Can earn a return on knowledge asset
Will not create a competitor
Tight control of operations
All the above
A. Can earn a return on knowledge asset
It assists in the assessment of organisational strengths and weaknesses.
It allows a detailed analysis of the structure of an industry.
It can be used as a checklist to understand the different environmental influences in the macro environment.
Takes an historical perspective on the main political, economic, sociocultural, technological, environmental and legal factors.
Hofstedes five cultural dimensions
Monochromatic vs polychromatic tune
Communication
Geography
The extent to which an individual can move the strata to which he/she belongs.
The promptness with which an individual accepts foreign assignments.
The extent to which inter- caste marriage is encouraged by the society.
The extent to which the society as a whole shifts its habitat.
FDI made by a group of firms.
FDI made in subsidiaries.
FDI made in similar products.
FDI made in unrelated products.
Greenfield FDI.
Acquisition.
Horizontal FDI.
Vertical FDI.
Asset seeking FDI.
Backward vertical FDI.
Forward vertical FDI.
Distribution FDI.
Identifying key competitive forces; identifying competitive position; identifying key opportunities, threats, strengths and weaknesses.
Auditing macro environmental influences; identifying key competitive forces; identifying competitive position; identifying key opportunities and threats.
Auditing external and organisational factors; identifying key competitive forces; identifying competitive position; identifying key opportunities and threats.
Assessing historical trends; auditing environmental dangers; identifying strategic capabilities; identifying competitive position.
recession.
depression.
recovery.
recession or depression.
Attitudes.
Beliefs.
Education.
Life expectancy.
relationships based on equality and informality.
authority being accepted without question.
managers being paternalistic.
tall organizations structure.
Develop a long term view of strategy.
Build plausible views of different possible futures and develop a long term view of strategy.
Identify key drivers of change.
Develop a view of an environment which has a high degree of uncertainty, build plausible views of different possible futures and take a long term view of strategy.
Direct payments to farmers are permitted.
Indirect assistance and support to farmers including R & D support by govt. are not permitted.
Domestic policies which directly effect on production and trade have to be cut back.
Least developed countries do not need to make any cuts.
as a Greenfield venture.
to acquire an existing firm.
to have products marketed overseas.
to have management is overseas.
The licensor might provide access to some of its patents or trademarks
The licensor might provide access to technology
It might be used to avoid the risks of foreign involvement
All of the above
Marketing.
All spheres of marketing, operation and finance simultaneously.
Any or all spheres of marketing, operation and finance.
Finance only.
earn a greater return from their skills and core competencies
realize location economies where they can be performed most efficiently
realize greater experience curve economies, which reduces the cost of production
All the above
Commission is paid to the agent involved in the transaction
Cost of the goods exported
Freight & Insurance charges for the goods exported
All of the above
Subsidiary
Joint venture
Strategic International Alliance
License agreement
It will be detailed.
It will be shorter and less specific.
It will provide less severe damages.
It will be in detail.
Place of origin of goods.
Special characteristics of the product associated with the place of origin.
Place and special characters of the product.
Place or special characters of the product.
Market seeking FDI.
Efficiency seeking FDI.
Vertical FDI.
Created assets seeking FDI.
Imports
Exports
Imports and Exports
All of the above
Competitive theory
Porters Diamond Model
Theory of Mercantilism
Product life cycle theory
Encourage imports and exports
Encourage exports and discourage imports
Discourage imports
None of these
includes written communication.
has no place in international business.
includes body language.
should be learnt by business managers to communicate with foreigners.
Can earn a return on knowledge asset
Will not create a competitor
Tight control of operations
All the above
At least one -third directors are foreign nationals
The company does 40% of its business in foreign markets
The overseas markets are larger than the domestic market
The affiliates are responsive tio a number of important environmental forces
Deferred credits
Transit credits
Instalment credits
Transferable credits
India
China
USA
Brazil
Shared belief of top managers about how they should manage themselves and their employees
Shared code of ethics and other commonalities shared by members of a given group
Both (a) and (c)
None of the above