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Question
The ultimate objective of the strategic management process is to enable a firm to choose and implement a strategy that leads to a competitive advantage.Answer
This answer is hidden. It contains 4 characters.
Related questions
Q:
There are relatively few examples of pure ________ in today's economy.
A) decentralized federations
B) transnational structures
C) centralized hubs
D) coordinated federations
Q:
In a ________ structure, operational decisions are delegated to division general managers/country presidents, but broader strategic decisions are made at corporate headquarters.
A) transnational
B) centralized hub
C) coordinated federation
D) decentralized federation
Q:
General Electric (GE) uses a ________ structure to manage its global operations.
A) transnational
B) centralized hub
C) decentralized federation
D) coordinated federation
Q:
Firms that seek to maximize international integration in their operations will typically opt for ________ structures.
A) transnational
B) decentralized federation
C) coordinated federation
D) centralized hub
Q:
Which one of the following is an example of the hierarchical governance option for firms pursuing international strategies?
A) mergers
B) exporting
C) licensing
D) joint ventures
Q:
Embargoes are an example of
A) quotas.
B) tariffs.
C) nontariff barriers.
D) subsidies.
Q:
Different ________ standards can require a firm pursuing international opportunities to change its current products or services to sell them into a nondomestic market.
A) financial
B) operational
C) fiscal
D) physical
Q:
Government upheaval and the attendant risks to international firms are facts of life in some countries.
Q:
Financial risks can be daunting when a firm first begins international operations.
Q:
Unlearning requires a firm to modify or abandon traditional ways of engaging in business.
Q:
Gaining access to new customers is, perhaps, the most traditional reason why firms begin international operations.
Q:
Embargoes are an example of nontariff barriers.
Q:
Differences in tastes can be a major challenge for firms looking to sell their products or services outside the domestic market.
Q:
In 2012, about a third of Wal-Mart's sales revenues came from outside the United States.
Q:
The most obvious economy of scope that may motivate firms to pursue an international strategy is the potential new customers for a firm's current products or services that such a strategy might generate.
Q:
Products and services that a firm sells in its domestic market will always also sell in foreign markets.
Q:
The increased use of international strategies by both large and small firms suggests that the economic opportunities associated with operating in multiple geographic markets can be substantial.
Q:
International strategies are actually a special case of business strategies.
Q:
Describe the differences between market and hierarchical governance options for firms pursuing international strategies.
Q:
What is meant by political risk? What types of political risks do firms face?
Q:
What is the local responsiveness/international integration trade-off that firms face when they go into international markets?
Q:
Identify and discuss the three rules that target firm managers should follow to maximize the probability of earning economic profits from their merger and acquisition strategies.
Q:
Identify and differentiate between the five different FTC categories of mergers and acquisitions.
Q:
P&G is a leading consumer goods company in the United States that has grown its business through a combination of international growth, alliances, acquisitions and mergers. In 2003, P&G acquired the beauty care company Wella to acquire products that would complement its current product. In 2004, P&G acquired AG-Hutchison Ltd to establish a stronger presence in the Chinese consumer goods products market. In 2005, P&G acquired Gillette, another consumer goods company, in a deal worth approximately $57 billion dollars.
If one of the reasons P&G acquired Gillette was to gain greater market power in key industries, this would be an example of ________ economies.
A) technical
B) pecuniary
C) diversification
D) vertical
Q:
P&G is a leading consumer goods company in the United States that has grown its business through a combination of international growth, alliances, acquisitions and mergers. In 2003, P&G acquired the beauty care company Wella to acquire products that would complement its current product. In 2004, P&G acquired AG-Hutchison Ltd to establish a stronger presence in the Chinese consumer goods products market. In 2005, P&G acquired Gillette, another consumer goods company, in a deal worth approximately $57 billion dollars.
P&G's acquisition of Wella in 2003 is an example of a
A) market extension merger.
B) conglomerate merger.
C) vertical merger.
D) product extension merger.
Q:
In a(n) ________, a firm, typically working with an investment banker, sells its equity to the public at large.
A) FTC
B) merger
C) IPO
D) acquisition
Q:
In a related acquisition, if there is one target firm and ten bidding firms, and the value of each of the bidding firms as a stand-alone entity is $50,000 and the value of the target firm as a stand-alone entity is $30,000, the market value of the combined entity will be
A) $0.00.
B) less than $80,000.
C) $80,000.
D) more than $80,000.
Q:
Which of the following is a financial motivation for why bidding firms might want to engage in merger and acquisition strategies?
A) to increase leverage opportunities
B) to capture economies of scale
C) to adopt more efficient production or organizational technology
D) to engage in vertical integration
Q:
________ economies are achieved by improving a firm's performance relative to its risk attributes or lowering its risk attributes relative to its performance.
A) Technical
B) Diversification
C) Pecuniary
D) Market
Q:
When a firm has not sold shares on the public stock market, it is known as
A) closely held.
B) privately held.
C) publicly traded.
D) a small cap stock.