国际商务 简答题及答案.docx

国际商务 简答题及答案.docx

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国际商务简答题及答案

1.Giveexamplestodiscusswhatshouldbetakenintoaccountindifferentstepsinstrategicmanagement.

Thestrategicmanagementprocessinvolvesfourmajorfunctions:

strategyformulation,strategyevaluation,strategyimplementation,andthecontrolofoperations.Thesefunctionsincludeawiderangeofactivities,beginningwithanenvironmentalanalysisofexternalandinternalconditionsandtheevaluationoforganizationalstrengthsandweakness.

•Strategyformulation-Identificationofthecompany’sbasicmission,suchaswhatisthefirm’sbusiness?

Whatisthereasonforexistence?

Whatitwilldointhefuture?

•Strategyevaluation-Identifytheopportunityandthreatbyevaluatingtheexternalandinternalconditions.Incorporatestrategy,JohnsonandScholespresentamodelinwhichstrategicoptionsareevaluatedagainstthreekeysuccesscriteria:

-Suitability（woulditwork?

）-Feasibility（canitbemadetowork?

）-Acceptability（willtheyworkit?

）

•Strategyimplementation–differentculturalbackgroundsandPoliticalandEconomicenvironmentshouldbetakenintoaccount.

•controlofoperation

2.fivedimensionsthroughwhichcomparisonsofculturesarepossible.

Culture:

Culturecanbedescribedasasetofrules,norms,andvalueswhichisoftensubconsciousbutinfluencesourperception,judgmentsandfeelings.AccordingtotheHofstede’sCulturalDimensionsTheory,therearetfivedimensionsofcultures:

Powerdistance,Individualismversuscollectivism,Masculinityversusfemininity,Uncertaintyavoidance,Long-termversusshort-termorientation.

3.Giveexampleandexplainwhythecultureinhostcountriesmayinfluencethecostsofbusinessactivities.

Thehostculturecaninfluencethecostsofbusinessactibitiesbythefollowingaspects:

Language.Religion. Values:

whatvaluesinoneculturemayberejectedinanotherone.Thisrequirescross-businessmentoexplorethevalueoftargetedculture.Betterunderstandingofvaluesisimportanttoenterprises.

Etiquette（礼节）.Substance（物质）.Aesthetic（审美）.Education.Hierarchy（阶层）.

4.Therelationshipbetweenglobalizationandregionaleconomicintegration.

（1）Therearemanydifferencesbetweenglobalizationandregionaleconomicintegration:

-Globalizationreliesmainlyonscientificandtechnologicalprogress,transnationaleconomic,capitalandmarkets,aswellasthepromotionofmarketmechanism，whichisdominatedbymarketmechanism.Meanwhile,regionaleconomicintegrationaimstoregionaleconomiccoordination,balanceandorderlydevelopmentoftheobjective.-Globalizationunitestheworldthroughthemarketmechanism,butregionalizationunitestheworldthroughthenegotiationandagreementbetweenthegovernments.-Inthestateofglobalfreemarket,itisdifficulttoavoidtherisk;whileinthestateofregionalization,riskcangetcontrolledandeliminated.

（2）Regionaleconomicintegrationis theonlyway toachieveeconomic globalization.

（3）Regionaleconomic integrationisa secondbestoption.

（4）BUTtheimpedimenttoglobalizationstemfromregionaleconomicintegrationismoreevident.

（5）globalizationandREIwouldcometothesameend,althoughtheyarecontradicted.

5.ThemajorachievementsofEuropeaneconomicintegration.

AgrowthineconomicpowerItisthelargesteconomyintheworldbynominalGDPandthesecondlargesttradebloceconomyintheworldbyPPPvaluationofGDP.Itisalsothelargestexporter,andlargestimporterofgoodsandservices

Singlemarketbuildin1992Freemovementofgoods、persons、services、capital

Commonagriculturalpolicy.TheCAPwascreatedin1957undertheTreatyofRomeandstartedoperatingin1962.TheEECmembercountrieshavetransferredsomeoftheirlaw-makingauthoritytotheEUincertainpolicyareas.

Monetaryunion16EUcountrieshaveintroducedtheeuroastheirsolecurrency.ThecreationofaEuropeansinglecurrencybecameanofficialobjectiveoftheEUin1969.WiththeadventoftheMaastrichtTreatyin1993,memberstateswerelegallyboundtostartthemonetaryunionnolaterthan1January1999.

BudgetTheEuropeanUnionhasestablishedacommonbudgetsystem.

CompetitionTheEECoperatesacompetitionpolicyintendedtoensureundistortedcompetitionwithinthesinglemarket.TheCommissionasthecompetitionregulatorforthesinglemarketisresponsibleforantitrustissues,approvingmergers,breakingupcartels,workingforeconomicliberalizationandpreventingstateaid.

6.Pleasediscussthedriversandcharacteristicsofglobalization.

Globalizationmeansanincreasinglyinterconnectedworld,asaresultofveryrapidincreasesintelecommunicationsandcomputer-basedtechnologiesandproducts,adramaticexpansionincross-borderfinancialflowsandwithincountrieshasemerged.Twomacrofactorsunderliethetrendtowardgreaterglobalization.Thefirstisthedeclineinbarrierstothefreeflowofgoods,services,andcapitalthathasoccurredsincetheendofworldwartwo.Thesecondfactoristechnologicalchange,particularlythedramaticdevelopmentsinrecentyearsincommunication,informationprocessing,andtransportationtechnologies.

