GM170

The axes of the BCG and GE/McKinsey portfolio planning matrices act as proxies for two key strategic variables:

*c. Competitive advantage and market attractiveness.

During 2000-2013, the ratio of CEO compensation to the earnings of production workers among US companies averaged:

*a. 300-times

Organizational identity refers to:

*a. A collective understanding among employees of what is core, enduring, and distinctive about the character of an organization.

The fact that acquisitions impose substantial costs on acquiring firms (including both the acquisition premium and legal and advisory fees) implies that:

*a. Acquirers need to be sure that potential of the acquisition to create value exceeds the costs of incurred by the acquisition.

The value chain for a product will tend to be dispersed across different countries when:

*a. Different stages of the value chain require different types of resources and capabilities.

In Porter's national diamond framework, Porter emphasizes that encouraging mergers in an industry in order to form a "national champion":

*a. Eliminates the pressure of domestic competition to drive innovation, quality, and efficiency

The primary purpose of the "Ashridge portfolio display" is to:

*a. Evaluate the potential for a corporate parent to add value to its individual businesses.

The wave of mergers and acquisitions in the beer industry that have created giants such as Anheuser Busch Inbev, SAB Miller and Heineken have been motivated primarily by the desire to:

*a. Extend geographical scope

An implication of complexity theory for the leadership of business enterprises is:

*a. Future CEOs should relinquish rigid control and foster significant degrees of autonomy among more junior managers

The fundamental issue that implementing corporate strategy addresses is:

*a. How the multibusiness company can best create value for its different businesses.

Complex biological and social systems demonstrate the capacity for self-organization. Self-organizing systems require:

*a. Identity, information, and relationships.

Besides managing the overall corporate portfolio of businesses, corporate management can add value to individual businesses by:

*a. Managing the individual businesses, exploiting linkages between them, and managing change.

A major disadvantage of legislation to improve corporate governance by imposing more stringent reporting requirements on public companies and increasing the penalties that directors face for negligence and misconduct is:

*a. Preoccupation with compliance means that boards of directors offer less strategy guidance

According to Jack Welch, the advantages of focus that single business companies possess are outweighed the advantage that multibusiness companies possess in terms of their ability to share the ideas from many different sources.

*a. T

The key issues with regard to the implementation of corporate strategy concern the relationships between the corporate headquarters and the individual businesses.

*a. T

In technology-based industries, the most common reason for established companies to acquire small, start-up firms is in order to:

*b. Acquire capabilities in emerging areas of technology.

Achieving social legitimacy requires that businesses should:

*b. Adapt to societal pressures.

The main reason that a strategic alliance is often an attractive alternative to a merger or acquisition is:

*b. Alliances permit firms to access one another's resources and capabilities without the costs and risks of a merger or acquisition.

Replacing mass manufacturing by lean manufacturing:

*b. Can reduce operational performance if human resource management is not adapted to the new manufacturing processes.

A common approach to reconciling the benefits of global scale with the need for national differentiation is to:

*b. Create standard product platforms in terms of design and components, then adapting product features, complementary services, and marketing approaches.

IBM and Samsung Electronics are examples of large, mature corporations that have:

*b. Developed corporate systems that promote large-scale strategic change and the development of major new areas of businesses.

By separating their corporate headquarters into a corporate management unit and a shared services organization, large corporations anticipate the following benefits:

*b. Economies of scale and greater responsiveness to user needs in supplying services to the business units.

For conglomerate companies (companies that comprise unrelated businesses) portfolio management is likely to be more important source of value creation than in a diversified company that comprises closely-related businesses.

*b. F

Goold, Campbell, and Alexander's concept of parenting advantage proposes that a key criterion for whether a company should own a particular business corporation whether the value added from owning that business exceeds the costs of administering that business.

*b. F

The GE/McKinsey portfolio planning matrix is less sophisticated than the BCG growth-share matrix, but is easier to apply.

*b. F

Within a multidivisional company, "portfolio management" refers to decisions over which business the company should own, how resources should be allocated among these businesses, and how to manage the linkages between the businesses in order to exploit the synergies among them.

*b. F

The company which has done most to pioneer innovations in corporate management during the second half of the 20th century is:

*b. General Electric

The development of portfolio planning techniques at the end of the 1960s was initiated by:

*b. General Electric

Compared to alliances between domestic partners, international alliances typically offer:

*b. Higher potential returns but with greater risk of disagreement and failure.

