1.

The market-based economy of the country of Urantia is the 44th largest in the world in nominal terms, and 32nd largest by purchasing power parity. According to the IMF, Urantia's economy is the second fastest growing major economy of 2016, with a rate of 7.1. In the decade since 2004, Urantia averaged a GDP growth of 6.5%, that has been largely driven by its exports of ready-made garments, remittances, and the domestic agricultural sector. The country has pursued export-oriented policies, with its key export sectors include textiles, shipbuilding, fish and seafood, jute and leather goods. It has also developed self-sufficient industries in pharmaceuticals, steel and food processing. Urantia's telecommunication industry has witnessed rapid growth over the years, receiving high investment from foreign companies. Urantia also has substantial reserves of natural gas and large deposits of limestone. Urantia is strategically important for the economies of Northeast Salvington, Jerusem and Ovorton, as Urantia's seaports provide maritime access for these landlocked regions and countries. In 2016, per-capita gross national income was estimated at US$3,000. Urantia's HDI is 0.570.

Questions; In terms of economic classification, where would you place Urantia?

Group of answer choices

a. Underdeveloped country on its way to being fully developed

b. Service- oriented, emerging country

d. Developing country, possibly emerging market country

e. Developed country

2.

Group of answer choices

a. To take advantage of globalized supply of coffee beans

b. to take advantage of global expansian and more markets

c. to gain knowledge from coffee traders

Keurig Green Mountain Inc said last December it was shifting its coffee buying operation to Lausanne, Switzerland from its headquarters in Waterbury, Vermont. It said the move would establish the company as a "global beverage player." In internal presentations, Keurig said the move was aimed at expanding into the European market and gaining access to Switzerland's talent pool of coffee traders, one source familiar with the transition told Reuters. But as the move took shape, it became clear that tax savings were a key part of the plan, the person said. Accountants and professors specializing in taxation told Reuters that Keurig ispositioned to benefit from the 1970s-era exemption forcommoditiestrading. By moving coffee buying, Keurig can also shift some income to Lausanne, where the tax rate is less than 10 percent. In Vermont, it faces a U.S. federalcorporate income tax rate of up to 35 percent, and a state tax rate of up to8.5 percent. Keurig has previously said a small number of staff would move from the United States to Switzerland, but it has declined to be specific about how many positions will be eliminated in Vermont, telling local media it will be fewer than 100.Keurig Trading has been hiring several buyers in Switzerland from Swisscommoditiestraders.

Question: What is the real motivation behind moving buying operations to Switzerland?

Group of answer choices

a. To take advantage of globalized supply of coffee beans

b. to take advantage of global expansian and more markets

c. to gain knowledge from coffee traders

d. to take advantage of globalzed capital base

3.

Clorox pulls operations out of Venezuela Published September 22, Fox News Latino OAKLAND, Calif. (AP) - The consumer products company said that for almost three years its affiliate, Corporacin Clorox de Venezuela S.A., had to sell more than two-thirds of its products at prices frozen by the Venezuelan government. Over that same time span, there was a sharp rise in inflation that resulted in significantly higher costs for Clorox. The Clorox Co. affiliate met repeatedly met with government authorities and said it had expected significant price hikes would be allowed earlier in 2014. However, Clorox said that the price increases that were approved were "nowhere near sufficient" and that the company would be forced to continue selling products at a loss. Clorox, which makes Pine-Sol, Glad bags, wraps and containers and Kingsford charcoal, said it is now looking to sell its assets in Venezuela. Venezuela has grown unstable since the death of Hugo Chavez, its longtime president. Inflation has been raging and economists have recently begun talking about the possibility of a government default. Venezuelan President Nicolas Maduro, who has clamped down on large protests, has told foreign creditors that his government will make good on a $4.5 billion foreign debt payment due next month. Which two risks forced the Clorox Co. to exit the Venezuelan market?

Group of answer choices

a. Political and legal

b. economic and legal

c. Political and financial

d. Socio cultural and political

5.

Which of the following statements is true about globalization according to Tom Friedman?

