Question 1

In North America and Western Europe, labor is generally regarded as an asset rather than an expense.

Accepted Answer

A) True 
 B)False

Question 2

Localization strategies are important for all of the following reasons except:

Accepted Answer

A)  Foreign companies are guests in local markets 
B)  Leveraging international expertise to produce superior products and services 
C)  Local stakeholders must be accommodated. 
D)  Localized products and services can be competitively advantageous. 
A)  Foreign companies are guests in local markets 
B)  Leveraging international expertise to produce superior products and services 
C)  Local stakeholders must be accommodated. 
D)  Localized products and services can be competitively advantageous.

Question 3

Asian management styles have been shaped by religious, geographic and historic circumstances.

Accepted Answer

A) True 
 B)False

Question 4

In rural parts of developing markets, 'haggling' among buyers and sellers is often the primary price-setting mechanism.

Accepted Answer

A) True 
 B)False

Question 5

Distribution into rural parts of Asian markets poses few problems for modern international corporations.

Accepted Answer

A) True 
 B)False

Question 6

Firms making investments in countries only need to build government relations once they have made their initial investments.

Accepted Answer

A) True 
 B)False

Question 7

The potential for localizing strategies is greatest for companies that:

Accepted Answer

A)  Franchise their operations in foreign markets 
B)  Firms exporting into national markets 
C)  Companies making in-market investments 
D)  Operate in countries that are similar to the home market 
A)  Franchise their operations in foreign markets 
B)  Firms exporting into national markets 
C)  Companies making in-market investments 
D)  Operate in countries that are similar to the home market

Question 8

Many international firms are not too concerned with building relations with the local press.

Accepted Answer

A) True 
 B)False

Question 9

Localized marketing strategies are more likely in countries with strong, well-established national cultures.

Accepted Answer

A) True 
 B)False

Question 10

Russian management styles:

Accepted Answer

A)  Are slowly moving from a communistic, participative style to top-down autocratic styles 
B)  Are becoming more traditional in outlook as western influence increases 
C)  Are a mix between western imported styles and old-style philosophies 
D)  None of the above 
A)  Are slowly moving from a communistic, participative style to top-down autocratic styles 
B)  Are becoming more traditional in outlook as western influence increases 
C)  Are a mix between western imported styles and old-style philosophies 
D)  None of the above

Question 11

In developing nations, attracting educated employees is not a problem for international firms.

Accepted Answer

A) True 
 B)False

Question 12

In Western Europe, the introduction of the Euro is slowly causing price differences among national markets to erode.

Accepted Answer

A) True 
 B)False

Question 13

Social and cultural differences affect management-worker relations as:

Accepted Answer

A)  National histories of social class differences are reflected in the workplace through status variations between workers and management 
B)  Nations with collectivist and group orientations prefer employment maximization goals 
C)  People orientations result in workers being regarded as assets to be preserved 
D)  All of the above 
E)  None of the above 
A)  National histories of social class differences are reflected in the workplace through status variations between workers and management 
B)  Nations with collectivist and group orientations prefer employment maximization goals 
C)  People orientations result in workers being regarded as assets to be preserved 
D)  All of the above 
E)  None of the above

Question 14

Latin American management styles are modern, with democratic decision-making and respect based on merit.

Accepted Answer

A) True 
 B)False

Question 15

German and French management styles share all of the following characteristics except:

Accepted Answer

A)  Stakeholder management orientations 
B)  Employment longevity whenever possible 
C)  Formal hierarchies within companies that result from long-established social class systems 
D)  None of the above 
E)  All of the above 
A)  Stakeholder management orientations 
B)  Employment longevity whenever possible 
C)  Formal hierarchies within companies that result from long-established social class systems 
D)  None of the above 
E)  All of the above

Question 16

Consumerism has emerged to counter what are perceived to be the 'excesses of capitalistic competition'.

Accepted Answer

A) True 
 B)False

Question 17

In most markets, distribution is affected by population concentrations, national infrastructure development and availability of transportation.

