International Business Strategy
Final Test Solutions
Course Introduction
International Business Strategy explores the frameworks, tools, and analytical approaches necessary for formulating and implementing effective strategies in the global business environment. This course examines how organizations adapt to diverse economic, cultural, political, and legal systems while competing in international markets. Key topics include global market entry modes, cross-border mergers and acquisitions, strategic alliances, competitive advantage in emerging and developed economies, and the impact of globalization on business operations. Through case studies and practical projects, students will develop the skills required to assess international opportunities and risks, design global business strategies, and manage complex international operations.
Recommended Textbook
Concepts in Strategic Management and Business Policy 14th Edition by Thomas
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Page 2
L. Wheelen
Chapter 1: Basic Concepts in Strategic Management
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Sample Questions
Q1) Which of the following is NOT a characteristic of strategic decisions as mentioned in the text?
A) directive
B) consequential
C) rare
D) continuous
E) require commitment of substantial resources
Answer: C
Q2) The corporate mission is best described by which one of the following?
A) a description of the activities carried out by the organization
B) the purpose or reason for the corporation's existence
C) a description of top management's responsibilities
D) a statement of corporate objectives
E) a statement of what the organization would like to become
Answer: B
Q3) General Electric led the transition from strategic planning to strategic management during the 1980s.
A)True
B)False
Answer: True
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Chapter 2: Corporate Governance
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Sample Questions
Q1) What are the criteria for selecting a good director?
Answer: Some of the top criteria provided by a survey for selecting a good director includes the following:
Willing to challenge management when necessary Special expertise important to the company Expertise on global business issues
Available for outside meetings to advise management Understands the firm's key technologies and processes Brings external contacts that are potentially valuable to the firm Detailed knowledge of the firm's industry
High visibility in his or her field
Accomplished at representing the firm to stakeholders
Q2) A 2011 McKinsey and Company survey found that less than 10 percent of a board's time is spent on strategy.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Ethics and Social Responsibility in Strategic Management
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Sample Questions
Q1) Discuss some reasons for unethical behavior by business people.
Answer: There are a number of reasons proposed for the unethical behavior by business people. It may be that the involved people are not even aware that they are doing something questionable. There is no worldwide standard of conduct for business people. Cultural norms and values vary between countries and even between different geographic regions and ethnic groups within a country. Another possible reason for what is often perceived to be unethical behavior lies in differences in values between business people and key stakeholders. Some business people may believe profit maximization is the key goal of their firm, whereas concerned interest groups may have other priorities. This difference in values can make it difficult for one group of people to understand another's actions.
Q2) In any one strategic decision, the interests of one stakeholder group seldom conflict with another.
A)True
B)False
Answer: False
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5
Chapter 4: Environmental Scanning and Industry Analysis
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Sample Questions
Q1) A table which summarizes the key success factors within a particular industry is called a(n)
A) EFAS Table.
B) IFAS Table.
C) SFAS Table.
D) TOWS Matrix.
E) industry matrix.
Q2) Faulty underlying assumptions are the most frequent cause of forecasting errors.
A)True
B)False
Q3) Describe the four general forces in the societal environment.
Q4) When General Motors considers making its own automotive parts, Delphi Automotive Supply Company would be concerned with the
A) bargaining power of suppliers.
B) bargaining power of buyers.
C) rivalry among existing competitors.
D) threat of substitutes.
E) threat of new entrants.
Q5) Define competitive intelligence.
Q6) Describe Porter's approach to industry analysis.
Page 6
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Chapter 5: Internal Scanning and Organizational Analysis
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Q1) The concept that suggests that unit production costs decline by some fixed percent each time the total accumulated volume of production in units doubles is referred to as
A) the experience curve.
B) the R&D mix.
C) technological competence.
D) economy of scale.
E) economy of scope.
Q2) The rate at which a firm's underlying resources and capabilities depreciate or become obsolete is called
A) replicability.
B) transparency.
C) imitability.
D) durability.
E) transferability.
Q3) Continuous manufacturing systems reap benefits from economies of scale.
A)True
B)False
Q4) Describe Barney's VRIO framework.
Q5) What is R&D intensity?
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Chapter 6: Strategy Formulation: Situation Analysis and Business Strategy
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Q1) The concept that advocates management's attempt to find a strategic fit between external opportunities and internal strengths while working around external threats and internal weaknesses is called
A) environmental analysis.
B) position analysis.
C) strategic evaluation.
D) objective analysis.
E) situation analysis.