Group of answer choices

a. The third and cuurent phase of globalizatin began around the year 2000 and the world dhrunk from size medium to small.

b. Globalization 2.0, which began in the 2000 "was spearheaded by companies globalizing for markets, for labor, and for resources." The activities related to this phase further broke down the barriers of international borders, trade, and cross-cultural connections.

c. Globalization 2..0, which lasted from 1492 to the 1800s saw transportation technologies, colonial projects, and geographic know-how "shrunk the world" in terms of geographical reach.

d. Globalization 1.0, which started when Columbus discovered America paved the way for sustained international trade. During this period, the main agent of globalization was the nation-state globalizing for Empire, or for resources, or for power.

6.

Urantia is the third largest exporter in the world with 1.13 trillion "bucks" in goods and services exported in 2016. The service sector contributes around 70% of the total GDP (financial, renting, and business activities (30%); trade, hotels and restaurants, and transport (40%)); industry 29.1%, and agriculture 0.9%. Exports account for 41% of national output. The top 10 exports of Urantia are vehicles, machineries, chemical goods, electronic products, electrical equipments, pharmaceuticals, transport equipments, basic metals, food products, and rubber and plastics. With its central position in the continent of Lynnland, Urantia is an important transportation hub. This is reflected in its dense and modern transportation networks and the extensive motorway network. Questions: You would say that Urantia is most likely a...

Group of answer choices

a. Newly industrialized country

b. Emerging market country

c. Developed country

d. Highly developing country

7.

Villeroy & Boch: a lesson in opening in India Oct 29,

by Avantika Chilkoti Last year the Indian government eased the rules on Foreign Direct Investment (FDI) into single-brand retail, allowing 100 per cent foreign ownership. Yet Villeroy & Boch, the German-owned porcelain manufacturer, has chosen to come to India in a joint venture with a local partner. It raises questions about the policy reform and whether foreign stores will set up alone in India - even if they are now allowed to. Having attempted to enter India a few years ago with a distribution agreement that didn't work out, Villeroy & Boch established a 50-50 joint venture in June this year with Genesis Luxury, which also works with fashion brands such as Burberry and Paul Smith. By August the first Villeroy & Boch store had opened in Mumbai's high-end Palladium Mall. The plan is to open outlets in Bangalore and Kolkata in the next few months, growing to 16 stores across the country in the next five years. The choice to work with a local partner was straightforward. "You need local expertise," Amit Gadkari, country head for Villeroy & Boch in India, said that there are two big problems foreign investors face - which a local partner can help with. "One roadblock is all the administration which is very complicated even if now, with the FDI changed, you can invest more directly," "It's still an administrative labyrinth." It is has taken the group over two years to open shop in India. Fill out the forms and then there are the import duties these luxury brands face. Villeroy appreciates the need to protect local industry but with 30 per cent duties he feels India is pushing away investors who would spur growth and employment. Of course, big brands don't have to open stores here. Many can count on wealthy Indians to buy their products on trips abroad but for a company that makes porcelain a local store is essential. "Obviously it's much easier to bring back a scarf or a tie than a full set of ceramic," The second big challenge for retailers looking to go it alone in India is the limited amount of appropriate real estate. One of the group's main reasons for teaming up with a local partner who carries a wide range of brands is the clout that brings with landlords at exclusive shopping malls. Villeroy counts the number of premium malls in India's big cities in a single breadth. As the luxury space grows and retail moves out of its traditional home in India's five-star hotels, developers are seeing there is demand for high-end malls and starting new projects. "Maybe in ten years it will be a different story," says Villeroy.

What motivated Villeroy & Boch to choose a joint venture as the entry strategy into the Indian market?

Group of answer choices

a. Better leveraging of Indian expertise

b. Better understanding of indian consumer

c. Better growth projection

d. Better efficency in its scale of operation

8.

Urantia is a country of 35 million inhabitants, where people tend to livewell pass 80 years. Education and Health care are free for all of its citizens, and the average income is about $70,000 annually. Based on this information what can youinfer about Urantia?

Group of answer choices

a. Urantia's HDI must be on the high side

b. Urantia is an "emerging market" country

c. Urantia's fertility rate is low

d. Urantia'a HDI must be on the medium side

9.

Here are ways to describe the values of the people of the country of Urantia: Loquacious, exuberant, emotional, theatrical, impatient, friendly, love music and dancing, flexible, optimistic, avoid unpleasantness, relaxed time, break rules, unruly, cheerful. And these are the values of the people of Nebadon: Modesty, respect for the elderly, patience, harmony, sense of duty, moderation in all things, no losing face, avoid extremes and shun indulgence, polite Based on what we have studied about cultures and Richard Lewis Cultural types, what is correct to say about Urantia and Nebadon?