Which are the following statements about pre-merger planning is untrue?

*b. In the case of horizontal M&A, it is easier to predict the impact on revenues than the impact on costs

Strategic alliances frequently play an important role in a firm's internationalization strategy because:

*b. Internationalizing firms often lack the local knowledge and access to distribution channels that a local partner can provide.

The "centralized hub" strategy that Japanese multinationals pursued during the 1970s and 1980s is likely to be most successful in industries with:

*b. Large economies of scale and limited need for national differentiation

The most effective remedy for the problems that have arisen from top managements' pursuit of shareholder value is likely to be:

*b. Recognition that management should focus not on stock market capitalization but upon the underlying drivers of long run profitability.

Real options theory may change strategic management by:

*b. Reframing the tools of industry analysis and the analysis of resources and capabilities to take account not just of the potential for profitability, but also the implications for strategic options

The type of corporate strategy through which most leading private equity groups such as Carlyle Group, Kohlberg Kravis Roberts, and Blackstone create value for their investors is best described as:

*b. Restructuring

Saudi Aramco and Statoil are both major oil producers. Saudi Aramco's competitive advantage is based on its access to low-cost domestic oil reserves; Statoil's competitive advantage is its capability in offshore exploration and production. The implications for the internationalization strategies of the two companies are:

*b. Saudi Aramco should focus on exporting; Statoil should pursue direct foreign investment

The growing number of takeovers of Western companies by Chinese and Indian companies reflects:

*b. The drive by Chinese and Indian firms to internationalize

The transformations of: South African Breweries into SAB Miller, the world's second biggest beer company, North Carolina National Bank into Bank of America Corporation, the #2 bank in the USComcast into the world's biggest media company

*b. The potential that mergers and acquisition to effect major strategic transformations within a short time

. The concept of "parenting advantage" is best summarized by the following statement:

*b. The primary criterion for a company's continued ownership of a business is its ability to add more value than alternative corporate parent

Internationalization among New York-based law firms is the result of:

*b. US law firms following the opportunity to provide global service to their multinational clients.

The Dutch-based electrical and consumer electronics multinational, Philips, has transferred the headquarters for several of its global business away from the Netherlands. In terms of Bartlett and Ghoshal's typology of multinational strategies, this represents a transition from:

*c. A "decentralized federation" to a "transnational"

Oliver Williamson said two main corporate governance advantages of the multidivisional structure ("M-form") for large, diversified companies were:

*c. Creating competitive internal capital market in which capital allocation is not dominated by political consideration and creating a corporate headquarters that can represent shareholder interests

For acquiring firms, empirical studies show that, on average, the returns to shareholders are:

*c. Either negative or insignificant from zero.

Most of the biggest mergers and acquisitions since 2000 have been horizontal—i.e. between companies in the same industry. This reflects the fact that:

*c. Horizontal mergers and acquisitions offer the greatest potential for value creation through cost reduction and moderating competition.

The first 16 years of the 21st century have been characterized by unprecedented turbulence in the global economy, politics, and society. Two reasons for thinking that this turbulence may continue into the future are:

*c. Increased global interconnectedness causes disturbances be amplified while the declining global influence of the US implies a lack leadership in managing these disturbances

During turbulent times, real options are increasingly important sources of value. The following are strategic measures can create option value for a firm:

*c. Initiating multiple strategic alliances.

The principal merit of the BCG portfolio planning matrix is:

*c. Its simplicity

According to the predictions of complexity theory, which of the following managerial actions is not likely to promote rapid evolutionary adaptation by an organization?

*c. Leaders with well-developed emotional intelligence.

A major limitation of the BCG matrix in guiding corporate strategy is:

*c. Neither market growth nor relative market share is reliable indicators of a businesses' future profitability.

A major implication of corporate scandals, inequality, and environmental sustainability implies that company executives need for firm strategy to pay greater attention to:

*c. Social legitimacy.

According to the economist Brian Arthur, the "second economy" comprises:

*c. System of transactions managed entirely by machines

Although sharing resources among the different businesses within the multibusiness corporation can offer substantial cost economies, these savings are often offset by:

*c. The costs of coordinating such resource sharing.

What are the two dimensions of the Ashridge portfolio display?

*c. The parent's potential to create value and to destroy value in a business.