Q2) Which of the following is NOT considered a strategic alliance success factor?
A) Have a clear strategic purpose.
B) Operate with short-term time horizon.
C) Agree on an exit strategy for when the partners' objectives are achieved or the partnership fails.
D) Minimize conflicts among the partners by clarifying the objectives.
E) Identify likely partnering risks and deal with them when the alliance is formed.
Q3) The two general types of cooperative strategies are collusion and strategic alliances.
A)True
B)False
Page 8
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Chapter 7: Strategy Formulation: Corporate Strategy
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Sample Questions
Q1) According to the text, 75% of a company's market value is derived from its A) employees.
B) intangible assets.
C) plant assets.
D) joint ventures.
E) licensing agreements.
Q2) According to the BCG Growth Share Matrix, dogs should be either sold off or managed carefully for the small amounts of cash they can generate.
A)True
B)False
Q3) According to the BCG Growth Share Matrix, cash cows are market share leaders typically at the growth stage of their product life cycle and are usually able to generate enough cash to maintain their high share of the market.
A)True
B)False
Q4) Backward integration is often more profitable than forward integration.
A)True
B)False
Q5) Describe the four categories of the BCG Growth Share Matrix.
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Chapter 8: Strategy Formulation: Functional Strategy and Strategic Choice
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Sample Questions
Q1) Fujitsu demonstrated a strategy to avoid when it imitated IBM's strategy focused on mainframes in 1990.
A)True
B)False
Q2) When a company spends a large amount of money on trade promotion in order to gain or hold shelf space in retail outlets, a company is using a ________ strategy.
A) pull
B) push
C) financial
D) dedicated line
E) dynamic pricing
Q3) To avoid the consensus trap, which technique involving presenting two conflicting views (the thesis and the antithesis) presented in a debate format can be traced back to Plato and Aristotle?
A) devil's advocate
B) Sloan's judgment
C) sales presentation
D) dialectical inquiry
E) scenario construction
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Chapter 9: Strategy Implementation: Organizing for Action
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Sample Questions
Q1) The job characteristics model is a good example of
A) job rotation.
B) job design.
C) job enrichment.
D) job enlargement.
E) all of the above
Q2) During Stage II of the organizational life cycle, the structure most likely to be implemented is
A) entrepreneur-dominated.
B) functional management.
C) decentralization into profit or investment centers.
D) structural surgery.
E) dismemberment of structure.
Q3) Objectives which are personal and subjective and are typified by an entrepreneurial spirit describe what stage of corporate development?
A) Stage I company
B) Stage II company
C) Stage III company
D) Stage IV company
E) Stage V company
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Chapter 10: Strategy Implementation: Staffing and Directing
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Q1) Approximately what percent of manufacturing companies have implemented some form of quality management practices?
A) 92
B) 76
C) 50
D) 22
E) 10
Q2) According to the text, what is the "key" to effective management of change in culture?
A) planning
B) operationalization
C) evaluation
D) staffing
E) communication
Q3) A dynamic industry expert is someone with an analytical mind who is highly knowledgeable in other industries and can manage diverse product lines.
A)True
B)False
Q4) What are Hofstede's dimensions of national culture?
Page 12
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Chapter 11: Evaluation and Control
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Sample Questions
Q1) Because of the belief that accounting-based numbers such as ROI, ROE, and EPS are not reliable indicators of a corporation's economic value, which method of corporate performance is now preferred?
A) shareholder value
B) basic earning power
C) price/earnings ratio
D) profit margin on sales
E) return on assets
Q2) The German company SAP AG originated the concept of ERP with its A) activity-based costing.
B) transfer pricing.
C) spreadsheet software.
D) R/3 software system.
E) transnational software integrator.
Q3) ROI stands for return on incentives.
A)True
B)False
Q4) The revenue center is measured in terms of efficiency.
A)True
B)False
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Chapter 12: Suggestions for Case Analysis
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Sample Questions
Q1) A Z-value below 10 indicates significant credit problems.
A)True
B)False
Q2) Which financial ratio indicates the dividend rate of return to common shareholders at the current market price?
A) return on equity
B) dividend yield on common stock
C) price/earnings ratio
D) dividend payout ratio
E) earnings per share
Q3) The calculation of ratios from financial data is referred to as
A) SWOT analysis.
B) ratio analysis.
C) receivables analysis.
D) integration analysis.
E) diversification analysis.
Q4) Cases present actual business situations and enable you to examine ONLY successful corporations.
A)True
B)False
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