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business
introduction global business

Questions and Answers of Introduction Global Business

14. A principal concern of organized labor is that the multinational can counter union bargaining power with threats to move production to another country.
13. 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
12. The most common approach to expatriate pay is the balance sheet approach. This approach aims to equalize purchasing power so employees can enjoy the same living standard in their foreign posting
11. Country differences in compensation practices raise a difficult question for an international business:Should the firm pay executives in different countries according to the standards in each
10. It can be difficult to evaluate the performance of expatriate managers objectively because of unintentional bias. A firm can take a number of steps to reduce this bias.
9. Management development programs attempt to increase the overall skill levels of managers through a mix of ongoing management education and rotation of managers through different jobs within the
8. Training can lower the probability of expatriate failure. It should include cultural training, language training, and practical training, and it should be provided to both the expatriate manager
7. Expatriate failure can be reduced by selection procedures that screen out inappropriate candidates.The most successful expatriates seem to be those who have high self-esteem and self-confidence,
6. A prominent issue in the international staffing literature is expatriate failure, defined as the premature return of an expatriate manager to his or her home country. The costs of expatriate
5. A geocentric staffing policy seeks the best people for key jobs throughout the organization, regardless of their nationality. This approach is consistent with building a strong unifying culture
4. A polycentric staffing policy uses host-country nationals to manage foreign subsidiaries and parentcountry nationals for the key positions at corporate headquarters. This approach can minimize the
3. An ethnocentric approach to staffing policy fills all key management positions in an international business with parent-country nationals. The policy is congruent with an international strategy. A
2. Staffing policy is concerned with selecting employees who have the skills required to perform particular jobs. Staffing policy can be a tool for developing and promoting a corporate culture.
1. Firm success requires HRM policies to be congruent with the firm’s strategy and with its formal and informal structure and controls.
5. Reread the Management Focus on McDonald’s global compensation practices. How does the McDonald’s approach help the company take local differences into account when reviewing the performance of
4. In what ways can organized labor constrain the strategic choices of an international business? How can an international business limit these constraints?
3. What is the link between an international business’s strategy and its human resource management policies, particularly with regard to the use of expatriate employees and their pay scale?
2. Research suggests that many expatriate employees encounter problems that limit both their effectiveness in a foreign posting and their contribution to the company when they return home. What are
1. What are the main advantages and disadvantages of the ethnocentric, polycentric, and geocentric approaches to staffing policy? When is each approach appropriate?
2. You work in the human resource department at the headquarters of a multinational corporation. Your company is about to send a number of managers overseas as expatriates (or expats) to France and
1. The impact of strikes and lockouts on business activities can be substantial. Because your manufacturing company is planning to expand its operations in the Asian markets, you have to identify the
3. What changes could the HR department at MMC make to improve its utilization of human capital and facilitate knowledge transfers within the company?It had been a very bad morning for John Ross, the
2. Why had bringing in specialists from the United States not worked at MMC? Why did Ross’s strategy of sending Chinese employees over to the United States for training produce better results? What
1. Is it right for MMC to hold Ross to the same performance goals as managers of units in other countries? What other approach might it adopt?It had been a very bad morning for John Ross, the general
6. Reread the Management Focus on Levi Strauss, and then answer the following questions:a. What marketing strategy was Levi Strauss using until the early 2000s? Why did this strategy appear to work
5. You work for a company that designs and manufactures personal computers. Your company’s R&D center is in Michigan. The computers are manufactured under contract in Taiwan. Marketing strategy is
4. Price discrimination is indistinguishable from dumping. Discuss the accuracy of this statement.
3. You are the marketing manager of a food products company that is considering entering the Indian market. The retail system in India tends to be very fragmented. Also, retailers and wholesalers
2. Within 20 years, we will have seen the emergence of enormous global markets for standardized consumer products. Do you agree with this statement? Justify your answer.
