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This activity contains 35 questions.
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According to the Structure-Conduct-Performance Model of Corporate Strategy, what does the so-called "IO" model focus on?
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All of the following factors help define the structure of an industry except the _______.
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A strategy that focuses on increasing the attractiveness of a product is referred to as a _______.
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In the context of value chain analysis, the primary activities of a firm include _______.
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_______ refers to the unique skills and/or knowledge that it does better than its competitors.
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In theory, a firm that realizes _______ by dispersing each of its value creation activities to its optimal location should achieve an advantage vis-ˆ-vis a firm that bases all its value creation activities at a single, higher-cost location.
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In theory, a firm that aims to achieve location economies does by:
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Firms that compete in the global marketplace typically face two types of competitive pressures, namely, the pressures for _______ and _______.
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Pressures for _______ emerge when there are differences in consumer preferences and host-government policies.
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Firms use four basic strategies to compete in the international environment. These are _______.
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A(n) _______ strategy makes sense if a firm has a valuable core competency that indigenous competitors in foreign markets lack.
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Firms pursuing a _______ strategy orient themselves toward maximizing responsiveness to local market conditions.
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A _______ strategy makes sense where there are efficient operations and where local responsiveness needs are nonexistent or can be neutralized.
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A(n) _______ strategy offers competitive advantage to the firm facing pressures for global integration and local responsiveness as well as significant opportunities for leveraging valuable skills within its global network.
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Value chain activities can be categorized as:
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The effort of managers to build and sustain the company's competitive positions within its industry to create value is referred to as a firm's strategy.
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| True
False
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Interpreting industry structure relies on the concepts and tools developed in the IO paradigm.
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| True
False
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The strategy that concentrates on selling its products at an above-average industry price is commonly referred to as a cost leadership strategy.
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| True
False
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A low-cost leadership strategy is a vital disadvantage in highly competitive industries.
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| True
False
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Firms choose two fundamental strategies to improve their profitability - a differentiation strategy or a diversification strategy.
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| True
False
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The primary activities of the value chain provide the inputs that allow the firm to conduct its support activities.
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False
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Support activities have to do with the design, creation, and delivery of the product; its marketing; and its support and after-sale service.
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| True
False
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Core competencies are based in the systematic reductions in production costs that occur over the life of a product.
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| True
False
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The economies that arise from performing a value creation activity in the optimal location for that activity are referred to as geographic economies.
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False
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Conducting a value creation activity in the optimal location for that activity generates advantages due to geographic economies.
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False
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Several factors moderate managers' analysis of coordination. Managers must attend to the implications of national cultures, learning effects, operational, obstacles, and subsidiary networks.
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| True
False
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Globalization makes for an uncooperative marketplace.
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| True
False
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Firms implementing a global strategy aim to maximum local responsiveness.
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| True
False
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Johnson & Johnson delegates to its subsidiaries a great deal of authority to respond to local conditions. Many subsidiaries have their own manufacturing, marketing, research, and human resource functions. This particular value chain configuration illustrates the multidomestic strategy.
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| True
False
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The firm that commands a valuable core competence, facing local rivals in foreign markets who do not, is most inclined to adopt an international strategy.
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| True
False
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What is meant by industry structure and what are its contributing factors?
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| To create paragraphs in your essay response, type <p> at the beginning of the paragraph, and </p> at the end.
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According the Michael Porter (the originator of the 5 forces model) what are the five forces that define the nature of competition?
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| To create paragraphs in your essay response, type <p> at the beginning of the paragraph, and </p> at the end.
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What are the components making up the firm's primary activities of the value chain?
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| To create paragraphs in your essay response, type <p> at the beginning of the paragraph, and </p> at the end.
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What are some of the major challenges MNEs face in managing their international operations?
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| To create paragraphs in your essay response, type <p> at the beginning of the paragraph, and </p> at the end.
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What is meant by global integration versus local responsiveness in international strategy?
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| To create paragraphs in your essay response, type <p> at the beginning of the paragraph, and </p> at the end.
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Answer choices in this exercise appear in a different order each time the page is loaded.
Which strategy makes the most sense when there are strong pressures for cost reductions?
The global standardization strategy makes sense when: there are strong pressures for cost reductions.
What is pressure for cost reduction and local responsiveness?
– pressures for cost reductions – pressures to be locally responsive • These pressures place conflicting demands on the firm. pressures are intense, and simultaneously, so are pressures for local responsiveness.
Which kind of strategy is using a firm trying to simultaneously achieve low costs and differentiate its product offering across geographic markets?
Firms that pursue a transnational strategy are trying to simultaneously achieve low costs through location economies, economies of scale, and learning effects; differentiate their product offering across geographic markets to account for local differences; and foster a multidirectional flow of skills between different ...
What are the pressure for global integration and local responsiveness?
They suggested seven factors as the pressures for global integration: (1) importance of multinational customers, (2) importance of multinational competitors, (3) investment intensity, (4) technology intensity, (5) pressure for cost reduction, (6) universal needs of customers, and (7) access to raw materials and energy ...