21.
The disadvantages of using a franchising strategy to pursue opportunities in foreign markets
do
not
include
22.
Establishing a wholly owned subsidiary in a foreign market to take advantage of all essential
value chain activities requires a strategy that
23.
Acquiring an existing firm operating in a foreign country rather than undertaking internal
development may be the least risky and cost-efficient means of overcoming entry barriers
such as
24.
Strategic alliances, joint ventures, and cooperative agreements between domestic and foreign
firms are a potentially fruitful means for the partners to
25.
Which is
not
one of the four conditions that make entry via an internally developed start–up
strategy in a foreign country appealing?
26.
Which of the following is
not
a potential benefit of strategic alliances or other cooperative
arrangements between foreign and domestic companies?
27.
Which of the following is
not
one of the problems and risks of cross-border strategic alliances,
that is, between domestic and foreign firms?
28.
When a company operates in the markets of two or more different countries, its foremost
strategic decision is
29.
A think local, act local multidomestic type of strategy
30.
The strength of a think local, act local multidomestic strategy is that
31.
A think local, act local multidomestic strategy works particularly well when
32.
The drawbacks of a localized multidomestic strategy include
33.
Two major drawbacks of a think local, act local multidomestic strategy are
34.
A think global, act global approach to crafting a global strategy involves
35.
A think global, act global approach to strategy making is preferable to a think local, act local
approach when
36.
The transnational approach of a firm using a think global, act local version of a global strategy
entails
37.
The competitive strategy of a firm pursuing a think global, act local approach to strategy
making
38.
When expanding outside its domestic market, a company can gain competitive advantage by
39.
To use location to build competitive advantage, a company that operates multinationally or
globally must
40.
To use location to build competitive advantage when competing in both domestic and foreign
markets, a company must