22nd Edition by Thompson Jr
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Page 2
Chapter
1: What Is Strategy and Why Is It Important?
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Sample Questions
Q1) Ben Weprin is founder and CEO of Graduate Hotel, a growing chain of boutique hotels situated near college campuses and designed to cater to the nostalgia and local boosterism that are part of the culture of university towns. (Room keys are imprinted with the names of famous alumni, and public spaces are decorated with historical photos of campus life, vintage art and other collegiate artifacts.)Mr. Weprin and his company are trying to create a brand that will find year-round business by catering to more than just alumni coming back for once-a-year football weekends or 10-year anniversaries of their graduating classes. What is the major question that Mr. Weprin and his team need to ask about his company's strategy?
A)What must managers do, and do well, to make a company a winner in the marketplace?
B)What can employees do, and do well, to ensure customer satisfaction?
C)What can shareholders do, and do well, to ensure a profitable company?
D)What do customers do, how to profile customers who buy a company's product, and tailor sales strategy around them?
E)What do suppliers do, and how to get supplies at the lowest cost to build a profitable business?
Answer: A
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Page 3
Chapter 2: Charting a Companys Direction
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Sample Questions
Q1) A superior example of a company vision that is short, specific, memorable, clearly articulated, and forward-looking is
A)Hilton Hotel's vision "to fill the earth with light and the warmth of hospitality."
B)Whole Foods' vision "to be a dynamic leader in the quality food business. We are a mission-driven company that aims to set the standards of excellence for food retailers. We are building a business in which high standards permeate all aspects of our company. Quality is a state of mind at Whole Foods Market."
C)Keurig's vision "to become the world's leading personal beverage systems company."
D)Nike's vision "to create products, services and experiences for today's athlete while solving problems for the next generation."
E)Google's vision "to organize the world's information and make it universally accessible and useful."
Answer: E
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Chapter 3: Evaluating a Companys External Environment
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Sample Questions
Q1) Competitive intelligence can be gleaned from
A)company press releases, company websites, management presentations, annual reports, and 10-K filings.
B)SWOT analysis, PESTLE analysis, KSF analysis, and driving forces analysis.
C)strategic group maps, Value Net analysis, and five force analysis.
D)financial ratio analysis, KSF analysis, driving forces analysis, and five forces analysis.
E)KSF analysis, Value Net analysis, and driving forces analysis.
Answer: A
Q2) Which of the following is not a good example of a substitute product that triggers stronger competitive pressures?
A)a salad as a substitute for French fries
B)wireless phones as a substitute for wired telephones
C)Coca-Cola as a substitute for Pepsi
D)snowboards as a substitute for snow skis
E)video-on-demand services from a cable TV company as a substitute for going to the movies
Answer: C
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Chapter 4: Evaluating a Companys Resources,
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Sample Questions
Q1) How are a company's organizational capabilities developed and enabled?
A)by strengthening the traditions that company executives are committed to maintaining
B)through deployment of a company's resources or some combination of its resources
C)by talking openly about the problems of the present company and determining how new behaviors will improve performance
D)by shifting from decentralized to centralized decision-making
E)by urging company personnel to search outside the company for work practices and operating approaches that may be an improvement over what the company is presently doing
Q2) Describe and provide an example of a firm (real or fictional)that is at a differentiation disadvantage compared to its rivals. What strategic moves should this firm undertake to restore or capture a differentiation advantage?
Q3) Why is it important for company managers to develop a worry list of strategic issues and problems that they need to address and resolve? What should they consider to develop this list?
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Chapter 5: The Five Generic Competitive Strategies
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Sample Questions
Q1) The keys to maintaining a broad differentiation strategy are to
A)stress constant innovation to stay ahead of imitative rivals and to concentrate on a few differentiating features.
B)charge a premium price that more than covers the extra costs of differentiating features and to convince customers to be brand loyal.
C)out-innovate and out-advertise rivals.
D)emphasize personalized customer service and to add as many differentiating features as possible.
E)keep prices close to the average of all rivals and to spend heavily on new product R&D.
Q2) 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?
Q3) Identify uniqueness drivers in a company's value chain. Explain how these drivers impact a firm's generic strategy.
Q4) What are the pitfalls to be avoided in pursuing a broad differentiation strategy?
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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Sample Questions
Q1) Identify and briefly discuss three factors a company must consider in order to capture the benefits of engaging in strategic alliances.
Q2) First-mover advantages are unlikely to be present when
A)pioneering helps build a firm's image and reputation with buyers.
B)rapid market evolution (due to fast-paced changes in technology or buyer preferences)presents opportunities to leapfrog a first-mover's products with more attractive next-version products.
C)early commitments to new technologies, new-style components, new or emerging distribution channels, and so on, can produce an absolute cost advantage over rivals.
D)moving first can constitute a preemptive strike, making imitation extra hard or unlikely.
E)first-time customers remain strongly loyal to pioneering firms in making repeat purchases.
Q3) Identify and briefly explain five types of offensive strategies.
Q4) Identify and briefly discuss four disadvantages of a vertical integration system.
Q5) Discuss why timing of strategic moves is important.
Q6) When is a strategic alliance most likely to be unsuccessful?
