International Business Strategy
Question Bank
Course Introduction
International Business Strategy explores the principles and practices that guide organizations in navigating the complexities of operating across borders. The course examines the formulation and implementation of strategies in a global context, addressing challenges such as cultural differences, international market entry, global competition, and cross-border management. Through the analysis of real-world cases and theoretical frameworks, students develop an understanding of how multinational enterprises create value, adapt to different regulatory environments, leverage global resources, and sustain competitive advantage in dynamic international markets.
Recommended Textbook
Strategic Management Theory An Integrated Approach 11th Edition by Charles
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953 Verified Questions
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Page 2
W. L. Hill
Chapter 1: Strategic Leadership: Managing the Strategy-Making Process for Competitive Analysis
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Sample Questions
Q1) Which of the following statements is true about SWOT analysis?
A)It does not encompass the analysis of an organization's external environment.
B)It essentially results in the generation of one single strategy that deals with one particular internal function of an organization.
C)It does not encompass functional-level strategies directed at improving the effectiveness of operations within a company.
D)It essentially produces strategies that are incongruent with each other.
E)It is a methodology for choosing between competing business models.
Answer: E
Q2) Feelings of personal responsibility for a project are most likely to lead to:
A)prior hypothesis biases.
B)escalating commitment.
C)reasoning by analogy.
D)representativeness.
E)ivory tower planning.
Answer: B
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Chapter 2: External Analysis: The Identification of Opportunities and Threats
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Sample Questions
Q1) An industry's buyers have high bargaining power when:
A)they purchase in small quantities.
B)switching costs are low.
C)it is economically impossible for them to purchase an input from several companies at once.
D)the supply industry depends upon buyers for a very small percentage of its total orders.
E)the industry is a monopoly.
Answer: B
Q2) Successful innovation cannot transform the nature of industry competition.
A)True
B)False
Answer: False
Q3) Common exit barriers include:
A)minimal investment in assets like specific machines.
B)emotional attachments to an industry.
C)low fixed costs associated with leaving an industry.
D)the lack of bankruptcy regulations.
E)economic independence of a company
Answer: B
Page 4
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Chapter 3: Internal Analysis: Distinctive Competencies, Competitive
Advantage, and Profitability
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Sample Questions
Q1) Ted is an accountant at ABC Company.He calculates the difference between total revenues and total costs before tax.Ted calculates the:
A)net profit.
B)capital turnover.
C)cost of goods sold.
D)return on sales.
E)invested capital.
Answer: A
Q2) A company's profitability depends on the value customers place on the company's products
A)True
B)False
Answer: True
Q3) The most successful fmns are those that constantly learn and upgrade their distinctive competencies.
A)True
B)False
Answer: True
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Chapter 4: Building Competitive Advantage Through Functional-Level Strategy
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Sample Questions
Q1) Which of the following does the philosophy underlying TQM include?
A)Greater quantity results in cost decreases.
B)Better quality leads to higher market share.
C)Greater quantity increases a company's profitability.
D)Opinions of employees are irrelevant in manufacturing products.
E)Work standards should only be defined as numbers or quotas.
Q2) You are a consultant offering advice to a large manufacturing firm about ways to increase its distinctive competency in innovation.What suggestions would you offer? Be specific and detailed in your answer.
Q3) Discuss why superior efficiency is important and the many ways that different parts of the organization can help achieve it.
Q4) Which of the following trends has led to the fragmentation of many consumer markets?
A)Self-managing teams
B)Project management
C)TQM
D)Customization
E)Increased response time
6
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Chapter 5: Building Competitive Advantage Through Business-Level Strategy
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Sample Questions
Q1) When a company decides to serve a limited number of segments, or just one segment, it is pursuing a segmentation strategy.
A)True
B)False
Q2) Yankee Candle Company offers customers candles that burn for 50-60 hours, much longer than most department store candle brands.Therefore, customers are willing to pay a higher price for these candles.Which of the following strategies is Yankee Candle Company following?
A)Cost leadership
B)Rapid growth
C)Market segmentation
D)Differentiation
E)Stuck in the middle
Q3) Standardization describes what happens when innovation pushes out the efficiency frontier in an industry, allowing for greater value to be offered through superior differentiation at a lower cost than was previously thought possible.
A)True
B)False
Q4) Define the generic business-level strategies companies pursue.
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Chapter 6: Business-Level Strategy and the Industry Environment
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Sample Questions
Q1) Innovators and early adopters have very different customer needs from the early majority.
A)True
B)False
Q2) In the embryonic stage of the industry life cycle, a company's investment needs and production costs are low.
A)True
B)False
Q3) Which of the following is an advantage of franchising?
A)It gives the franchisor the same level of tight control over franchisees as does chaining.
B)It allows the franchisor to obtain the entire profits made by franchisees.
C)It is beneficial for franchisees as they do not have to face the challenge of higher capital costs.
D)It helps the franchisees by relieving them of the responsibility of running operations.
E)It can help the franchisor expand his or her business rapidly.
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Chapter 7: Strategy and Technology
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Sample Questions
Q1) A set of related technical standards that specify the common set of features or design characteristics of a product is called a dominant design.
A)True
B)False
Q2) Aggressive marketing in the context of format wars:
A)deters early adopters.
B)helps a company jump-start demand.
C)results in lower emphasis on killer applications.
D)does not encompass point-of-sales promotion techniques.
