国际商务 题库 Chapter 11.docx

国际商务 题库 Chapter 11.docx

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国际商务题库Chapter11

Chapter11

InternationalStrategyandOrganization

TRUE/FALSEQUESTIONS

1.Developinganeffectivestrategyrequiresacompanytoundertakeananalysisofitsowncapabilitiesandstrengths.

（True;Easy;p.314;LO1）

2.Aninappropriatestrategycanleadmanagerstotakeactionsthatcauseinternaltensionsandpullacompanyinoppositedirections.

（True;Easy;p.314;LO1）

3.Theprocessofidentifyingandselectinganorganization’sobjectivesanddecidinghowtheorganizationwillachievethoseobjectivesiscalledstrategy.

（False;Moderate;p.314;LO1）

4.Strategyisthesetofplannedactionsmanagerstaketohelpacompanymeetitsobjectives.

（True;Easy;p.314;LO1）

5.Awell-definedstrategyhelpstocoordinateacompany’svariousdivisionsanddepartmentssothatitreachesitscompany-widegoalsinthemosteffectiveandefficientmannerpossible.

（True;Easy;p.314;LO1）

6.Manyconcernsfacingmanagerswhenformulatingastrategyaredifferentfordomesticascomparedwithinternationalcompanies.

（False;Moderate;p.314;LO1）

7.Thestrategyformulationprocessinvolvesbothplanningandstrategy.

（True;Moderate;p.314;LO1）

8.Awrittenstatementofwhyacompanyexistsandwhatitplanstoaccomplishisreferredtoasitscorecompetencies.

（False;Moderate;p.314;LO1）{AACSB:

Communication}

9.Acompany’smissionstatementoftenguidesdecisionssuchaswhichindustriestoenterorexitandhowtocompeteinchosensegments.

（True;Moderate;p.314;LO1）{AACSB:

Communication}

10.Amarketsegmentisaclearlyidentifiablegroupofpotentialbuyers.

（True;Easy;p.314;LO1）

11.Inboundandoutboundlogisticsisanexampleofaprimaryactivity.

（True;Moderate;p.316;LO1）

12.Humanresourcemanagementisanexampleofasupportactivity.

（True;Easy;p.316;LO1）

13.Valuechainanalysisdividesacompany’sactivitiesintoforwardactivitiesandbackwardactivities.

（False;Easy;p.316;LO1）

14.Supportactivitiesinavaluechainanalysisincludeinfrastructure,humanresourcemanagement,customerservice,marketing,andprocurement.

（False;Difficult;p.316;LO1）

15.Whenanalyzingprimaryactivities,managersoftenlookforareasinwhichthecompanycanincreasethevalueprovidedtocustomers.

（True;Moderate;p.316;LO1）

16.Theexternalbusinessenvironmentconsistsofalltheelementsoutsideacompanythatcanaffectitsperformance.

（True;Easy;p.317;LO1）

17.Companiesengagedininternationalbusinesscanapproachtheirmarketusingeitheramultinationalorglobalstrategy.

（True;Moderate;p.319;LO2）

18.Multinationalandglobalstrategiesaremostappropriateforexportersgiventheirforeigndirectinvestmentsinothernationalmarkets.

（False;Easy;p.319;LO2）

19.Thefourkeyapproachestocorporatestrategyaregrowth,retrenchment,stability,andcombination.

（True;Easy;p.321;LO2）

20.Agrowthstrategyisdesignedtoincreasethescaleorscopeofacorporation’sactivities.

（True;Moderate;p.321;LO2）

21.Scalereferstothekindsofactivitiesafirmperformsandscopetothesizeofactivities.

（False;Easy;p.321;LO2）

22.Organicgrowthreferstoacorporatestrategyrelyingonmergersandacquisitions.

（False;Easy;p.321;LO2）

23.Corporationsreducethescopeoftheiractivitiesbysellingunprofitablebusinessunitsorthosenolongerdirectlyrelatedtotheiroverallaims.

（True;Moderate;p.321;LO2）

24.Weakercompetitorsoftenresorttoretrenchmentwhennationalbusinessenvironmentsgrowmorecompetitive.

（True;Moderate;p.321;LO2）

25.Stabilityisarelativelycommonstrategyamongtoday’scorporations.

（False;Moderate;p.321;LO2）

26.Thepurposeofacombinationstrategyistomixgrowth,retrenchment,andstabilitystrategiesacrossacorporation’sbusinessunits.

（True;Easy;p.322;LO2）

27.Corporatecombinationstrategiesarequiteuncommonbecauseinternationalcorporationsgenerallyfollowidenticalstrategiesineachoftheirbusinessunits.

（False;Moderate;p.322;LO2）

28.Thekeytodevelopinganeffectivebusiness-levelstrategyisdecidingonageneralcompetitivestrategyinthemarketplace.

（True;Moderate;p.322;LO3）

29.Anegativeaspectofthelow-costleadershipstrategyislowcustomerloyalty.

（True;Difficult;p.322;LO3）

30.Themostcommonself-managedteamsinmanymanufacturingcompaniesaredownsizingteams.

（False;Difficult;p.331;LO5）

31.Across-functionalteamisonecomposedofemployeeswhoworkatsimilarlevelsindifferentfunctionaldepartments.

（True;Easy;p.331;LO5）

MULTIPLECHOICEQUESTIONS

1.Duringthesecondstageofthestrategyformulationprocess,acompanydoesallofthefollowingEXCEPTanalyze________.

a.thefirm’sprimaryactivities

b.competitorsuniqueabilities

c.nationalandinternationalbusinessenvironments

d.thefirm’ssupportactivities

（b;Difficult