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introduction global business

Questions and Answers of Introduction Global Business

5. Sodexo’s strategy is to decentralize authority to develop and fine-tune programs and implement them to managers in each country. What are the benefits of this approach? What are the potential
4. Evaluate Sodexo’s diversity policy. Is the company doing the right thing? Are the right policies in place? Are there other things the company might do?
3. How does Sodexo implement its policy of increasing the diversity of its global workforce?
2. What barriers do companies like Sodexo face when trying to increase workforce diversity in their global operations?
1. How might building a more diverse global workforce help Sodexo to achieve high performance?
6. Why is diversity good for an international business? What actions can a company take to foster greater diversity?
5. Reread the Management Focus “McDonald’s Global Compensation Practices.” How does McDonald’s approach help the company take into account local differences when reviewing the performance of
16. Organized labor has tried to counter the bargaining power of
15. A principal concern of organized labor is that the multinational can counter union bargaining power with threats to move production to another country.
14. A key issue in international labor relations is the degree to which organized labor can limit the choices available to an international business. A firm’s ability to pursue a transnational or
13. Building a globally diverse workforce can help a company to improve its financial performance.
3. Proponents of the customer satisfaction–stock market relationship make a simple, intuitive argument that is highly relevant to both customers and investors: Companies that do better by their
2. Jeffrey P. Bezos, founder and chief executive officer of Amazon.com, Inc., says, “One thing I love about customers is that they are divinely discontent. Their expectations are never
1. Customer satisfaction is a “soft measure” of what customers think of a product or service. We already know that people from different cultures have a tendency to answer surveys and these
3. The large-scale product selection that can be found on the Alibaba platforms has resulted in some 15 billion products being sold annually and 15 million packages being shipped daily (compared with
2. Each year, Alibaba handles more than 80 percent of China’s ecommerce business. The company now operates in 190 countries (only 196 countries and 61 territories exist in the world).Moving
1. According to Alibaba’s promotional efforts and strategic initiatives, Alibaba is on a path to realizing its vision of facilitating $1 trillion in product sales annually as it also pursues a goal
4. Reread the Management Focus “IKEA Production in China,” and then answer the following questions:a. What are the benefits to IKEA of shifting so much of its global production to China?b. What
14. Global supply chain coordination refers to shared decision-making opportunities and operational collaboration of key global supply chain activities.
13. Information technology, particularly Internet-based electronic data interchange, plays a major role in materials management. EDI facilitates the tracking of inputs, allows the firm to optimize
12. Just-in-time systems generate major cost savings by reducing warehousing and inventory holding costs and by reducing the need to write off excess inventory. In addition, JIT systems help the firm
11. Managing a supply chain involves orchestrating effective just-in-time inventory systems, using information technology, coordination among functions and entities in the chain, and developing
10. Purchasing represents the part of the supply chain that involves worldwide buying of raw material, component parts, and products used in manufacturing of the company’s products and services.
9. Logistics is the part of the supply chain that plans, implements, and controls the effective flows and inventory of raw material, component parts, and products used in manufacturing. The core
8. The core global supply chain functions are logistics, purchasing(sourcing), production (and operations management), and marketing channels.
7. An essential issue in many international businesses is determining which component parts should be manufactured in-house and which should be outsourced to independent suppliers. Both making and
6. Foreign factories can improve their capabilities over time, and this can be of immense strategic benefit to the firm. Managers need to view foreign factories as potential centers of excellence and
5. Location strategies either concentrate or decentralize manufacturing.The choice should be made in light of country, technological, and production factors. All location decisions involve trade-offs.
4. Production factors include product features, locating production facilities, and strategic roles for production facilities.
3. Technological factors include the fixed costs of setting up production facilities, the minimum efficient scale of production, and the availability of flexible manufacturing technologies that allow
2. Country factors include the influence of factor costs, political economy, and national culture on production costs, along with the presence of location externalities.
1. The choice of an optimal production location must consider country factors, technological factors, and production factors.
