战略管理第八章作业

战略管理第八章作业

Chapter 8—International Strategy

TRUE/FALSE

3. A traditional motive for internationalization has been to

secure needed resources, especially minerals

and energy.

4. In order to achieve economies of scale, some

manufacturing industries in nations (such as Korea) with

small domestic markets must globalize.

7. To the extent that a firm is able to standardize products

across country borders, use the same or similar

production facilities, and coordinate critical resource

functions, the more likely it is to achieve

economies of scale.

10. The requirement for local repair and service capabilities

has discouraged manufacturers of household

appliances, such as General Motors and Toyota, from

diversifying internationally.

13. When a firm initially pursues an international business-level strategy, its home country of operation

may be its most important source of competitive advantage.

14. Both the size and the nature of a country’s domestic

demand for a particular industry’s good or service

are important in Port er’s model of national competitive

advantage.

19. A major advantage of multidomestic strategies is the

ability to customize for the specific market,

although this sacrifices economies of scale.

20. A global strategy assumes that the strategic business units operating in each country are

interdependent.

22. A transnational strategy is difficult to achieve because the

multiple objectives involved are

contradictory.

26. Exporting and licensing are the most appropriate ways

for smaller firms to first enter international

markets.

29. Although licensing is the least costly method to enter a

foreign market, its disadvantages include high

costs of transportation and low control over the marketing

and distribution of goods.

30. Strategic alliances tend to increase the risk associated

with international expansion for the U.S. partner

because of the greater dependence on the foreign firm.

31. Establishing a wholly-owned subsidiary provides the

quickest access to a new market.

35. International diversification ca n help to reduce a firm’s

overall risk through the stabilization of returns.

39. International strategies are complex and can therefore

produce greater uncertainty for the firm.

46. If a firm chooses to expand internationally, it must

attempt to compete in all the major world markets,

or else lose its competitive advantage.

MULTIPLE CHOICE

1. Shanghai Automotive Industry Corporation (SAIC) exports

few cars outside of the Chinese market.

Why might established automakers monitorSAIC closely?

a. SAIC is presently exporting cars to developing economies

where these firms also compete.

b. SAIC is growing in the Chinese market where these firms

also compete.

c. SAIC is expected to seek entry into these firms’ home

markets in the future.

d. All of the above reasons are accurat

e.

2. Chinese firms are becoming more competitive globally

due to all of the following EXCEPT

a. emerging technological capabilities gained from foreign

partners.

b. the development of their own branded products.

c. greater ability to export product due to the weakening of

their currency relative to the

dollar and euro.

d. increased managerial capabilities.

3. International strategy refers to a(an)

a. action plan pursued by American companies to compete

against foreign companies

operating in the United States.

b. strategy through which the firm sells products in markets

outside the firm’s domestic

market.

c. political and economic action plan developed by

businesses and governments to cope with

global competition.

d. strategy American firms use to dominate international

markets.

7. The motivations for expanding into international markets

include each of the following opportunities EXCEPT

a. increasing the size of the firm’s potential markets.

b. increased return on investment.

c. gaining a competitive advantage through location.

d. favorable tax concessions and economic incentives by

home-country governments.

11. Moving into international markets is a particularly

attractive strategy to firms whose domestic markets

a. demand a differentiation strategy for success.

b. are limited in opportunities for growth.

c. have developed unfriendly business attitudes toward the

industry.

d. have too much regulation.

15. Firms with core competencies that can be exploited

across international markets are able to

a. achieve synergies and produce high quality goods at lower

costs.

b. enter new markets more quickly.

c. enhance their market image and brand loyalty among local

consumers.

d. meet local government requirements more quickly than

their international competitors.

20. A fundamental reason for a country’s development of

advanced and specialized factors of production

is often its

a. lack of basic resources.

b. monetary wealth.

c. small workforce.

d. protective tariffs.