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Chapter 7: Strategies for Competing in International Markets
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Sample Questions
Q1) Dispersing particular value chain activities across many countries rather than concentrating them in a select few countries can be more advantageous, except when A)buyer-related activities (such as sales, advertising, after-sale service, and technical assistance)need to take place close to buyers.
B)buyers' demand for short delivery times and/or high transportation costs make it uneconomical to operate from one or just a few locations.
C)it helps hedge against the risks of exchange rate fluctuations, supply disruptions, and adverse political developments.
D)there are diseconomies of scale in trying to operate from a single location.
E)there are reasons to decouple buyer-related activities in favor of locational advantages.
Q2) Explain the differences between a "think-global, act-global" strategy and a "think-global, act-local" strategy.
Q3) When should a company enter a new country via internal development?
Q4) Compare and contrast the advantages for entering and competing in foreign markets for the strategic options of exporting, licensing, and franchising.
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Page 9
Chapter 8: Corporate Strategy
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Sample Questions
Q1) Identify and briefly discuss each of the three options for entering new businesses. What are the driving choice parameters for entry into new businesses and which one is the most popular in the sense of being used most frequently?
Q2) A weighted industry attractiveness assessment is generally analytically superior to an unweighted assessment because
A)a weighted ranking identifies which industries offer the best/worst long-term profit prospects.
B)an unweighted ranking doesn't discriminate between strong and weak industry driving forces and industry competitive forces.
C)it does a more accurate job of singling out which industry key success factors are the most important.
D)an unweighted ranking doesn't help identify which industries have the easiest and hardest value chains to execute.
E)the various measures of attractiveness are not likely to be equally important in determining overall attractiveness.
Q3) Explain and provide examples comparing and contrasting cash cow businesses and cash hog businesses.
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Chapter 9: Ethics, Corporate Social Responsibility,
Environmental Sustainability, and Strategy
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Q1) Keurig Green Mountain is committed to caring for the environment while also improving the livelihoods in coffee-growing communities. What initiatives has Keurig Green Mountain pursued under the company's corporate social responsibility strategy?
Q2) Define ethical universalism, ethical relativism, and integrative social contracts theory.
Q3) Short-termism is defined as
A)making assessments of the moral character of a company's managers.
B)the tendency for managers to focus on immediate performance objectives at the expense of longer-term strategic objectives.
C)assessing the costs and damages to the company's reputation as a result of ethical violations.
D)weighing the short-term costs of regulatory compliance with the long-term costs of noncompliance.
E)assessing the short-term costs of complying with government regulations.
Q4) 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?
Q5) 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
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Q1) Which recommended practices has Deloitte used to recruit and retain the best employees to make its rank-and-file employees a genuine competitive asset?
Q2) How has Zara gone about building an organization capable of proficient strategy execution?
Q3) Building an organization capable of good strategy execution entails
A)investing heavily in employee training, using an empowered organization design and organization structure in order to maximize labor productivity, and employing effective incentive compensation systems.
B)staffing the organization, building core competencies and competitive capabilities, and structuring the organization and work effort.
C)empowering employees, maximizing internal operating efficiency, and optimizing core competencies.
D)decentralizing authority for performing strategy-critical value chain activities, establishing at least two distinctive competencies, and hiring talented employees.
E)centralizing authority in the hands of a chief strategy implementer so as to create the leadership authority for driving implementation forward at a rapid pace.
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Page 12
Chapter 11: Managing Internal Operations
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Sample Questions
Q1) Provide three examples of nonmonetary motivation and rewards practices that have the capability to foster good strategy execution and explain how they act to produce such a result.
Q2) Discuss the importance of and provide at least three examples of the strategic benefits of real-time information systems.
Q3) There is evidence that Six Sigma can
A)take longer than TQM to demonstrate significant results.
B)stifle innovation and creativity in organizations.
C)help managers run a tight ship and preserve strong, centralized control over internal activities.
D)provide ample justification for becoming an ambidextrous organization.
E)foster decentralized decision making and employee empowerment.
Q4) Natalie and Vinnie own the Russian River Brewing Company, a craft brewer and taproom in Northern California. What actions could the partners take to realize full value from TQM or Six Sigma initiatives and promote a culture of operating excellence?
Q5) Suppose you are managing a local golf course. How might you go about developing and implementing an incentive compensation system that will help drive successful strategy execution?
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Chapter 12: Corporate Culture and Leadership
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Sample Questions
Q1) Leadership actions or managerial practices that perpetuate an unhealthy or problem culture normally DO NOT
A)use empowerment to help create a motivated workforce.
B)treat employees as indentured servants.
C)procrastinate in setting objectives and only occasionally communicating expectations for reaching targets.
D)ignore individual, group, and company successes.
E)follow a "must-be-invented-here" mindset.
Q2) Apple Inc.'s strongly implanted corporate culture has a powerful influence on the behavior of its personnel with the exception of
A)most corporate personnel have acknowledged and accepted the cultural traditions. B)management expectations and co-worker peer pressure cause employees to conform.
C)over time people who do not like the culture tend to leave.
D)over time achieving low workforce-turnover is a catalyst for conformity and acceptance.
E)a strong leader that uses coercion and the threat of punishment to enforce norms.
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