ch 13 mgmt 470
_____ is an example of an industry in which cross-licensing agreements are increasingly becoming common. A. Glass-blowing B. Biotechnology C. Organic farming D. Basketry E. Weaving
B. Biotechnology
Exporting, as a mode of entry into foreign markets, does not help a firm achieve experience curve and location economies.
false
Licensing, a mode of entry into a foreign market, gives an international firm tight control over manufacturing, marketing, and strategy that is required for realizing experience curve and location economies.
false
The attractiveness of a country as a potential market for an international business depends solely on the size of its consumer market.
false
The probability of survival decreases if an international business enters a national market after several other foreign firms have already done so.
false
Under a cross-licensing agreement, a firm is not likely to license some valuable intangible property to a foreign partner.
false
When a firm's competitive advantage is based on technological competence, a joint venture is the preferred mode of entry into a foreign market because it reduces the risk of losing control over that competence.
false
Which of the following is an advantage of joint ventures as a mode of entry into foreign markets? A. The foreign firm benefits from a local partner's knowledge of the host country. B. The foreign firm can protect its technology from being appropriated by its local partner. C. There is less cause for friction and conflict between the foreign and local partners. D. It gives a firm tight control over subsidiaries, which enables it to realize experience curve or location economies. E. The foreign firm does not have to bear any development costs and risks associated with opening a foreign market.
A. The foreign firm benefits from a local partner's knowledge of the host country.
Which of the following is an advantage of franchising as a mode of entry into foreign markets? A. The franchiser is relieved of many of the costs and risks of opening a foreign market on its own. B. The franchiser is allowed to take profits out of one country to support competitive attacks in another. C. The franchiser can easily maintain uniform quality across many geographically dispersed franchisees. D. Manufacturing concerns can be effectively coordinated across adjacent processes. E. The franchiser can support its short-term interests in a country with an unstable economy.
A. The franchiser is relieved of many of the costs and risks of opening a foreign market on its own.
Why do acquisitions fail sometimes? A. There is a clash between the cultures of the acquiring and acquired firm. B. Acquisitions take a long time to execute. C. Acquisitions are easily preempted by making greenfield investments. D. The revenue and profit stream generated by an acquisition's resources is usually unknown. E. Losses produced by intangible assets outweigh profits from acquired tangible assets.
A. There is a clash between the cultures of the acquiring and acquired firm.
Which of the following is an advantage of acquisitions as a means of entering foreign markets? A. They are quick to execute and help firms to rapidly build their presence in the target foreign market. B. It is much easier to change the culture of an existing organization than build a new organization. C. It is easier to convert the operating routines of acquired units than establish routines in new subsidiaries. D. They give firms access to valuable intangible assets while minimizing a pileup of tangible assets. E. Acquired firms are often undervalued and hence assets can be purchased at minimal prices.
A. They are quick to execute and help firms to rapidly build their presence in the target foreign market.
Which of the following is an example of a first-mover advantage? A. ability to create switching costs that tie customers into one's products or services B. avoidance of pioneering costs that a later entrant into the foreign market has to bear C. increased probability of surviving in a foreign market D. opportunity to observe and learn from the mistakes of other entrants E. ability to let later entrants ride ahead on the experience curve
A. ability to create switching costs that tie customers into one's products or services
If a firm is seeking to enter a market via a wholly owned subsidiary where there are already well-established incumbent enterprises, and where global competitors are also interested in establishing a presence, a suitable mode of entry is a(n) A. acquisition. B. licensing deal. C. greenfield venture. D. turnkey project. E. exporting deal.
A. acquisition.
An advantage of choosing exporting as a mode of entry into foreign markets is that a firm A. can avoid the cost of establishing manufacturing operations in the host country. B. shares the development costs and risks with its host partner. C. can earn returns from process technology skills in countries where FDI is restricted. D. has access to local partner's knowledge. E. has the ability to engage in global strategic coordination.
A. can avoid the cost of establishing manufacturing operations in the host country.
First-mover disadvantages refer to A. disadvantages associated with entering a foreign market before other international businesses. B. costs that a late entrant to a foreign market has to bear. C. a direct restriction on the quantity of a good that can be imported into a country. D. imperfections in the operation of the market mechanism. E. disadvantages experienced by being a late entrant in a foreign market.
A. disadvantages associated with entering a foreign market before other international businesses.
The probability of survival for an international business increases if it A. enters a national market after several other foreign firms have already done so. B. avoids the use of countertrade agreements. C. enters a national market early. D. enters a foreign market via turnkey projects. E. avoids engaging in joint ventures.
