79.
The approach of a firm using a “think-global, act-local” version of a transnational strategy entails
80.
The essential difference between a “think-global, act-global” and a “think-global, act-local” approach to
strategy-making is that
81.
A primary drawback of a global strategy is that it
82.
A strategy that incorporates elements of both multidomestic and global strategies is termed a
“transnational” strategy, but sometimes it is referred to as a(n)
83.
Companies often implement a transnational strategy because it
84.
The transnational approach of a firm using a “think-global, act-local” version of a global strategy
entails
85.
What strategy is considered more conducive to transferring and leveraging subsidiary skills and
capabilities across borders?
86.
Companies that compete internationally can pursue competitive advantage in world markets (or offset
domestic disadvantages) by
87.
In expanding into foreign markets, a company can strive to gain competitive advantage (or offset
domestic disadvantages) by
88.
To use location to build competitive advantage, a company that operates transnationally or globally
must
89.
In competing in foreign markets, companies find it advantageous to concentrate their activities in a
limited number of locations in all of these situations, EXCEPT when
90.
When concentrating production in a few locations, which of the following can allow a manufacturer to
lower unit costs, boost quality, or master a new technology more quickly?
91.
Dispersing the performance of value chain activities to many different countries rather than
concentrating them in a few country locations tends to be advantageous in all of the following
situations, EXCEPT
92.
The competitive advantage opportunities that a global competitor can gain by dispersing performance of
its activities across many nations include all of the following, EXCEPT
93.
Dispersing particular value chain activities across many countries rather than concentrating them in a
select few countries can be more advantageous, EXCEPT when
94.
Transferring core competencies and resource strengths from one country market to another is
95.
A key approach for a company to grow sales and profits in several country markets is to
96.
Companies that compete on an international basis have a competitive advantage over their purely
domestic rivals
97.
Sharing and transferring resources and capabilities across borders may also contribute to the
development of broader or deeper competencies and capabilities, thereby helping a company achieve
98.
Profit sanctuaries are country markets or geographic regions where a company
99.
Profit sanctuaries are found to differ by a company’s strategy, such that a(n)
100.
What supports competitive offensives in one market with resources and profits diverted from operations
in another market?
101.
What does the World Trade Organization (WTO) NOT do primarily?
102.
What is it called when a company sells its goods in foreign markets at prices that are below the prices at
which it normally sells in its home market or well below its full costs per unit?
103.
What can happen when international rivals compete against one another in multiple-country markets?
104.
Companies racing for global market leadership
105.
Which of the following is NOT a typical option that companies have to consider to tailor their strategy
to fit the circumstances of emerging country markets?
106.
Viable strategic options companies should consider in tailoring their strategy to fit circumstances of
emerging country markets include all of the following, EXCEPT
107.
Which of the following is an example of a modification in the company’s business model to
accommodate the unique local circumstances of developing countries?
108.
The basic strategy options for local companies in competing against global challengers include