4. Tata Motors is primarily targeting emerging countries (e.g., Africa, Asia Pacific, Middle Eastern, and Latin America) for its future exporting growth. Is this a viable and logical exporting
3. The Volvo Group is a manufacturer of trucks, buses, and construction equipment, which is owned by Swedish interests. Volvo Car Corporation or Volvo Cars, on the other hand, is owned by the
2. Jaguar Land Rover Automotive PLC is the holding company of Jaguar Land Rover Limited, a British automotive company which has its headquarters in the United Kingdom. It is also subsidiary of Indian
1. Tata Motors is an Indian multinational automotive company headquartered in Mumbai and a core member of the very successful Tata Group. India is a potentially enormous market, and Tata Motors is
2. You are the assistant to the CEO of a small technology firm that manufactures quality, premium-priced, stylish clothing. The CEO has decided to see what the opportunities are for exporting and has
1. A firm based in California wants to export a shipload of finished lumber to the Philippines. The would-be importer cannot get sufficient credit from domestic sources to pay for the shipment but
14. The main disadvantage of countertrade is that the firm may receive unusable or poor-quality goods that cannot be disposed of profitably
13. The main attraction of countertrade is that it gives a firm a way to finance an export deal when other means are not available. A firm that insists on being paid in hard currency may be at a
12. Countertrade includes a range of barter-like agreements. It is primarily used when a firm exports to a country whose currency is not freely convertible and may lack the foreign exchange reserves
11. U.S. exporters can draw on two types of government-backed assistance to help finance their exports: loans from the Export-Import Bank and export credit insurance from the Foreign Credit Insurance
10. A bill of lading is issued to the exporter by the common carrier transporting the merchandise. It serves as a receipt, a contract, and a document of title.
9. Drafts are either sight drafts or time drafts. Time drafts are negotiable instruments.
8. A draft is an instrument normally used in international commerce to effect payment. It is an order written by an exporter instructing an importer or an importer’s agent to pay a specified amount
7. A letter of credit is issued by a bank at the request of an importer. It states that the bank promises to pay a beneficiary, normally the exporter, on presentation of documents specified in the
6. The problems arising from lack of trust between exporters and importers can be solved by using a third party that is trusted by both, normally a reputable bank.
5. Firms engaged in international trade must do business with people they cannot trust and people who may be difficult to track down if they default on an obligation. Due to the lack of trust, each
4. Many of the pitfalls associated with exporting can be avoided if a company hires an experienced export service provider (e.g., export management company) and if it adopts the appropriate export
3. The way to overcome ignorance is to gather information. In the United States, a number of institutions, the most important of which is the U.S.Department of Commerce, can help firms gather
2. Neophyte exporters often become discouraged or frustrated with the exporting process because they encounter many problems, delays, and pitfalls.
1. One big impediment to exporting is ignorance of foreign market opportunities.
4. Cutco’s product line includes more than 100 choices under the Cutco name alone. The extended line includes kitchen utensils, gadgets and flatware, sporting and pocket knives, and garden tools.
3. Vector Marketing Corporation is the exclusive marketer of Cutco products directly to consumers via sales representatives located throughout the United States and Canada. Cutco International Inc.
2. Two things that have never changed at Cutco are their commitment to fine craftsmanship and the Forever Guarantee. The guarantee means what it implies—that Cutco stands behind its knives’
1. The Cutco brand is affiliated with Cutco Corporation, Vector Marketing Corporation, and Cutco Cutlery Corporation. It seems overly cumbersome for customers to understand that Vector Marketing
4. A small Canadian firm that has developed valuable new medical products using its unique biotechnology know-how is trying to decide how best to serve the European Union market. Its choices are
9. Why do you think Tesco made this decision? How is the U.S. market different from other markets that Tesco has entered?
8. When Tesco decided to enter the United States, this represented a departure from its historic strategy of focusing on developing nations.
7. In Asia, Tesco has a history of entering into joint-venture agreements with local partners. What are the benefits of doing this for Tesco?What are the risks? How are those risks mitigated?
6. How does Tesco create value in its international operations?
5. Why did Tesco’s initial international expansion strategy focus on developing nations?
4. The Future Lab Program, which is a part of Sony’s investment in R&D, embraces an approach to technological R&D that emphasizes an open creative environment and direct lines of communication with
3. Sony has 12 core segments in its business. Is this too many or not enough? Are today’s companies diversified like they used to be a few decades ago? Can Sony’s 12-segment business model be
2. Sony has a vision of “using our unlimited passion for technology, content and services to deliver groundbreaking new excitement and entertainment.” The mission is even clearer. Sony is “a
1. Do you see Sony as an innovator in its industries of electronics, semiconductors, computers, video games, and telecommunications equipment? Why or why not?