A. enters a national market after several other foreign firms have already done so.
If a firm is considering entering a country where incumbents exist, and if the competitive advantage of the firm is based on the transfer of organizationally embedded competencies, skills, routines, and culture, what would be the preferable mode of entry? A. greenfield venture B. joint venture C. licensing agreement D. franchising deal E. turnkey project
A. greenfield venture
While personal fitness trackers (such as Fitbit) are widely available in the U.S., they are scarcely available in international markets. Given the increasing awareness of a healthy lifestyle, such products satisfy an unmet need. A product such as Fitbit in international markets A. is likely to have greater value. B. will have to be priced relatively low. C. will see a decrease in sales volume. D. is not suited to that particular market. E. will fail to make a profit.
A. is likely to have greater value.
Which of the following is a reason why a relatively poor country may be an attractive target for inward investment? A. rapid economic growth B. political instability C. currency depreciation D. high cost of living E. less developed infrastructure
A. rapid economic growth
Franchising as a mode of entry into foreign markets is employed primarily by A. service firms. B. manufacturing companies. C. online outfits. D. high-technology companies. E. primary industries.
A. service firms.
Jupiter Systems is a high-tech firm looking to set up operations in a foreign country. The firm's core competency is in technological know-how. Which of the following modes of entry would be most favorable to the firm if it wants to keep a tight control over its technology? A. wholly owned subsidiary B. joint venture C. franchising D. licensing E. turnkey project
A. wholly owned subsidiary
Which of the following is an advantage of turnkey projects as a mode of entry into foreign markets? A. It is an ideal way to gain entry into a country where FDI is not limited by government regulations. B. It is a useful strategy to earn great returns from the know-how of a technologically complex process. C. It is an ideal way to establish a firm's long-term presence in a foreign country. D. It helps protect a firm's competitive advantage. E. The firm that enters into a turnkey project with a foreign enterprise avoids giving rise to potential competitors.
B. It is a useful strategy to earn great returns from the know-how of a technologically complex process.
Which of the following is a drawback of licensing as a mode of entry into foreign markets? A. The licensor has to bear all costs and risks associated with developing a foreign market. B. Licensing does not give a firm tight control over manufacturing, marketing, and strategy. C. Licensing does not benefit firms lacking the capital to expand operations overseas. D. Licensing deals fail when there are barriers to foreign investment in a particular country. E. A firm that enters into a licensing deal with a foreign country will have no long-term interest in that country.
B. Licensing does not give a firm tight control over manufacturing, marketing, and strategy.
Which of the following countries presents a favorable benefit-cost-risk trade-off scenario for foreign expansion? A. a country ridden by private-sector debt B. a country with a free market system C. a country experiencing a dramatic upsurge in inflation rates D. a country that is heavily populated E. a country that is less developed and politically unstable
B. a country with a free market system
Which of the following is a risk of being the first to enter developing nations like India and China on a large scale? A. lower potential for long-term rewards B. absence of prior foreign entrants C. lack of control over quality D. fear of rapid imitation of technology E. high management turnover
B. absence of prior foreign entrants
A firm should configure its value chain to maximize value at each stage when A. government regulations relax. B. cost pressures are intense. C. rapid imitation is expected. D. the number of consumers increases. E. incumbent competitors exist.
B. cost pressures are intense.
Which of the following modes of entry into foreign markets can result in a lack of control over quality? A. exporting B. franchising C. turnkey projects D. wholly owned subsidiaries E. joint ventures
B. franchising
By considering advantages and disadvantages, trade-offs can often be avoided when selecting an entry mode.
false
Which of the following modes of entry is suitable for service firms where the risk of losing control over the management skills or technological know-how is not much of a concern, and where the firms' valuable asset is their brand name? A. exporting B. franchising C. licensing D. turnkey projects E. cross-licensing
B. franchising
The CFO of At Home Products is unhappy with the firm's choice of wholly owned subsidiaries as the mode of foreign entry. He has pointed out a number of disadvantages to this mode. Which of the following is a disadvantage of wholly owned subsidiaries as a mode of entry into foreign markets? A. lack of control over quality B. high costs and risks C. problems with local marketing agents D. inability to engage in global strategic coordination E. lack of control over technology
B. high costs and risks
Small-scale entry into a foreign market makes it difficult to build market share because it A. necessitates rapid entry into a foreign market. B. is associated with a lack of commitment demonstrated by the foreign firm. C. leads to escalating strategic commitments. D. requires that extra time be spent in analyzing a foreign market. E. leads to increased exposure to a foreign market.
