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business
international business

Questions and Answers of International business

14-17. Identify the most common control technique in your country. How would this approach work for the business in an international context?
14-16. Which form of control system would you most and least prefer for your own work? Why?
14-15. Find examples of businesses that use the three common types of international organizational control.Which of the three is more common?
14-14. How does management exercise control businesses in your country?
14-13. Why is a global matrix design almost always transitional in nature?
14-12. How do the global product, area, functional, and customer approaches to organization design differ?How are they similar?
14-11. Do managers of international firms need to approach organization design differently from their counterparts in domestic firms? Why or why not?
14-10. If a new organization starts out with a global perspective, will it necessarily experience any of the initial impacts of international activity on organization design? Why or why not?
14-9. What are the four basic steps in establishing an international control system?
14-8. Why is financial control so important?
14-7. What are the three levels of control in international business?
14-6. What is the global matrix design? What are its strengths and weaknesses?
14-5. What is the global customer design? What are its strengths and weaknesses?
14-4. What is the global functional design? What are its strengths and weaknesses?
14-3. What is the global area design? What are its strengths and weaknesses?
14-2. What is the global product design? What are its strengths and weaknesses?
14-1. What are some of the initial impacts of international activity on organization design?
5. Describe how international firms manage the control function.
4. Explain the general purpose of control and the levels of control in international business.
3. Identify and describe key related issues in global organization design.
2. Identify and describe five advanced forms of international organization design and discuss hybrid global designs.
1. Define and discuss the nature of international organization design, and identify and describe the initial influence of international business activity on organization design.
1. Discuss how firms analyze foreign markets.
2. Outline the process by which firms choose their mode of entry into a foreign market.
3. Describe forms of exporting and the types of intermediaries available to assist firms in exporting their goods.
4. Identify the basic issues in international licensing and discuss the advantages and disadvantages of licensing.
5. Identify the basic issues in international franchising and discuss the advantages and disadvantages of franchising
12-1. What are the key indicators in understanding a market’s potential?
12-2. What are the global and local competitive issues a firm seeking to enter a new market must address?
12-3. What is exporting? Why has it increased so dramatically in recent years?
12-4. What are the primary advantages and disadvantages of exporting?
12-5. What are three forms of exporting?
12-6. What is an export intermediary? What is its role?What are the various types of export intermediaries?
12-7. What is international licensing? What are its advantages and disadvantages?
12-8. How do firms address opportunities at the Bottom of the Pyramid?
12-9. What are three specialized entry modes for international business, and how do they work?
12-10. What is FDI? What are its three basic forms?What are the relative advantages and disadvantages of each?
12-11. Do you think it is possible for someone to make a decision about entering a particular foreign market without having visited that market? Why or why not?
12-12. How do managers balance the need for control as a decision factor on the choice of entry modes if other factors are favorable?
12-13. How does each advantage in Dunning’s eclectic theory specifically affect a firm’s decision regarding entry mode?
12-14. Discuss the importance of location-specific advantages of global firms.
12-15. What specific factors could cause a firm to reject exporting as an entry mode?
12-16. What conditions must exist for an intracorporate transfer to be cost-effective?
12-17. Your firm is about to begin exporting. In selecting an export intermediary, what characteristics would you look for?
12-18. In today’s era of technology-driven globalization, do you think export management companies can continue to provide valuable service to exporters?
12-19. What factors could cause you to reject an offer from a potential licensee to make and market your firm’s products in a foreign market?
12-20. Under what conditions should a firm consider a greenfield strategy for FDI? An acquisition strategy?
12-21. Identify at least five products or brands you are familiar with that could use the same three-step approach perfected by Heineken for entering foreign markets. Develop a clear rationale to
12-22. Identify at least five products or brands that probably could not use that strategy. Develop a clear rationale to support each example. Heineken is the third-largest brewer in the world, with
12-23. Randomly list the 10 examples you identified, keeping the rationale for each hidden. Exchange lists with another group. Each group should discuss the list given to it by the other group and
12-24. Each pair of groups that exchanged lists should form one new group. Compare lists and note areas in which the smaller groups agreed and disagreed on their classifications.Discuss the reasons
12-25. What are the specific factors that enable Heineken to use the approach described and simultaneously make it difficult for some other firms to copy it? What types of firms are most and least
12-26. What does this exercise teach you about international business? Heineken is the third-largest brewer in the world, with sales of €18.4 billion. Eighty percent of these sales occur outside
12-27. What advantages does the Tata Group gain from being a conglomerate? As Chapter 1 indicated, the role of emerging markets in the world economy is growing. It should come as no surprise that
12-28. What are institutional voids? Why might they encourage the conglomerate form of organization in emerging markets? As Chapter 1 indicated, the role of emerging markets in the world economy is
