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37.
Which of the following is NOT a strategic option for expansion into foreign markets?
38.
Which of the following factors does NOT determine whether to employ entry strategy options?
39.
Using domestic plants as a production base for exporting goods to selected foreign country markets
40.
Which of the following is an example of an export strategy?
41.
The advantages of using a licensing strategy to participate in foreign markets include
42.
The advantages of using a franchising strategy to pursue opportunities in foreign markets include
43.
The big problem a franchisor faces is
44.
The advantages of using an acquisition strategy to pursue opportunities in foreign markets include
45.
The big issue an acquisition-minded firm must consider is whether
46.
A greenfield venture in a foreign market is one
47.
Acquisition of an existing firm rather than via internal development may be the least risky and cost-
efficient means of overcoming entry barriers such as
48.
Which of the following is not one of the four conditions that make entry via an internally developed
start-up strategy in a foreign country appealing?
49.
Greenfield ventures, like all market entry strategies, can pose serious problems to achieving foreign
market entry success. What is NOT deemed a barrier to success?
50.
Which of the following is a condition that makes an internal startup strategy appealing over an
acquisition?
51.
Which of the following is NOT an advantage of strategic alliances, joint ventures, and cooperative
agreements between domestic and foreign firms?
52.
Which of the following is an example of a cross-border alliance?
53.
Which of the following is an NOT an example of a cross-border alliance?
54.
Which of the following is NOT a risk of cross-border alliances between domestic and foreign firms?
55.
The risks of strategic alliances often include all of the following EXCEPT
56.
What is the foremost strategic issue that must be addressed by firms when operating in two or more
foreign markets?
57.
Which of the following is NOT one of the strategy options for competing in the markets of foreign
countries?
58.
When a company operates in the markets of two or more different countries, its foremost strategic
decision is
59.
A localized or multidomestic strategy
60.
Which of the following statements regarding multidomestic competition is false?
61.
Which of the following strategies identifies a multidomestic approach?
62.
When is a think-local, act-local approach to strategy making appropriate?
63.
Which of the following statements regarding global competition is false?
64.
Which of the following statements regarding multidomestic and global competition is false?
65.
Which of the following is the most unlikely element of a localized multidomestic strategy?
66.
A "think-local, act-local" multidomestic type of strategy
67.
The strength of a "think-local, act-local" multidomestic strategy is that
68.
A "think-local, act-local" multidomestic strategy works particularly well in all of the following
situations, EXCEPT when there are
69.
A "think-local, act-local" multidomestic strategy entails
70.
In which of the following situations is employing a "think-local, act-local" multidomestic strategy
highly questionable?
71.
What is a primary drawback of a localized multidomestic strategy?
72.
A global strategy allows for
73.
A global strategy is one in which a company performs all of the following tasks, EXCEPT
74.
A think-global, act-global strategic theme puts emphasis on
75.
What is the best way to achieve the efficiency potential of a global strategy?
76.
During the 1980s, the YKK Group developed and manufactured all its fastening products within Japan.
Which of the following aspects of the global strategy was YKK trying to achieve?
77.
Which of the following does NOT accurately characterize the differences between a localized
multidomestic strategy and a global strategy?
78.
A "think-global, act-global" approach to strategy making is preferable to a "think-local, act-local"
approach when