B. is associated with a lack of commitment demonstrated by the foreign firm.
Axiom International, an Australian company, wants to expand its operations to China, a country that is politically, culturally, and economically different. The firm needs to select a mode of entry that would give it access to local knowledge, allow sharing of development costs and risks, and also be politically acceptable. Which of the following modes of entry into foreign markets is most suitable for Axiom International? A. wholly owned subsidiary B. joint venture C. exporting D. greenfield investments E. licensing
B. joint venture
Why should a high-tech firm avoid selecting licensing as a mode of entry? A. threat of creating efficient partners B. risk of losing control over technology C. fear of rapid imitation of core technology D. lack of a transitory technological advantage E. inability to deter development costs
B. risk of losing control over technology
In which of the following modes of entry into foreign markets does a firm agree to set up an operating plant for a foreign client and hand over the plant when it is fully operational? A. franchising agreement B. turnkey project C. licensing agreement D. wholly owned subsidiary E. joint venture
B. turnkey project
Which of the following is true of international firms considering foreign expansion? A. The timing and scale of entry of foreign expansion are minor details in comparison with the choice of foreign market. B. The long-run economic benefits of doing business in a country are solely a function of the country's population size. C. If the firm's core competence is based on proprietary technology, entering a joint venture might risk losing control of that technology to the joint-venture partner. D. The costs and risks associated with foreign expansion are higher in economically advanced nations. E. Politically unstable and less developed nations offer favorable benefit-cost-risk trade-off conditions.
C. If the firm's core competence is based on proprietary technology, entering a joint venture might risk losing control of that technology to the joint-venture partner.
Why do firms pursuing global standardization or transnational strategies tend to prefer establishing wholly owned subsidiaries? A. It gives firms sound knowledge of the local markets, culture, and the political environment. B. It helps protect competitive advantages based on technology. C. It allows firms to use the profits generated in one market to improve its competitive position in another market. D. It is the most politically accepted mode of entry into foreign markets. E. It has the least costs and risks associated with developing a foreign market.
C. It allows firms to use the profits generated in one market to improve its competitive position in another market.
Which of the following is a disadvantage of franchising? A. The franchiser has to bear development costs and risks associated with foreign expansion. B. Franchising leads to undesirable results for service firms. C. It is difficult to maintain quality control across foreign franchisees that are distant from the franchiser. D. The franchiser has no long-term interests in the foreign country. E. It forces a franchiser to take out profits from one country to support competitive attacks in another.
C. It is difficult to maintain quality control across foreign franchisees that are distant from the franchiser.
How can a wholly owned subsidiary be established in a foreign market? A. through a turnkey operation with a local partner B. through franchising C. by acquiring an established firm in the host nation D. by exporting E. through a licensing agreement
C. by acquiring an established firm in the host nation
Which of the following describes a turnkey project? A. granting rights to intangible property to other firms B. establishing firms that are jointly owned by two or more otherwise independent firms C. exporting process technology to other countries D. setting up wholly owned subsidiaries in foreign nations E. selling products produced in one country to residents of other countries
C. exporting process technology to other countries
Licensing is NOT attractive to which of the following firms? A. firms lacking the capital to develop operations overseas B. firms unwilling to commit substantial financial resources to an unfamiliar market C. firms requiring tight control of operations for realizing experience curve and location economies D. firms wanting to explore markets but prohibited from doing so by investment barriers E. firms with intangible properties with business applications that it does not want to develop itself
C. firms requiring tight control of operations for realizing experience curve and location economies
Which of the following postulates that top managers typically overestimate their ability to create value from an acquisition? A. bandwagon effect B. Fisher effect C. hubris hypothesis D. international Fisher effect E. learning effect
C. hubris hypothesis
How can firms avoid incurring high transport costs when exporting bulk products? A. taking a minority equity interest B. entering into a turnkey project with a foreign firm C. manufacturing bulk products regionally D. setting up subsidiaries irrespective of market reach E. reducing the quantity of the product offering
C. manufacturing bulk products regionally
The value that an international business can create in a foreign market is determined by the A. population density in the foreign market B. political stability of the foreign market C. nature of indigenous competition D. per capita income in the foreign market E. type of political system in the foreign market
C. nature of indigenous competition
What gives a firm tight control for coordinating a globally dispersed value chain? A. signing joint-venture agreements B. installing manufacturing units in locations with optimal factor conditions C. setting up wholly owned marketing subsidiaries D. establishing a greenfield venture E. using foreign marketing agents
C. setting up wholly owned marketing subsidiaries
What triggers the conflict of interest over strategy and goals in joint ventures? A. local partner's knowledge of host country's competitive conditions B. giving control of core technology to the foreign partner C. shifts in relative bargaining power of venture partners D. trying to realize location and experience curve economies E. risk of being subject to adverse government interference
C. shifts in relative bargaining power of venture partners
Turnkey projects being short-term propositions can be disadvantageous for a firm if a country subsequently proves to be a major market for the output of the process that has been exported. The firm can get around this problem by A. selling competitive advantage to competitors. B. competing with the local firm in the global market. C. taking a minority equity interest in the operation. D. withholding vital process technology from the local firm. E. establishing a joint venture with a local firm.