What distinguishes a joint venture from other types of strategic alliance is that in a joint venture:

*c. The partners create a new company which they jointly own.

Howard Hughes at Hughes Corporation, Ken Lay at Enron, Dennis Kozlowski at Tyco, Jean-Marie Messier at Vivendi, and Fred Goodwin at Royal Bank of Scotland illustrate:

*c. The potential for companies to be vehicles for the personal ambitions of chief executives

McDonald's introduction of a greater number of local products on its menus, then transferring these items across national borders points to:

*c. The potential for localized adaptation within the multinational enterprise to be a source of innovation and strategic renewal.

Which of the following is not a key difference between a multidivisional company and a holding company?

*c. The subsidiaries of a holding company are responsible for their own financing decisions; the divisions of a multidivisional company need only to consider their credit ratings.

Corporate governance is:

*c. The system by which the top management of a firm is directed and controlled

The costs of national differentiation can be low if:

*d. A common basic design and common components are used

According to systems theory, high levels of interconnectedness can lead to:

*d. A tendency for small initial disturbances to become amplified in unpredictable ways

Acquiring companies often pay excessive prices to acquire target companies because:

*d. All of these.

The impact of the 2008/9 financial crisis on financial service firms suggests that loss of legitimacy is likely to have the following adverse effect:

*d. All of these.

The principal mechanisms through which the corporate headquarters seeks to improve the strategic and operational management of its businesses are:

*d. Direct involvement in business-level management, strategic planning, and performance management and financial control

A start-up company based in Canada and led by an academic microbiologist has patented genetically-modified, drought-resistant maize particularly suitable to arid regions of Africa. The firm has been unable to attract significant venture capital investment. How should the firm exploit commercial opportunities for its product in Africa?

*d. It should license its patent to a multinational agricultural seed company and continue research on other projects for the genetic modification of agricultural crops

As organizations and their environments become more complex and less predictable, the kind of leadership that fosters effective organizational adaptation is increasingly characterized by:

*d. Management of identity, meaning, and the emotional climate of the organization

The main purpose of a portfolio planning matrix is to:

*d. Represent graphically the different businesses in terms of key strategic variables that determine their potential for profit

The corporate headquarters of companies comprising independent business such as Berkshire Hathaway, Danaher, Jardine Matheson, and the Tata Group as compared to those of closely-linked business such as Royal Dutch Shell, IBM, BASF, and Unilever tend to be:

*d. Smaller

Acquisition is the preferred mode of diversification for most firms because:

*d. The alternative of setting up a new enterprise in the industry to be entered involves excessive time and risk.

Many retailers that have been outstandingly successful in their how markets have experienced much poorer performance when they have entered overseas markets. These include: Tesco, Marks& Spencer, Laura Ashley, and Body Shop in the UK); Best Buy, Sears, Macy's, and Wal-Mart in the US. This reflects:

*d. The lack of major efficiency benefits from international scope combined with the need for national differentiation.

Digital technologies are increasing the intensity of competition in the markets for electronic hardware because they are causing:

*d. The markets for once-separate products to converge.

Toyota operates automobile assembly plants in all five continents of the worlds. This reflects:

*d. Toyota's ability to transfer its production capabilities worldwide.

Firms internationalize through two mechanisms:

*d. Trade and direct investment.

With internationalization, the threat of new entry into domestic industries is increases because:

. Barriers to entry that would deter domestic firms may be easily overcome by large firms from other countries

Large countries have an advantage over small countries in technology-intensive and capital-intensive industries, because:

. A large home market allows exploitation of scale economies in facilities and product development

The main reason that empirical evidence of shareholder returns fails to provide conclusive evidence on the performance outcomes of mergers and acquisition is that:

D. Neither (a) nor (b)*

"Managing real options" means that firms should take a greater interest in how share option packages are managed, to achieve the best value for shareholders

F

Companies such as Toyota, Wal-Mart, 3M, and Samsung have sustained strong performance over long periods of time by basing their competitive advantage on a single core competence. [See p.416]

F

Complementarity research should not be used by a company as an excuse for not adopting a best practice such as a "six-sigma" quality management systems "lean production" manufacturing processes, or a "360-degree" employee appraisal system.

F

Complexity theory predicts that complex, adaptive systems rarely have the capacity to self-organize—to avoid chaos hierarchical control is essential.

F

Identifying the strategic rationale and likely benefits of mergers and acquisitions is easier in the case of diversifying mergers and acquisitions than for horizontal mergers and acquisitions.