5. What do you see as the main organizational problems that are likely to be associated with the implementation of a transnational strategy?
4. Reread the Management Focus: “AB InBev, Beer Globally, and Creating Value,” and then answer the following questions:a. With more than 200 brands and strong coverage internationally of the
15. Keys to making alliances work seem to be building trust and informal communications networks between partners and taking proactive steps to learn from alliance partners.
14. The disadvantages associated with alliances can be reduced if the firm selects partners carefully, paying close attention to the firm’s reputation and the structure of the alliance so as to
13. A disadvantage of a strategic alliance is that the firm risks giving away technological know-how and market access to its alliance partner in return for very little.
12. The advantages of alliances are that they facilitate entry into foreign markets, enable partners to share the fixed costs and risks associated with new products and processes, facilitate the
11. Strategic alliances are cooperative agreements between actual or potential competitors.
10. Many industries are now so competitive that firms must adopt a transnational strategy. This involves a simultaneous focus on reducing costs, transferring skills and products, and boosting local
9. Firms pursuing a global standardization strategy focus on reaping the cost reductions that come from experience curve effects and location economies.
8. Firms pursuing a localization strategy customize their product offering, marketing strategy, and business strategy to national conditions.
7. Firms pursuing an international strategy transfer the products derived from core competencies to foreign markets, while undertaking some limited local customization.
6. The best strategy for a firm to pursue often depends on a consideration of the pressures for cost reductions and for local responsiveness.
5. A multinational firm can create additional value by identifying valuable skills created within its foreign subsidiaries and leveraging those skills within its global network of operations.
4. By rapidly building sales volume for a standardized product, international expansion can assist a firm in moving down the experience curve by realizing learning effects and economies of scale.
3. It may pay a firm to base each value creation activity it performs at that location where factor conditions are most conducive to the performance of that activity. We refer to this strategy as
2. International expansion may enable a firm to earn greater returns by transferring the product offerings derived from its core competencies to markets where indigenous competitors lack those
1. A strategy can be defined as the actions that managers take to attain the goals of the firm. For most firms, the preeminent goal is to maximize shareholder value. Maximizing shareholder value
4. As a potential foreign investor, at what point would you be willing to invest in the Egyptian economy? To what extent would policies imposed by the IMF influence your decision?
3. Do you think that the policy measures required by the IMF are appropriate? What are these policy measures designed to do? What might be the unintended consequences of these measures?
2. Was it appropriate for Egypt to bring in the IMF? What other alternatives did they have?
1. What was the root cause of Egypt’s economic problems?
5. What policy stance should the United States and the EU adopt toward China with regard to how it manages the value of its currency?
4. Is there any evidence that the Chinese kept the level of their currency artificially low in the past to boost exports? Is China keeping it artificially low today?
3. What are the benefits that China might gain by allowing the yuan to float freely against other major currencies such as the U.S. dollar and the euro? What are the risks? What do you think they
2. Why did the Chinese move to a managed-float system in 2005?
1. Why do you think that the Chinese historically pegged the value of the yuan to the U.S. dollar?
5. Should Japanese companies such as Nintendo and Toyota with business in Mexico have hedged against adverse changes in the peso/yen exchange rate? How might they have done that?
4. What were the benefits of the fall in the value of the peso against the yen for Japanese companies? What were the costs?
3. What were the benefits of the fall in the value of the peso against the yen for Mexican companies? What were the costs?
2. Explain why the peso fell in value against the Japanese yen during 2016. How predictable was this fall?
1. Why are most trades between the Japanese yen and the Mexican peso made through U.S. dollars?
3. Reread the Management Focus “Embraer and the Gyrations of the Brazilian Real,” and then answer the following questions:a. What does the recent economic history of Brazil tell you about the
5. What could the impact of CFTA be on Africa?
4. What will African countries need to do to make the TFTA a success?What are the likely impediments to doing this?

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