C. taking a minority equity interest in the operation.
In which of the following situations can an international business command higher prices for a particular product in a foreign market? A. the product is widely available in the foreign market B. sales volumes is relatively low in the foreign market C. the product offers greater value to customers in the foreign market D. the product is more suitable to other foreign markets E. domestic competitors are selling alternatives at reduced prices
C. the product offers greater value to customers in the foreign market
Omega, Inc. is considering international expansion and wants to know if it is likely to command a high price for its fitness product. In which of the following situations can Omega, Inc. command higher prices for its fitness product in a foreign market? A. the product is widely available in the foreign market B. sales volumes is relatively low in the foreign market C. the product offers greater value to customers in the foreign market D. the product is more suitable to other foreign markets E. domestic competitors are selling alternatives at reduced prices
C. the product offers greater value to customers in the foreign market
Which of the following entry modes into a foreign market best serves a high-tech firm? A. turnkey projects B. franchising C. wholly owned subsidiaries D. joint ventures E. exporting
C. wholly owned subsidiaries
Which of the following is a disadvantage of greenfield ventures? A. They have a higher potential for throwing up unpleasant surprises. B. It is much more difficult to build an organizational culture from scratch than to change the culture of an existing unit. C. Companies find it difficult to avoid falling into the trap of the hubris hypothesis. D. It is slower to establish than acquisitions. E. A firm does not have the freedom to build the kind of subsidiary that it wants.
D. It is slower to establish than acquisitions.
Which of the following is true of the costs and risks associated with doing business in a foreign country? A. They are greater for late entrants. B. They are higher in politically democratic nations. C. They are less pronounced in the case of licensing. D. They are lower in economically advanced nations. E. They are called opportunity costs.
D. They are lower in economically advanced nations.
The risk of failure of an acquisition can be reduced by A. undervaluing the assets of an acquired firm. B. ensuring that firms are acquired in the home country. C. replacing high-level managers of an acquired firm. D. a detailed auditing of operations, financial position, and management culture. E. investing only in a firm that is managing to break even.
D. a detailed auditing of operations, financial position, and management culture.
Which of the following is a course of action suggested by Christopher Bartlett and Sumantra Ghoshal for companies based in developing nations? A. build up financial resources to match those of the largest global competitors B. enter foreign markets at a similar time and scale as multinational companies C. enter markets rapidly and exit at an equally rapid pace to avoid heavy losses D. benchmark one's operations and performance against foreign multinationals E. do not focus on market niches that multinational companies ignore
D. benchmark one's operations and performance against foreign multinationals
According to Christopher Bartlett and Sumantra Ghoshal, how can local companies differentiate themselves from foreign multinationals? A. licensing their core technologies B. entering into turnkey projects C. standardizing their product offerings D. focusing on market niches E. raising trade barriers
D. focusing on market niches
Which of the following is a reason why firms often overpay for the assets of an acquired firm? A. studies supporting the rise of failed companies post acquisitions B. evidence of high management turnover post acquisitions C. the success rate of acquisitions exceeding that of failures D. interest of more than one party in acquiring a particular firm E. inevitable clash between cultures of acquiring and acquired firms
D. interest of more than one party in acquiring a particular firm
Which of the following is the most likely outcome of a foreign firm entering a developed nation on a small scale after other international businesses in the firm's industry? A. capturing first-mover advantages B. higher pioneering costs C. rapid increase in market share D. limited future growth potential E. increase in sales volume
D. limited future growth potential
To reduce the risks of failure of an acquisition, managers must A. pay more for the acquired unit to please its existing employees. B. encourage and facilitate management turnover. C. acquire a firm without wasting time on screening. D. move rapidly after an acquisition to put an integration plan in place. E. ensure that the work cultures are significantly different from each other.
D. move rapidly after an acquisition to put an integration plan in place.
In international business, an advantage of being a late entrant in a foreign market is the ability to A. create switching costs that tie customers into products or services. B. capture demand by establishing a strong brand name. C. build sales volume and ride down the experience curve before early entrants. D. ride on an early entrant's investments in learning and customer education. E. create a cost advantage over first movers.