E)usually triggers a negative feedback loop.
Q3) Venus Corp.a high-technology, gadget-making company has introduced a gaming console with attractive features. Even though the console is priced modestly and has better features than the existing ones, it has failed as many customers are apprehensive about buying it.In order to create demand, Venus Corp.should:
A)price the console extremely high.
B)create its own set of technical standards.
C)ensure that there are adequate complementary products.
D)use minirnalistic and subtle advertising and marketing strategies.
E)avoid licensing the format to other companies.
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Chapter 8: Strategy in the Global Environment
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Sample Questions
Q1) Which of the following is not a risk of exporting?
A)Tariffbarriers
B)Transportation costs
C)Location diseconomies
D)High manufacturing costs
E)Delegation of marketing activities to a local agent
Q2) For a strategic alliance, fmns should seek partners that are:
A)different in terms of vision and agendas.
B)known for being opportunistic.
C)willing to share costs and risks of product development.
D)radically different when it comes to strategic goals.
E)similar when it comes to capabilities.
Q3) Differences in tastes and preferences:
A)increase pressures for cost reductions.
B)do not affect service-based firms.
C)increase pressures for local responsiveness.
D)reduce pressures from the host government.
E)significantly decrease R&D costs of a company.
Q4) Identify and discuss the general ways in which companies can increase their profitability and profit growth through global expansion.
Page 10
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Chapter 9: Corporate-Level Strategy: Horizontal Integration,
Vertical Integration, and Strategic Outsourcing
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Sample Questions
Q1) GM typically solicits bids from global suppliers to produce a particular component and awards a !-year contract to the supplier that submits the lowest bid.At the end of the year, a contract is once again put out for bid, and once again the lowest cost supplier is most likely to win the bid.Which of the following is GM using?
A)Strategic outsourcing
B)Competitive bidding
C)Strategic bidding
D)Long-term alliance
E)Hostage taking
Q2) Credible commitments refer to:
A)believable promises that support the development of a long-term relationship between companies.
B)the merging of two companies that have an equal market share.
C)to obtaining of goods, services or works from an external source.
D)the acquisition of one company by another company.
E)the outsourcing of after-sale services to a different company.
Q3) Horizontal integration ahnost always increases rivalry in an industry.
A)True
B)False
Page 11
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Chapter 10: Corporate-Level Strategy: Related and Unrelated Diversification
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Q1) An appropriate reason to diversify is to pool the risk from several business ventures in order to create a more stable income stream.
A)True
B)False
Q2) An internal new venture is the most appropriate strategic choice when:
A)an industry is mature.
B)the firm will enter on a small scale.
C)the firm has competencies that can be leveraged.
D)speed of entry is the most important consideration.
E)there is strong pressure for quick profitability.
Q3) Which of the following is the probable consequence of an inability to integrate two divergent corporate cultures after an acquisition?
A)Low management turnover
B)Poor commercialization of the product
C)An inability to realize potential gains from synergies
D)The stock of highly diversified companies is valued lower
E)Risks are shared by all
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Chapter 11: Corporate Performance, Governance, and Business Ethics
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Sample Questions
Q1) An agency relationship continues down a hierarchy within a company.
A)True
B)False
Q2) To foster ethical behavior through organizational culture, businesses should:
A)avoid explicitly articulating values that place a strong emphasis on ethical behavior.
B)draft a formal statement of the ethical priorities to which a business adheres.
C)encourage self-dealing among managers.
D)eliminate the need of a moral compass.
E)avoid putting strong governance processes in place.
Q3) Explain the principles of agency theory, including the issues it addresses.What are some effective ways to deal with agency problems, as implied or stated by agency theory?
Q4) In corporations, agency theory is used to explain the relationship between stockholders and corporate managers, and between upper-level managers and the lower-level managers they supervise.
A)True
B)False
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Chapter 12: Implementing Strategy in Companies That
Compete in a Single Industry
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Sample Questions
Q1) Companies choose the number of hierarchical levels they need on the basis of their strategies and the functional tasks necessary to:
A)achieve diseconomies of scale.
B)create distinctive competencies.
C)enhance employee productivity.
D)enhance cross-departmental coordination.
E)attract skilled employees
Q2) Control through organizational culture is so powerful because:
A)it eliminates the need for managers in large companies.
B)it makes employees follow organizational values, after they've internalized them, without thinking about them.
C)it results in maximum decentralization and the elimination of bureaucracy.
D)it achieves increased performance through the alignment of organizational goals with external societal expectations.
E)it achieves external control through motivated coworkers.
Q3) Controls at each level should provide the basis on which managers at the levels below design their control systems.
A)True
B)False
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Chapter 13: Implementing Strategy in Companies That
Compete Across Industries and Countries
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Sample Questions
Q1) The head of the finance function at Beta LLC.employs a larger staff than is required to reduce work pressures inside the department without adding to productivity.This is an example of organizational slack.
A)True
B)False
Q2) Which of the following statements is true in the context of internal venturing?
A)The managers who pioneer the new venture lack autonomy and decision-making powers.
B)Strict output controls are most appropriate for new venture divisions.
C)Stock options are often used in new venture divisions.
D)Most of the operational functions of the new venture division are centralized.
E)New venture projects are never complete without the involvement of an external company.
Q3) It is important for corporate managers to be able to identify high-performing and underperforming divisions and to take corrective action as necessary.
A)True
B)False
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