1. Imagine that you are the marketing manager for a U.S.manufacturer of disposable diapers. Your firm is considering entering the Brazilian market. Your CEO believes the advertising message that has
2. Part of developing a long-term R&D strategy is to locate facilities in countries that are widely known to be competitive. Your company seeks to develop R&D facilities in Asia to counter recent
1. The consumer purchase of specific brands is an indication of the relationship that develops over time between a company and its customers. Locate and retrieve the most current ranking of best
4. What lessons can we draw from the Domino’s case study that might be useful for other international businesses selling consumer goods?Domino’s made its name by pioneering home delivery service
3. How does the marketing mix for Domino’s in Japan differ from that in the United States? How does the marketing mix in India differ?Domino’s made its name by pioneering home delivery service of
2. What do you think Domino’s does from an organizational perspective to make sure that it accommodates local differences in consumer tastes and preferences?Domino’s made its name by pioneering
1. Do you think it is wise for Domino’s to stick to its traditional “home delivery” business model, even when that is not the norm in a country and when its international rivals have changed
17-7 Understand how organized labor can influence strategic choices in international business firms.
17-6 Understand how and why compensation systems might vary across nations.
17-5 Explain how and why performance appraisal systems might vary across nations.
17-4 Recognize how management development and training programs can increase the value of human capital in the international business firm.
17-3 Explain why managers may fail to thrive in foreign postings.
17-2 Identify the pros and cons of different approaches to staffing policy in the international business.
17-1 Summarize the strategic role of human resource management in the international business.
6. What type of interorganizational relationship should a global company consider in the (a) inbound portion of its supply chains if the goal is to buy commodityoriented component parts for its own
5. Explain how the global supply chain functions of(a) logistics and (b) purchasing can be used to strategically leverage the global supply chains for a manufacturing company producing mobile phones.
4. Reread the Management Focus on Philips in China and then answer the following questions:a. What are the benefits to Philips of shifting so much of its global production to China?b. What are the
3. A firm must decide whether to make a component part in-house or to contract it out to an independent supplier.Manufacturing the part requires a nonrecoverable investment in specialized assets. The
2. A chemical firm is considering how best to supply the world market for sulfuric acid. A manufacturing plant costs about $20 million to construct and requires a moderately skilled workforce. The
1. An electronics firm is considering how best to supply the world market for microprocessors used in consumer and industrial electronic products. A manufacturing plant costs about $500 million to
2. The World Bank’s Logistics Performance Index (LPI)assesses the trade logistics environment and performance of countries. Locate the most recent LPI ranking. What components for each country are
1. The globalization of production makes many people aware of the differences in manufacturing costs worldwide. The U.S. Department of Labor’s Bureau of International Labor Affairs publishes the
4. If you worked for H&M, what would you suggest that it focus on to become even larger than it is now? Should it have its own factories?Should it expand to more than the 64 countries (54 with stores
3. H&M stresses sustainability in its promotional campaigns. How can it ensure that the working conditions are appropriate for the 1.6 million people that serve in its supplier network? Is it even
2. H&M does not own any of the factories that produce its clothes.Instead, it relies on some 1,900 factories and 900 suppliers to create what its team designed. These factories and suppliers are
1. Does it surprise you that the second largest clothing retailer is only selling in stores in 54 countries plus an additional 10 countries online? Why do you think it is not covering more of the
16-7 Describe how globalization is affecting product development.
16-6 Understand the importance of international market research.
16-5 Understand how to configure the marketing mix globally.
16-4 Explain why and how a firm’s pricing strategy might vary among countries.
16-3 Identify why and how advertising and promotional strategies might vary among countries.
16-2 Recognize why and how a firm’s distribution strategy might vary among countries.
16-1 Explain why it might make sense to vary the attributes of a product from country to country.
15-6 Describe what is required to efficiently manage a global supply chain.
15-5 Understand the functions of logistics and purchasing (sourcing) within global supply chains.
15-4 Identify the factors that influence a firm’s decision of whether to source supplies from within the company or from foreign suppliers.
15-3 Recognize how the role of foreign subsidiaries in production can be enhanced over time as they accumulate knowledge.
15-2 Explain how country differences, production technology, and production factors all affect the choice of where to locate production activities.