F

If corporate management focuses heavily upon enforcing financial performance targets on its individual businesses, this increases the need for corporate management to guide the strategic plans of the individual businesses.

F

If the firm's competitive advantage is country-based, the firm can exploit foreign markets either by exports or by direct investment

F

In Capron and Mitchell's decision framework for selecting the right growth path, if a firm finds that its resources and capabilities do not fit with its current strategy, then acquisition should be first option considered and internal development the last option.

F

In Ghemawat's "Aggregation, Adaptation, Arbitrage" framework, the potential for a multinational enterprise to exploit arbitrage benefits are likely to be greater in a capital-intensive industry than in a labor-intensive industry

F

In a more complex business environment where companies must pursue multiple dimensions of competitive advantage is consistent with Jim Collins' recommendation that companies should seek to be "hedgehogs" rather than "foxes." (Drawing upon the categorization of intellectuals made by Isaiah Berlin.)

F

In an international context, comparative advantage and competitive advantage are identical concepts.

F

In large multibusiness, multinational companies shared service organizations are almost always located close to their corporate headquarters.

F

In most cases, the primary goal of a strategic alliance is to acquire that than simply to access the partner's organizational capabilities.[See p.402]

F

In order to gain a new organizational capability, it is usually cheaper and less risky to acquire a company that already possesses that capability than to develop that capability internally.

F

In pharmaceuticals (where patent protection tends to be strong), exports or direct foreign investment will tend to be preferred over licensing as a means of exploiting overseas markets.

F

Internal business venture rather than external mergers, acquisitions and alliances is the preferred means by which most established firms achieve major extensions in the scope of their activities.

F

International trade is motivated by the quest to exploit market opportunities in other countries; foreign direct investment, on the other hand, is motivated by the desire to exploit resources and capabilities located in other countries.

F

Internationalization occurs through two main mechanisms: trade and offshoring.

F

Internationalization often involves mergers and acquisitions; hence, it tends to reduce seller concentration within individual national markets.

F

Issues of pre-acquisition planning and post-acquisition management should be viewed as separate: activities best led by separate teams.

F

Mergers and acquisitions go in waves. Because acquirers prefer to pay low prices for acquired companies, these M&A waves tend to be inversely correlated with stock market fluctuations.

F

Mergers, acquisitions, and alliances may be viewed not just as instruments of corporate strategy but as strategies in themselves.

F

Mintzberg identified a key rigidity of the multidivisional firm its tendency to impose standardized corporate management systems across all its divisions.

F

Most multibusiness companies have a dual planning process: strategic planning focuses on the short and medium term, financial planning on the medium to long term

F

Multibusiness corporations with close linkages between their businesses tend to have smaller corporate headquarters than multibusiness corporations with more independent businesses.

F

Of the 95 Chinese companies that were members of the Fortune Global 500 in 2015, few were state-owned enterprises.

F

Porter's "national diamond" framework implies that government policies which foster "national champions" within technology-based industries are likely to be successful in stimulating national competitiveness in these sectors.

F

Porter's "national diamond" framework suggests that a significant factor explaining the dominance by German firms of the world market for luxury and high performance automobiles is to be found more in the factors of production available in Germany than in the demand characteristics of German consumers.

F

Research into leadership generally supports the view that complex organizations facing uncertain environments require leaders that are decisive decision makers rather than humble; empathetic individuals endowed with social and emotional intelligence.

F

Sheltered industries are shielded from imports by high barriers to entry.

F

The benefits from fragmenting a product's value chain across multiple locations almost always outweigh the costs of coordinating globally dispersed activities.

F

The concentration of Hollywood film industry in Los Angeles and electronics and IT companies in Silicon Valley is for different reasons than those which created the industrial districts of Italy.

F

The emergence of a multipolar world where the US no longer exercises a dominant role is a force for stability in an otherwise unstable global business environment. [See p.413]

F

The experiences of British retailer Marks & Spencer and chocolate maker Cadbury confirms the fact that commitment to social responsibility and the interests of employees results in a more responsive and adaptable business enterprise.

F

The growing interconnectedness of the world economy and human society cannot be regarded as a contributing factor to the increasing volatility and unpredictability of global environment of business.

