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business
international business

Questions and Answers of International business

=+Exercise 1 Exporting is an important way for small and large companies to introduce products and develop new markets. In fact, the Internet is rich
=+ What are the risks associated with pursuing such a strategy?
=+5. How might a company make strategic use of countertrade schemes as a marketing weapon to generate export revenues?
=+ Under what scenarios might its use decline?
=+Under what scenarios might its use increase further by 2015?
=+4. How do you explain the use of countertrade?
=+from California to Canada, and (b) machine tools from New York to Ukraine?
=+What are the advantages and disadvantages of using export credit insurance rather than a letter of credit for exporting (a) a luxury yacht
=+3. An alternative to using a letter of credit is export credit insurance.
=+has decided to see what the opportunities are for exporting and has asked you for advice as to the steps the company should take. What advice would you give the CEO?
=+2. You are the assistant to the CEO of a small textile firm that manufactures high-quality, premium-priced, stylish clothing. The CEO
=+sufficient credit from domestic sources to pay for the shipment but insists that the finished lumber can quickly be resold in the Philippines for a profit. Outline the steps the exporter should
=+1. A firm based in Washington state wants to export a shipload of finished lumber to the Philippines. The would-be importer cannot get
=+LO5 Articulate how countertrade can be used to facilitate exporting.
=+LO4 Grasp the basic steps involved in export financing.
=+LO3 Identify information sources and government programs that exist to help exporters.
=+LO2 Outline the steps managers can take to improve their firm’s export performance.
=+LO1 Explain the promises and risks associated with exporting.
=+What steps do you think Downey should take to increase the volume of its exports?
=+3. You have been hired by Downey Foods to develop an exporting strategy for the firm.
=+ What actions might Downey take to improve its prospects of succeeding in the Japanese market?
=+2. Why did Downey experience frustrations when trying to export to Japan?
=+1. Did Downey Foods’ export opportunity occur as a result of proactive action by Downey or was its strategy reactive?
=+ What might it do to correct these?
=+Can you see any weaknesses in the company?
=+5. What is the source of IKEA’s success today?
=+ How important is this strategy to IKEA’s success?
=+4. What is IKEA’s strategy toward its suppliers?
=+ How would you characterize its strategy today?
=+3. How would you characterize IKEA’s strategy prior to its missteps in North America?
=+How is the company now applying these lessons?
=+ What lessons did IKEA learn from this experience?
=+Why did the company subsequently stumble in North America?
=+2. Why do you think IKEA’s expansion into Europe went so well?
=+furniture retailer in Sweden. What was the source of its competitive advantage at that time?
=+1. By the early 1970s IKEA had established itself as the largest
=+ Where might they come from?
=+of U.S. and European automobile companies. Looking forward, should we anticipate the emergence of new competitors?
=+6. Over the last four decades efficient foreign competitors have emerged, first in Japan, and then in Korea, to challenge to dominance
=+subsidies, and does it distort trade, giving the recipients an unfair competitive advantage?
=+5. In 2008 and 2009, several governments gave significant financial assistance to automobile companies. Does such aid amount to
=+What could they have done differently to arrest the decline?
=+4. Why have American automobile producers lost so much market share to foreign competitors during the last three decades?
=+ What are the implications of this for the strategy and cost structure of automobile companies?
=+3. Would you characterize the automobile industry as a truly global industry where the same products can be sold worldwide, or is there still some need for local customization?
=+What should their strategies be?
=+How should established automobile companies respond to this development?
=+are the implications of this for the future of the global automobile industry?
=+2. Despite a global recession in 2008 and 2009, demand for automobiles continued to grow in countries like China and India. What
=+market. What does this tell you about the nature of the global economy in the first decade of the 21st century?
=+1. The steep sales decline that hit automobile companies worldwide in 2008 and 2009 started with problems in the United States housing
=+5. What were the benefits of gaining full control of the Indian joint venture in 2002? Can you think of any drawbacks?
=+4. What were the potential disadvantages of JCB’s joint venture with Escorts?
