Chapter 6—Business Marketing Strategies for Global Markets
MULTIPLE CHOICE
a.contractingb.licensingc.exportingd.franchisinge.a turnkey operation
ANS: C PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.wishes to maintain direct control of the marketing program.b.lacks the resources to make a significant commitment to the market.c.wants to form long-term relationships with international customers.d.all of the abovee.none of the above
ANS: B PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.licensing.b.management contracts.c.exporting.d.all of the abovee.both (a) and (b)
ANS: E PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.a firm has less control over a license than over its own exporting or manufacturing abroad.b.licensing agreements include a time limit and additional extensions (beyond the first) that may not be readily permitted by a number of foreign governments.c.the licensee may become an important competitor in the future.d.all of the abovee.(b) and (c) only
ANS: D PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.Contract manufacturingb.Exportingc.Franchisingd.A joint venturee.A turnkey operation
ANS: A PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.licensing.b.a turnkey operation.c.a joint venture.d.contract manufacturing.e.importing.
ANS: B PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.they provide the only path of entry into many foreign markets.b.they may provide for better relationships with local organizations (for example, local authorities) and with customers.c.they may open up market opportunities that neither party to the venture could pursue alone.d.all of the abovee.(a) and (b) only
ANS: D PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.a joint venture.b.exporting.c.franchising.d.importing.e.global marketing.
ANS: A PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.a multidomestic strategy.b.a differentiated strategy.c.a global strategy.d.an export-based strategy.e.a coordinated strategy.
ANS: A PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.a multidomestic strategy.b.a differentiated strategy.c.a global strategy.d.an export-based strategy.e.a coordinated strategy.
ANS: C PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.A multidomestic industryb.A differentiated industryc.A global industryd.An export-based industrye.A coordinated industry
ANS: C PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.a multidomestic industryb.a differentiated industryc.a global industryd.an export-based industrye.a coordinated industry
ANS: A PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.a country-centered strategy.b.an export-based strategy.c.a purest global strategy.d.a segmented international strategy.e.a coordinated international strategy.
ANS: C PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.a country-centered strategyb.an export-based strategyc.a purest global strategyd.a segmented international strategye.a coordinated international strategy
ANS: B PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.licensing or contract manufacturing.b.a local production and marketing subsidiary.c.exporting.d.selective distribution.e.none of the above
ANS: A PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.licensing.b.wholly-owned subsidiaries.c.contract manufacturing.d.all of the abovee.(a) and (c) only
ANS: E PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.licensingb.wholly-owned subsidiariesc.contract manufacturingd.exportinge.franchising
ANS: B PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.capital investment.b.marketing strength in foreign markets.c.a company to have less control over a licensee than over its own exporting or manufacturing abroad.d.all of the above.e.(b) and (c) only.
ANS: C PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.resources.b.relationships.c.culture.d.all of the above.e.(a) and (b) only.
ANS: D PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.they include the only path of entry into many foreign markets.b.they open up market opportunities that neither partner to the venture could purse alone.c.they transfer knowledge to the partner.d.all of the above.e.(a) and (b) only.
ANS: E PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.strategy is set.b.core product and process technology is created and maintained.c.a critical mass of sophisticated production and service activities reside.d.all of the above.e.(a) and (c) only.
ANS: D PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.establishing a strategies that are independent across countries.b.developing accounting systems that are country specific.c.encouraging personal relationships and the transfer of learning among subsidiary managers across locations.d.all of the above.
ANS: C PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.10b.20c.30d.40e.50
ANS: E PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.licensing.b.contract manufacturing.c.joint ventures with a majority share.d.all of the above.e.(a) and (b) only.
ANS: E PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.a globalb.an exportingc.a joint ventured.a licensing
ANS: A PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.Cost advantage.b.Market access advantage.c.Capabilities advantage.d.All of the above.e.(a) and (b) only.
ANS: D PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.0 to 20 percentb.20 to 40 percentc.40 to 60 percentd.60 to 80 percent
ANS: B PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.One-time setup costs.b.Risk management costs.c.Exit costs.d.All of the above.e.(a) and (b) only.
ANS: D PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.improve research and development.b.address unmet customer needs.c.further standardize products in the home country.d.All of the above.e.(a) and (b) only.
ANS: E PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.Economic.b.Competitive.c.Environmental.d.All of the above.e.(a) and (b) only.
ANS: D PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.High labor content.b.Low growth potentialc.Standardized manufacturing or service-delivery processes.d.All of the above.e.(a) and (c) only.
ANS: E PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.Protection of intellectual property is critical.b.High sensitivity to production location.c.Very high technology content.d.All of the above.e.(a) and (c) only.
ANS: D PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.Problems with maintaining alliances over time.b.Difficult to implement alliances on a global scale.c.Problems establishing coordination and trust.d.All of the above.e.(a) and (c) only.
ANS: D PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.Disagreements over profit-sharing.b.Opening up of new market opportunities.c.Problems responding to changing market needs.d.All of the above.e.(b) and (c) only.
ANS: A PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.the size of the market.b.the market’s growth potential.c.Both (a) and (b).d.Neither (a) or (b).
ANS: C PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
a.Coordinationb.Configurationc.The home based.The value network
ANS: A PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: A PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: C PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
TRUE/FALSE
ANS: T PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: F PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: T PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: F PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: T PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: F PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: F PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: F PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: T PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: T PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: F PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: T PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: T PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: T PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: F PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: T PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: F PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: T PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: T PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: F PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: F PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: T PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: T PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
COMPLETION
ANS: cost advantages
PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: landed
PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: subsidies
PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: exporting
PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: Contract manufacturing
PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: Strategic alliances
PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: Multidomestic strategies
PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS: competitive position
PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ANS:
configuration, coordination
coordination, configuration
PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Managing strategy & innovation
ESSAY
ANS:
n/a
PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Strategic & systems skills
ANS:
n/a
PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Strategic & systems skills
ANS:
n/a
PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Strategic & systems skills
ANS:
n/a
PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Strategic & systems skills
ANS:
n/a
PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Strategic & systems skills
ANS:
n/a
PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Strategic & systems skills
ANS:
n/a
PTS: 1
NAT: AACSB Reflective Thinking | CB&E Model International perspective | R&D Strategic & systems skills
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