F

The growth of the freelance economy in which taxi services, short-term accommodation, and home maintenance is provided by self-employed individuals rather than by firms has little to do with technology, it's mainly due to the preferences of individuals for the flexibility of self-employment over the rigidities of a full-time employment.

F

The mechanisms through which the corporate headquarters exercises control over individual businesses can be classified into "input control" and "output control." Performance management systems represent a form of "input control."[See p.374-375]

F

The only clear finding from several decades of empirical research into the outcomes of mergers and acquisitions is that the shareholders of the acquiring firms lose money.

F

The two primary drivers of change in business environment during the past half century are deregulation and internationalization.

F

Typically, a common corporate identity and well-established corporate systems means that there are few barriers to transferring best practices between business units within a company.

F

Williamson believed that one of the key advantages of the M-form was that it centralized decision making in corporate headquarters.

F

"Restructuring" is a corporate strategy that involves acquiring companies then intervening to cut costs, divest assets, revise competitive strategies, and adjust financial structure.[See pp.370-371]

T

A growing source of competition to western companies has been new computers from emerging market countries which have made the transition from supplying OEM products to Western manufactures and distributors to providing products under their own brand names. [See p.411]

T

A key challenge for the strategic planning systems of large corporations is reconciling top-down strategic leadership with bottom-up strategy initiatives.

T

A key difference between Bartlett and Ghoshal's "transnational corporation" and the conventional US multinational corporation (described by Bartlett and Ghoshal as a "coordinated federation") is that communication and coordination occurs between national units rather than exclusively between each national unit and the corporate HQ

T

A strategic inflection point is a point where major changes in a firm's competitive environment require a complete change of strategy

T

Among the mature industrialized nations, three major societal issues are impacting businesses: equity, ethics, and environmental sustainability

T

An important lesson from the troubled development of Boeing's 787 Dreamliner is that, for developing complex, technically-advanced products, the hub firm needs to have the capability to manage networks of strategic alliances.

T

Applications of complexity thinking to management suggest that top management should set rules governing the interaction of organizational members and their expected behaviour, and relinquish direct supervisory control

T

Comparative advantage refers to countries' relative efficiencies in producing different products

T

Cross-border acquisitions tend to have the strongest strategic logic, but give rise to the greatest challenges of post-merger integration.

T

Designating a national subsidiary as a "center of excellence" for a particular product, technology, or activity is a way of reconciling differentiation to meet the needs of national markets with the exploitation of global scale advantages.

T

For high-tech products such as aircraft and smartphones, the international fragmentation of the value chain tends to be driven less by cost considerations and more by the availability of sophisticated technical capabilities.

T

For shareholder value maximization to be a helpful goal for top management it needs to focus not on stock market value but on the fundamental drivers of value.

T

If companies are to put in place the capabilities needed to build multiple layers of competitive advantage, their organizational structures need to become more complex.[See pp.419-420]

T

In general, internationalization of an industry results in more competition and lower profitability

T

In the automobile and beer industries, acquisitions have been motivated primarily by the goal of international expansion.

T

In the case of cross-border amalgamations of companies, concerns of national domination often mean that mergers are preferred to acquisitions.

T

Increasingly, the corporate headquarters of multibusiness companies are being divided into two parts: that which exerts financial and strategic control over the businesses and that which provided common services to the businesses.

T

Internationalization represents both an opportunity and a threat to business enterprises.

T

Internationalization tends to increase competition by increasing investment in new capacity and increasing the diversity of competitors within each national market.

T

Jack Welch's approach to corporate management at General Electric incorporated the principle that sustaining a high level of internal stress within the organization counteracted complacency and increased responsiveness to external change.

T

Oliver Williamson argument that the multidivisional corporation resolves the agency problem in large public corporation has not been verified in practice.

T

Service industries such as commercial banking and hotels tend to be "multidomestic" in their pattern of internationalization.

T

Sharing resources and activities between business units can often impose costs which exceed the value of the synergies gained.

T

Starbucks entry into India by means of a joint venture with Tata Group in preference to its usual practice of operating wholly owned subsidiaries outside the US reflects Starbucks' view that Indian market is highly complex and Starbucks needed the knowledge and connections possessed by a local partner.

T

Switzerland's comparative advantage in clocks and watches is likely to reflect the Swiss emphasis on punctuality rather than Switzerland's resource endowments.

T

The "lemons problem" in the market for companies refers to the fact that the sellers of companies have better information about the company than do would-be buyers.[See p.398]

T

The Ashridge portfolio display is distinguished by the fact that it takes account of fit between each business and the corporate owner.