=+3. Why did JCB not simply license its technology to Escorts?
=+2. Why do you think JCB chose to enter India via a joint venture, as opposed to some other entry mode?
=+limited, does it make more sense for JCB to expand its presence in these markets, as opposed to more developed markets, such as those of Western Europe?
=+1. What was the strategic rationale underlying JCB’s entry into India in 1979 and China in 2005? Given that capital to fund expansion is
=+to enter Brazil in the foreseeable future, select the most appropriate entry method. Be sure to support your decision with the information collected.
=+Country Commercial Guide for Brazil to gather information on this country’s energy and mining industry. Considering that your company plans
=+Exercise 2 The U.S. Commercial Service prepares reports known as the Country Commercial Guide for countries of interest to U.S. investors. Utilize the
=+international expansion pattern, desirable qualifications in possible franchisees, and the support and training typically provided by the franchisor.
=+pursue franchising as a mode of international expansion. Study one of these companies in detail and provide a description of its business model, its
=+magazine annually publishes a ranking of the top 200 global franchisers seeking international franchisees. Provide a list of the top 10 companies that
=+Exercise 1 A vital element in a successful international market entry strategy is an appropriate fit of skills and capabilities between partners. Entrepreneur
=+firm. The product would be manufactured in Europe by the 50–50 joint venture and marketed by the European firm.
=+Enter into an alliance with a large European pharmaceutical
=+will be a major one for the Canadian firm, but it is not outside its reach. If these are the firm’s only options, which one would you advise it to choose? Why?
=+decide how best to serve the European Community market. Its choices are given below. The cost of investment in manufacturing facilities
=+4. A small Canadian firm that has developed some valuable new medical products using its unique biotechnology know-how is trying to
=+. What are the implications for the choice of entry mode?
=+3. Discuss how the need for control over foreign operations varies with firms’ strategies and core competencies
=+How do you think Tesco will do?
=+What are the risks here?
=+ How is the U.S. market different from others Tesco has entered?
=+Tesco made this decision?
=+4. In March 2006 Tesco announced that it would enter the United States. This represents a departure from its historic strategy of focusing on developing nations. Why do you think
=+How are those risks mitigated?
=+2. How does Tesco create value in its international operations?
=+1. Why did Tesco’s initial international expansion strategy focus on developing nations?
=+1. Review the Management Focus on Tesco. Then answer the following questions:
=+LO5 Evaluate the pros and cons of entering into strategic alliances.
=+LO4 Evaluate the pros and cons of acquisitions versus green-field ventures as an entry strategy.
=+LO3 Identify the factors that influence a firm’s choice of entry mode.
=+that firms use to enter foreign markets.
=+LO2 Outline the advantages and disadvantages of the different modes
=+expansion must make: which markets to enter, when to enter those markets, and on what scale.
=+LO1 Explain the three basic decisions that firms contemplating foreign
=+ Does the structure make sense given the nature of competition in the detergents and food business?
=+What do you think is the underlying logic for this shift?
=+3. In the 2000s Unilever has switched to a structure based on global product divisions.
=+ Why do you think that this structure failed to cure Unilever’s ills?
=+2. What was Unilever trying to do when it introduced a new structure based on business groups in the mid-1990s?
=+ Why did this structure start to create problems for the company in the 1980s?
=+1. Why did Unilever’s decentralized organizational structure make sense from the 1950s through the 1970s?
=+concerning the challenges and opportunities facing firms in the globalization process. Prepare a description of the issue being highlighted and your take on how this impacts firm operations on a
=+features a blog that features current discussions of globalization. Locate the globalEDGE blog and find a recent blog post that provides insights
=+Exercise 2 Globalization can present many challenges and opportunities for companies, cultures, and countries. In fact, the globalEDGE Web site
=+and organizational success factors involved in this survey.
=+available and focus on the methodology used to determine which companies are most admired. Prepare an executive summary of the strategic
=+Exercise 1 Fortune conducts an annual survey and publishes the rankings of its World’s Most Admired Companies. Locate the most recent ranking

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