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87.
Which of the following factors pertaining to national competitive advantage enabled Nokia,
a multinational company from Finland, to become an early leader in cell phones?
88.
Due to dense urban living conditions, hot and humid summers, and high energy costs, it is
not surprising that Japanese customers want small, quiet, and energy-efficient air
conditioners. Which feature of Porter's diamond framework does this scenario best
exemplify?
89.
Which of the following statements best explains how the presence of top-notch
complementors within a firm's industry affects the focal firm's business?
90.
Hans is a strategist who wants to decide on the appropriate strategy to help his firm "go
global." Which of the following should Hans consider while choosing his strategy?
91.
_____ is a process of closer integration and exchange between different countries and
peoples worldwide.
92.
Which of the following is
most
likely an accurate statement?
93.
Which of the following describes a firm in the Globalization 1.0 stage?
94.
Which of the following will
most
likely harm a MNE's reputation?
95.
Which of the following is a
primary
reason why firms pursue a global strategy?
96.
Which of the following will
most
likely increase geographic distance between two
countries?
97.
Allgreva Inc. is located in Movaria near the nation of Clozame. Allgreva is considering
expanding into Clozame. Both countries have similar consumer incomes and knowledge
bases and share a common language. Also, the transportation networks between the
countries are strong. Even so, the two nations have a long-standing dispute concerning
the control of an area of land along their common border. Currently, Movaria rules this
land. Which of the following would
most
likely prevent Allgreva from expanding into
Clozame?
98.
Which of the following countries has a high geographic distance but a low cultural
distance from the United States?
99.
Which of the following entry modes was used extensively in Globalization 1.0 stage?
100.
Global Frontier Inc. wants to expand into the international market. It does not want to
spend a very large amount of money for this process. However, Global Frontier wants to
maintain some control in the foreign market. Which of the following would be the
best
entry mode for this firm?
101.
Which of the following accurately describes what the integration-responsiveness
framework does?
102.
ChocoNuts Inc. produces an inexpensive candy bar that is well tailored for the tastes of
U.S. consumers. However, it has failed to satisfy the consumer preferences of its host
country, Japan. Which of the following categories has ChocoNuts performed poorly in?
103.
Swiss-based Nestlé, the largest food company in the world, is well-known for customizing
its product offerings to suit local preferences, tastes, and requirements. By doing this,
Nestlé is pursuing a(n)
104.
The risk of intellectual property appropriation increases when companies follow a
multidomestic strategy because products are
105.
The German multimedia conglomerate Bertelsmann operates in more than 60 countries
throughout the world and owns many regional leaders in their specific product categories,
including Random House Publishing in the United States. Bertelsmann operates its more
than 500 regional media divisions as more or less autonomous profit-and-loss centers. but
attempts to share best practices across units; global learning and human resource
strategies for executives are coordinated at the network level. Bertelsmann is an example
of following a(n)
106.
The transnational strategy is similar to a(n) _____ strategy because they both focus on
product differentiation and low costs.
107.
Michael Porter's diamond framework is used to explain
108.
In Michael Porter's diamond framework, _____ describe a country's endowments in terms
of natural, human, and other resources.
109.
Fierce domestic competition in Lobekistan makes a tough environment for any motorcycle
company. Success requires top-notch engineering of chassis and engines, as well as
keeping costs and fuel consumption in check. As a result, Lobekistan's motorcycles have a
competitive advantage in the global market. According to Porter's diamond framework, this
scenario shows the influence of competitive intensity in
110.
Toyota's global success in the 1990s and early 2000s was based to a large extent on a
network of world-class suppliers in Japan. This tightly knit network allowed for fast two-
way knowledge sharing—this in turn improved Toyota's quality and lowered its cost, which
it leveraged into a successful blue ocean strategy at the business level. This example
shows the effectiveness of