（1）Therearefivebroadgroupsofindustryglobalizationdriversasbelow:

MarketDrivers、Technologicaldriver、Costdrivers、PoliticalDrivers、CompetitiveDrivers

（2）Thecharacteristicsofglobalizationcanbereflectedfromthefollowingaspects:

Tradeliberalization、Financialliberalization、Productionintegration

7.WhatmaybethemotivationsofMergerandAcquisitionandwhatcautionsshouldbetakeninA&M?

Motivationformergersandacquisition:

（1）Synergymotivationsiscreatedfromeconomiesofintegratingatargetandacquiringacompany;theamountbywhichthevalueofthecombinedfirmexceedsthesumvalueofthetwoindividualfirms.

（2）ValueCreationMotivations

-EconomiesofScale:

Reducingcapacity,spreadingfixedcosts,geographicsynergies

-EconomiesofScope:

Combinationoftwoactivitiesreducescosts

-ComplementaryStrengths:

Combiningthedifferentrelativestrengthsofthetwofirmscreatesafirmwithbothstrengthsthatarecomplementarytooneanother.

-EfficiencyIncreases:

Newmanagementteamwillbemoreefficientandaddmorevaluethanwhatthetargetnowhas;thecombinedfirmcanmakeuseofunusedproduction/sales/marketingchannelcapacity.

-FinancingSynergy:

Reducedcashflowvariability,increaseindebtcapacity,reductioninaverageissuingcosts,fewerinformationproblems.

-TaxBenefitsMakebetteruseoftaxdeductionsandcredits

-StrategicRealignments:

Permitsnewstrategiesthatwerenotfeasibleforpriortotheacquisitionbecauseoftheacquisitionofnewmanagementskills,connectionstomarketsorpeople,andnewproducts/services.

（3）ManagerialMotivations

-IncreasedfirmsizeManagersareoftenmorehighlyrewardedfinanciallyforbuildingabiggerbusiness

-ReducedfirmriskthroughdiversificationM&Ascanbeusedtodiversifythecompanyandreducevolatility（risk）thatmightconcernmanagers.

Cautionstotake:

1.Evaluatetheattractivenessandpotentialprofitsoftargetfirm’sindustry.2.Don’tviolatethelawofthecountrywheretargetfirmexist.3.Payattentiontothecapitalstructureandmakesurethefullcontrolofthemergedcompany.4.Trytomitigatethehostcountry'snationalconsciousnessandovercometheculturaldifferenceswithintheenterprise.5.Thetransactionriskwouldbringalargesumoflossbecauseofthefluctuatingmacro-environment.

8.WhydomoreandmoreMNCsestablishstrategicallianceswithotherfirms?

Strategicalliancesrefertocooperativeagreementsbetweenpotentialoractualcompetitors.Firmsallythemselveswithpotentialoractualcompetitorsforvariousstrategicpurposes.

First,strategicalliancesmayfacilitateentryintoaforeignmarket.Throughthestrategicalliance,MNCscanexpandthemarketspacetoachievescaleeconomyinthewidermarketrange.

Second,strategicalliancesallowfirmstosharethefixedcostsandassociatedrisksofdevelopingnewproductsorprocesses.

Third,anallianceisawaytobringtogethercomplementaryskillsandassetsthatneithercompanycouldeasilydeveloponitsown.IthelpsMNCspromotethelearningabilityoforganization,developcorecompetitiveness,andstrengthenthelong-termcompetitiveadvantage.

Fourth,itcanmakesensetoformanalliancethatwillhelpthefirmestablishtechnologicalstandardsfortheindustry.Onceakindoftechnologyturnstoanindustrystandard,itcangethugenetworkmonopolyearnings,helpthefirmachievemarketleadingpositionandmarketmanipulationofpowerthatwillbenefitthefirm.

9.Pleasearguefortheimportanceor/andunimportanceof“strategy”.

Strategyisasetofactionthatmanagersadopttohelpthecompanyachieveitsgoal.Aclearstrategycanhelpcompaniesparticipateinthecompetitionmoreeffectivelyincompetitiveinternationalmarket;Itcanalsohelptocoordinateactivitiesofalldifferentdepartmentsinthecompanytocompletethewholegoalbymostefficientway.

（1）strategycanmaketheenterpriseachievetheirstrategicobjectivesinaplannedwayStrategicgoalshowsthedirectionlevelthattheenterprisewanttoobtaininacertainperiodoftheproductionandbusinessoperationactivities.Accordingtotheirstrategicthought,strategyhelpsenterprisesachievetheexpectedtargetintheirdevelopmentdirectionandpath.Undertheconsiderationofthechangesintheexternalenvironmentandthecharacteristicsoftheenterprise,eachenterpriseshouldputsforwardtheprincipleofitsownspecialstyletopromotethedevelopmentoftheenterprise.

（2）strategycanmakeenterprisemanagementdecisionscientificandsystematicCorrectdecisionscanleadtogoodeconomiceffectandpromotethe