118) What are the pros and cons of using strategic alliances to try to enhance a company’s ability
to compete in foreign markets?
119) Discuss in some detail the difference between a multidomestic strategy and a global
strategy. Give the pros and cons of each.
120) What circumstances call for use of a multidomestic strategy for competing in international
markets?
121) When is a global strategy “superior” to a multidomestic strategy?
122) How does a transnational strategy differ from a multidomestic or a global strategy?
123) When should a company enter a new country via internal development?
124) A global strategy embraces the theme “think-global, act-global,” whereas a multidomestic
strategy relies more on a “think-local, act-local” mentality. True or false? Explain.
125) Explain the differences between a “think-global, act-global” strategy and a “think-global,
act-local” strategy.
126) Explain why a company desirous of competing in foreign markets needs to pay careful
attention to where it locates it value chain activities.
127) Imagine that you are the manager of an aspiring multinational social media company.
Identify and briefly explain two ways that your company could expand outside your domestic
market to improve overall competitiveness.
128) Under what circumstances is it advantageous for a company competing in foreign markets
to disperse certain value chain activities across many countries?
129) List and discuss three strategy options for competing in emerging markets.
130) Explain the importance of competing in emerging markets.
131) Identify and briefly describe a local company’s strategic options in competing against global
challengers.
132) You have been assigned a project to identify approaches to defend against the entry of
multinational companies into an emerging market. Use two examples from Chapter 7 to illustrate
your strategic options.