12-29. Many corporate takeovers involve the acquiring firm installing its own managers and slashing the payrolls of the acquired firm.Why has Tata chosen to retain the existing management teams of
12-30. The Tata Group has a strong commitment to high ethical standards and corporate social responsibility.Does it gain any competitive advantages in the marketplace because of this commitment? As
12-31. What advice would you give to Cyrus Mistry, Rajan Tata’s successor? What are the primary challenges that Mistry faces? What changes, if any, would you recommend to make to the Tata Group’s
12-32. Discuss the factors that a firm should consider in deciding whether or not to enter a foreign market.
12-33. Discuss the primary modes of entering a foreign market. What are the advantages and disadvantages of each of these modes?
12-34. Mymanagementlab Only—comprehensive writing assignment for this chapter.
3. Describe the scope of strategic alliances.
4. Discuss the forms of management used for strategic alliances
13-1. What are the basic differences between a JV and other types of strategic alliances?
13-2. Why have strategic alliances grown in popularity in recent years?
13-3. What are the basic benefits partners are likely to gain from their strategic alliance? Briefly explain each.
13-4. What are the basic characteristics of a comprehensive alliance? What form is it likely to take?
13-5. What are the four common types of functional alliances?Briefly explain each.
13-6. What is an R&D consortium?
13-7. What factors should be considered in selecting a strategic alliance partner?
13-8. What are the three basic ways of managing a strategic alliance?
13-9. Under what circumstances might a strategic alliance be undertaken by public and private partners?
13-10. What are the potential pitfalls of strategic alliances?
13-11. Are strategic alliances common in your country?What are the current trends?
13-13. Identify an example of strategic alliance in your country that has not worked. Why?
13-14. Identify an example of a strategic alliance in your country that has worked. Why?
13-15. There will be some clear examples of success stories for strategic alliances. What appears to be the correct formula for successful strategic alliances in your country?
13-16. What are some of the issues involved in a firm’s trying to learn from a strategic alliance partner without giving out too much valuable information of its own?
13-17. Why would a firm decide to enter a new market on its own rather than using a strategic alliance?
13-18. Identify any particular concerns or issues a global business might have to consider if they want to enter into a strategic alliance in your country.
13-19. Emerging markets offer great opportunities for businesses.The opportunities can be particularly advantageous if the corporation can obtain first-mover advantage by engaging a local partner.
13-20. How straightforward or ambiguous was the task of evaluating and ranking the three alternatives? Break into small groups of four to five people. Assume your group is the executive committee
13-21. Determine and discuss the degree of agreement or disagreement among the various groups in the class. Break into small groups of four to five people. Assume your group is the executive
13-22. Grameen Danone is a JV among two companies—the nonprofit Grameen Group and the for-profit Groupe Danone SA. What are the benefits of this JV to each of these companies? Why did each choose
13-23. From the perspective of each of the partners, are there any potential pitfalls to joining this JV? Groupe Danone SA, the Paris-based marketer of yogurt, nonalcoholic beverages, and baby foods,
13-24. Now consider Danone’s JV in China. What were the benefits of this JV to each of these companies?Why did each choose to participate in the JV? Groupe Danone SA, the Paris-based marketer of
13-25. What could Danone have done to avoid the problems it encountered in China and India? Groupe Danone SA, the Paris-based marketer of yogurt, nonalcoholic beverages, and baby foods, has long been
13-26. What are the three primary means by which JVs can be managed? What are the advantages and disadvantages of these three approaches? Go to mymanagementlab.com
13-27. What factors should a firm consider in selecting a strategic alliance partner? Go to mymanagementlab.com
13-28. Mymanagementlab only—comprehensive writing assignment for this chapter. Go to mymanagementlab.com
11-35. Mymanagementlab only—comprehensive writing assignment for this chapter. Go to mymanagementlab.com
11-34. What are some of the issues that a firm might need to address if it decides to change its corporate or business strategy?For example, how would an MNC go about changing from a strategy of
11-33. Describe and discuss the three sources of competitive advantage available to international businesses that are not available to purely domestic firms. Why is it difficult for firms to exploit
11-32. Minority investors in Telefónica’s South American subsidiaries are unhappy with the parent corporation.Suppose you are a senior manager at the parent corporation. How would you handle the
11-31. Considering Telefónica’s large and persistent share of the Spanish telecommunications market, how successful has the EU’s directive been in promoting competition within the European
11-30. Why did Telefónica initially choose to enter the Czech market, rather than the larger French or German markets? The South American continent emerged as one of the hottest markets in the past
11-29. How important were cultural ties in determining Telefónica’s success in Latin America? The South American continent emerged as one of the hottest markets in the past two decades as a result
11-28. How important was the EU’s directive eliminating national telecommunications monopolies by 1998 in shaping Telefónica’s strategy? What would the company look like today if Spain were not
11-27. What would you recommend the CEO of the business to do—a joint venture, acquire an existing business or set up one from scratch—in your country? Form a group with three or four of your
11-26. Assess whether your country would be an ideal regional hub for manufacturing and/or distribution. Form a group with three or four of your classmates. Your group represents the planning

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