53.
Identify and briefly describe any three of the five strategic options for entering foreign
markets.
54.
Briefly discuss why a domestic company desirous of entering foreign markets might see
attractive advantages in forming strategic alliances with foreign companies.
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55.
What are the possible benefits and risks of using strategic alliances to try to enhance a
company’s ability to compete in foreign markets?
56.
Discuss in some detail the difference between a localized multidomestic strategy and a global
strategy, and give the pros and cons of each.
57.
What circumstances call for use of a multidomestic strategy for competing in international
markets?
58.
When is a global strategy “superior” to a multidomestic strategy?
59.
A global strategy embraces the theme “think global, act global,” whereas a multidomestic
strategy relies more on a “think global, act local” mentality. True or false? Explain.
60.
Explain the differences between a think global, act global strategy and a think global, act local
strategy.
61.
Identify and briefly explain two ways that multinational companies are able to use
international operations to improve overall competitiveness.
62.
Explain under what circumstances it becomes necessary for a multinational company to
concentrate internal processes in a few locations.
63.
Under what circumstances is it advantageous for a company competing in foreign markets to
disperse certain internal processes across many countries?
64.
Explain the importance of competing in emerging markets.
65.
List and discuss three strategy options for competing in emerging markets.