Group of answer choices

a. Urantia is multi-active and Nebadon is reactive

b. Urantia is happy and Nebadon is sad

c. Urantia is reactive and Nebadon is linear -active

d. Urantia is linear active and Nebadon is multi-active

10.

In the ____________________ aspect of the CAGE analysis, areas such as currency, types of government, legal systems, regional trading blocs, and whether a country was a colony or a colonizer are studied.

Group of answer choices

a. Economic

b. Cultural

c. Financial

d. Administrative

11.

The following dialogue illustrates a gap that can exist when working with a culture different than your own. The conversation takes place betweenan executive from Mexico but currently working in China, andhis employee. Later, the executive realized how the employee would drop hints, that he would not pick up, because he was coming from a more direct culture. The executive and the worker totally misread each other in this conversation:

executive: It looks like some of us are going to have to be here on Sunday to host the client visit. employee: I see. executive: Can you join us on Sunday? employee: Yes, I think so. executive: That would be a great help. employee: Yes, Sunday is an important day. executive: In what way? employee: It's my daughter's birthday. executive: How nice. I hope you all enjoy it. employee: Thank you. I appreciate your understanding.

Question: Which of the Erin Meyer's culture scales is exemplified in this narrative?

Group of answer choices

a. Communicating

b. Evaluating

c. Trusting

d. Deciding

12.

Agriculture is the principal economic activity in Urantia. Subsistence crops include cassava, rice, sugarcane, sorghum, yams, corn, and plantains. Most Urantians own and farm tiny plots of land, and great population density has caused rural poverty and is also a factor in the country's extensive deforestation, which has contributed to the degradation of agricultural land. Urantia's major exports are light manufactures and coffee; other exports include oils, cocoa, mangoes, sugar, sisal, and bauxite. Salvington is the country's leading trading partner. Industry in Urantia consists largely of light assembly of imported parts and the manufacture of textiles. There is also sugar refining and flour milling, and other foodstuffs are produced. Some bauxite and copper are mined, but other mineral deposits have barely been tapped. Remittances from Urantians working abroad are also extremely important. Life expectancy is 50 years old and the majority of its citizens only go to school until 7th grade.

Questions: From an economic perspective, how would you classify Urantia?

Group of answer choices

a. emerging market

b. developing country

c. Underdeveloped country

d. developed country

13.

Sven, a manager, had been promoted four times in his company in Sweden when he was sent to work in India. Just like at home the first thing he did was to buy a motorcycle to ride to work everyday. He could not understand why his employees felt embarrased and offended by his actions. Which of Erin Meyer's cultural dimensions is at play here?

Group of answer choices

a. Leading

b. Organizing

c. Trusting

e. Communicating

d. Deciding

14.

This foreign affairs journalist from the New York times proposed the globalization view that the world is getting flatters, faster and deeper. He outlined three eras of globalization which he termed globalization 1.0, 22.0, and 3.0.

Group of answer choices

a. Thomas Friedman

b. Leonel Messi

c. Pankaj Ghemawat

d. Richard Lewis

16.

ap To Open 40 Stores In India, Business Insider, Aug. 21,

Buoyed by strong sales of its Old Navy clothes, Apparel firm Gap Inc has raised its profit forecast and said it would open 40 stores in India. Gap has been trying to minimize its dependence on the North American market, which generates more than 75% of its sales. Its sales in Asia accounted for only 9% of its total revenue of $16.1 billion in the year ended February 2014. "India is an emerging, vibrant market and an important next step in our global expansion strategy," said Steve Sunnucks, global president of Gap. Gap said it is collaborating with Arvind Lifestyle Brand for setting up the stores in India. The first stores will open in Mumbai and Delhi. The company is also looking to set up 110 Gap stores in China, Hong Kong and Taiwan this year. Which of the following best describes the motive driving Gap to go to India?

Group of answer choices

a. to meet changing needs of customers

b. To pursue Growth

c. tap into and leverage indian knowledge

e. To reduce operational costs

17.

This former Harvard Business professor's globalization view is that there are still many distances in the cultural, economic, administrative, and geographical areas to be totally global. Technologically we are getting flatter but in other fields, there are still many differences among the countries to overcome.

a. Modi Ravindra

b. Pankaj Ghemawat

c. Anthony Smith

d. Thomas Friedman