15-1 Explain why global production and supply chain management decisions are of central importance to many global companies.
5. How might a company make strategic use of countertrade schemes as a marketing weapon to generate export revenues? What are the risks associated with pursuing such a strategy?
4. How do you explain the use of countertrade?Under what scenarios might its use increase further by 2020? Under what scenarios might its use decline?
3. An alternative to using a letter of credit is export credit insurance. What are the advantages and disadvantages of using export credit insurance rather than a letter of credit for exporting (a) a
2. You are the assistant to the CEO of a small textile 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 Washington State 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
2. You work in the sales department of a company that manufactures and sells medical implants. A Brazilian company contacted your department and expressed interest in purchasing a large quantity of
1. One way that exporters analyze conditions in emerging markets is through the use of macroeconomic indicators. The Market Potential Index (MPI) is a yearly study conducted by the Michigan State
4. How important has government assistance been to MD International?Do you think helping firms such as MD International represents a good use of taxpayer money?Al Merritt founded MD International in
3. What would it take for MD International to start exporting to other regions, such as Asia or Europe? Given this, would you advise Al Merritt to continue his regional focus going forward or to add
2. Why did MD International focus on Latin America? What are the benefits of this regional approach? What are the potential drawbacks?Al Merritt founded MD International in 1987. A former salesman
1. How does an intermediary such as MD International create value for the manufacturers that use it to sell medical equipment in foreign markets? Why do they want to use MD International rather than
15-6 Describe what is required to efficiently manage a global supply chain.
15-5 Understand the functions of logistics and purchasing (sourcing) within global supply chains.
15-4 Identify the factors that influence a firm’s decision of whether to source supplies from within the company or from foreign suppliers.
15-3 Recognize how the role of foreign subsidiaries in production can be enhanced over time as they accumulate knowledge.
15-2 Explain how country differences, production technology, and production factors all affect the choice of where to locate production activities.
15-1 Explain why global production and supply chain management decisions are of central importance to many global companies.
• Enter into an alliance with a large European pharmaceutical firm. The products would be manufactured in Europe by the 50/50 joint venture and marketed by the European firm.
• Manufacture the products at home and set up a wholly owned subsidiary in Europe to handle marketing.
• Manufacture the products at home and let foreign sales agents handle marketing.
4. A small Canadian firm that has developed valuable new medical products using its unique biotechnology knowhow is trying to decide how best to serve the European Union market. Its choices are given
3. Discuss how the need for control over foreign operations varies with firms’ strategies and core competencies. What are the implications for the choice of entry mode?
2. Licensing proprietary technology to foreign competitors is the best way to give up a firm’s competitive advantage. Discuss.
1. Review the Management Focus on Tesco. Then answer the following questions:a. Why did Tesco’s initial international expansion strategy focus on developing nations?b. How does Tesco create value
2. The U.S. Commercial Service prepares reports known as the “Country Commercial Guide” for countries of interest to U.S. investors. Utilize the Country Commercial Guide for Russia to gather
1. A vital element in a successful international market entry strategy is an appropriate fit of skills and capabilities between partners. As such, the Entrepreneur magazine annually publishes a
5. What are the benefits to JCB of localizing significant production in India? What are the disadvantages? Do the benefits outweigh the disadvantages?JCB, the venerable British manufacturer of
4. What were the risks associated with the joint venture strategy? How did JCB deal with these risks?JCB, the venerable British manufacturer of construction equipment, has long been a relatively
3. In India, JCB decided to enter via a joint venture. What was the articulated rational for this? In what other ways might the joint venture strategy have benefited JCB?JCB, the venerable British
2. Historically, JCB entered foreign markets through exports. Why do you think JCB generally favored exports?JCB, the venerable British manufacturer of construction equipment, has long been a
1. Why do you think that India was an attractive market for JCB?JCB, the venerable British manufacturer of construction equipment, has long been a relatively small player in a global market that is
13-4 Recognize the pros and cons of acquisitions versus greenfield ventures as an entry strategy.

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