D. ride on an early entrant's investments in learning and customer education.
A distinction can be drawn between firms whose core competency is in which of the following? A. scale of entry and strategic commitments B. location and experience curves C. acquisitions and greenfield ventures D. technological know-how and management know-how E. cost reductions and entry mode
D. technological know-how and management know-how
The risks associated with learning to do business in a new culture are less if the firm A. engages in global strategic coordination. B. imposes strict marketing guidelines on how to do business. C. enters a greenfield venture in the host country. D. realizes substantial location economies. E. acquires an established host-country enterprise.
E. acquires an established host-country enterprise.
When Yum Brands (that owns KFC, Taco Bell and Pizza Hut) entered China, it had to spend heavily to establish itself in that market. Which of the following is a disadvantage of Yum Brand's large-scale entry into China? A. decrease in a firm's exposure to the foreign market B. difficulty attracting customers and distributors for the product C. inability to build rapid market-share irrespective of the scale of entry D. limited product acceptance due to the avoidance of potential losses E. availability of fewer resources to support expansion in other desirable markets
E. availability of fewer resources to support expansion in other desirable markets
Which of the following is a disadvantage of large-scale entry into a foreign market? A. decrease in a firm's exposure to the foreign market B. difficulty attracting customers and distributors for the product C. inability to build rapid market-share irrespective of the scale of entry D. limited product acceptance due to the avoidance of potential losses E. availability of fewer resources to support expansion in other desirable markets
E. availability of fewer resources to support expansion in other desirable markets
Which of the following is a disadvantage of small-scale entry for an international firm considering foreign expansion? A. possibility of escalating commitment leading to major financial losses B. limited availability of resources for use in other markets C. lack of flexibility associated with strategic commitments D. increase in economic exposure due to minimal time spent in evaluating a foreign market E. difficulty of building market share and capturing first-mover advantages
E. difficulty of building market share and capturing first-mover advantages
In terms of licensing, which of the following is an intangible property? A. infrastructure B. machinery C. leased equipment D. advanced computing systems E. patent
E. patent
In exporting, problems with local marketing agents can be overcome by A. selling intangible property to a franchisee and insisting on rules to conduct the business. B. changing agents frequently. C. engaging in turnkey projects and exporting process technology to foreign firms. D. entering into cross-licensing agreements with foreign firms. E. setting up wholly owned subsidiaries in foreign nations to handle local marketing.
E. setting up wholly owned subsidiaries in foreign nations to handle local marketing.
An international firm that enters into a turnkey deal has a long-term interest in the foreign country
false
A risk-averse international firm that enters a foreign market on a small scale will increase its potential losses.
false
A firm contemplating expansion should choose a foreign market based on an assessment of the nation's long-run profit potential.
true
According to David Ravenscraft and Mike Scherer's study, many acquisitions destroy rather than create value.
true
Acquiring firms often overpay for the assets of the acquired firms.
true
An advantage of establishing a greenfield venture in a foreign country is that it gives the firm a much greater ability to build the kind of subsidiary company that it wants.
true
An international firm that perceives its technological advantage to be transitory and susceptive to rapid imitation might want to license its technology to foreign firms
true
Establishing a wholly owned subsidiary gives an international firm a 100 percent share in the profits generated in a foreign market.
true
Firms pursuing global standardization or transnational strategies tend to prefer setting up wholly owned marketing subsidiaries
true
If an international firm's core competence is based on proprietary technology, entering a joint venture might risk losing control of that technology to the joint-venture partner.
true
In international business, an early entrant to a foreign market may be at a disadvantage relative to a later entrant, if regulations change in a way that diminishes the value of an early entrant's investments.
true
In terms of the entry modes into a foreign market, a joint venture does not give an international firm the tight control over subsidiaries that might be required to realize experience curve or location economies.
true
In terms of the various modes of entry into a foreign market, franchising is employed primarily by service firms, whereas licensing is pursued primarily by manufacturing firms.
true
Licensing increases the risk of losing control over a firm's proprietary technological know-how.
true
Shared ownership agreements can lead to conflicts and battles for control between investing firms.
true
The most typical joint venture is a 50/50 venture, in which there are two parties, each of which holds a 50 percent ownership stake and contributes a team of managers to share operating control.
true
When an international firm makes an acquisition in a foreign market, it acquires valuable intangible as well as tangible assets.
true
n a joint venture, a firm benefits from a local partner's knowledge of the host country's competitive conditions, culture, language, political systems, and business systems.
true