T

The axes of the BCG and GE/McKinsey business portfolio matrixes represent the two fundamental sources of profitability for a business: the attractiveness of its industry and its competitive advantage

T

The business environment of the 21st century has been characterized by turbulence and unpredictability.

T

The closer the linkages between the business units of a multibusiness corporation, the more involved corporate management must be in coordinating across the businesses.

T

The complementarity of management practices implies that the effectiveness of a particular management practice depends upon how it firs with all the other management practices of the company.

T

The key difference between a merger and an acquisition is that, in the case of a merger, the participating companies combine to create a new company.

T

The key feature of the "second economy" that economist Brian Arthur describes is that human decision makers have been replaced by machines.

T

The key lesson to be drawn from the failures that Hewlett-Packard has experienced in acquiring software and services companies EDS and Autonomy is that acquisitions that aim to change a company's business model are more risky than acquisitions that seek to leverage the existing business model.[See p.399]

T

The poor performance of the shares of Goldman Sachs after the 2008 financial crisis, News Corp. after the phone hacking scandal, and VW after its emissions cheating scandal provide support to the argument that maintaining legitimacy is critical to an organization's success.

T

The revealed comparative advantage of the US, Canada and Australia in cereals is a reflection of these countries' large natural endowments of land.

T

The rise of populist political parties (UK Independence Party, France's Front Nationale, Greece's SYRIZA) and of populist politicians such as Donald Trump in the US and Beppo Grillo in Italy is a reflection of the declining legitimacy of the capitalist market economy.

T

The speed at which many decisions over corporate acquisitions are made as contributed to the disappointing outcomes of most mergers and acquisitions.

T

The strategic planning systems of multibusiness corporations have been criticized for the fact that they do not make strategy.

T

Traditionally, European-based multinational companies such as Unilever, Shell, and Philips have been highly centralized; Japanese multinationals such as Honda, Sony, and Hitachi have been highly decentralized.

T

Portfolio planning techniques, (also called portfolio matrixes), contribute to the following corporate management function:

a. Allocating resources among businesses

If competition, market turbulence, and accelerating technological change are increasing the pace at which firms' competitive advantage is eroded, to sustain competitive advantage companies need to:

b. Build strength in intellectual property.

Mergers and acquisitions represent paradoxes in the sense that:

b. Companies continue to be enthusiastic in initiating acquisitions despite empirical evidence that acquisition destroy shareholder value for acquirers

Which of the following was not a contributory factor to the success of Disney's post-acquisition integration of Pixar?

b. Disney's rapid integration of Pixar within its own animated productions unit.

Strategic Milestones, Balanced Scorecards, and Strategy Maps are all devices which aim to:

b. Improve the effectiveness of strategy execution.

The first two decades of the 20th and 21st centuries were similar in terms of factors that were reshaping the business environment. The most significant of these common factors were:

b. Technology: in the 20th century electricity, the telephone and the automobile; in the 21st century the internet and mobile communication.

The theory of comparative advantage is concerned with:

b. The impact of resource availability on national competitiveness in particular industries

Which aspect of internationalization by companies does not increase the intensity of competition within national markets?

c Internationalization stimulates mergers and acquisitions within an industry

The continuing popularity of mergers and acquisitions among companies despite the lack of empirical evidence of their benefits suggests:

c. Both of these

Reckitt Benckiser's multiple acquisitions of consumer products companies have been motivated by its quest for:

c. Building a portfolio of consumer brands.

Michael Porter believes that managing linkages among businesses through transferring skills and sharing resources offer greater potential for creating value than portfolio management because:

c. Increasingly efficient capital markets limit the potential for firms to create value through allocating capital among their businesses

According to Porter's "national diamond" analysis, the competitive advantage of Swiss firms in watches, German firms in luxury cars, and Japanese firms in cameras is a result of:

c. The characteristics of local demand in each of these countries

Uber's distribution of ice cream in over 38 counties of the world on July 17, 2014, exemplifies the following feature of international business:

c. The pace of transition from being a domestic to a global competitor is much faster in ecommerce than in traditional business sectors

The choice between strategic planning and financial control as a corporate management style for a particular company depends upon:

c. The relatedness of the businesses and the duration of their investment projects

Global industries are those where

d. Both trade and direct investment are high