Accepted Answer

A) True 
 B)False

Question 18

International companies that develop local suppliers in market are usually welcomed.

Accepted Answer

A) True 
 B)False

Question 19

The Japanese management style has which of the following characteristic(s):

Accepted Answer

A)  Emphasizes profit orientations, merit and heavy management division of labor 
B)  Has been influenced by its Hindu origins 
C)  Has been influenced by its wet rice farming history and geographic characteristics 
D)  All of the above. 
A)  Emphasizes profit orientations, merit and heavy management division of labor 
B)  Has been influenced by its Hindu origins 
C)  Has been influenced by its wet rice farming history and geographic characteristics 
D)  All of the above.

Question 20

Traditional management styles emphasize output and employment maximization with much internal communication and employee inputs into decision-making.

Accepted Answer

A) True 
 B)False

In North America and Western Europe, labor is generally regarded as an asset rather than an expense.

Localization strategies are important for all of the following reasons except:

Asian management styles have been shaped by religious, geographic and historic circumstances.

In rural parts of developing markets, 'haggling' among buyers and sellers is often the primary price-setting mechanism.

Distribution into rural parts of Asian markets poses few problems for modern international corporations.

Firms making investments in countries only need to build government relations once they have made their initial investments.

The potential for localizing strategies is greatest for companies that:

Many international firms are not too concerned with building relations with the local press.

Localized marketing strategies are more likely in countries with strong, well-established national cultures.

Russian management styles:

In developing nations, attracting educated employees is not a problem for international firms.

In Western Europe, the introduction of the Euro is slowly causing price differences among national markets to erode.

Social and cultural differences affect management-worker relations as:

Latin American management styles are modern, with democratic decision-making and respect based on merit.

German and French management styles share all of the following characteristics except:

Consumerism has emerged to counter what are perceived to be the 'excesses of capitalistic competition'.

In most markets, distribution is affected by population concentrations, national infrastructure development and availability of transportation.

International companies that develop local suppliers in market are usually welcomed.

The Japanese management style has which of the following characteristic(s):

Traditional management styles emphasize output and employment maximization with much internal communication and employee inputs into decision-making.

Globalization and Worldwide Infrastructure Development

Globalization Effects on Country Institutions, People, Industries, Business and Consumers

Globalization and Regional Markets: Geopolitical Analyses

National Market Analysis

Analyzing Global Industries and Competitors

International Strategic Planning and Market Screening

Internationalization and Globalization Processes

Market Entry and Servicing Strategies

Global and Multi-Market Strategies

Global and Multi-Market Supply Chain Management

Managing Cultural Differences

Filters

Exam 12: Localization Strategies: Managing Stakeholders and Supply Chains

In North America and Western Europe, labor is generally regarded as an asset rather than an expense.

Localization strategies are important for all of the following reasons except:

Asian management styles have been shaped by religious, geographic and historic circumstances.

In rural parts of developing markets, 'haggling' among buyers and sellers is often the primary price-setting mechanism.

Distribution into rural parts of Asian markets poses few problems for modern international corporations.

Firms making investments in countries only need to build government relations once they have made their initial investments.

The potential for localizing strategies is greatest for companies that:

Many international firms are not too concerned with building relations with the local press.

Localized marketing strategies are more likely in countries with strong, well-established national cultures.

Russian management styles:

In developing nations, attracting educated employees is not a problem for international firms.

In Western Europe, the introduction of the Euro is slowly causing price differences among national markets to erode.

Social and cultural differences affect management-worker relations as:

Latin American management styles are modern, with democratic decision-making and respect based on merit.

German and French management styles share all of the following characteristics except:

Consumerism has emerged to counter what are perceived to be the 'excesses of capitalistic competition'.

In most markets, distribution is affected by population concentrations, national infrastructure development and availability of transportation.

International companies that develop local suppliers in market are usually welcomed.

The Japanese management style has which of the following characteristic(s):

Traditional management styles emphasize output and employment maximization with much internal communication and employee inputs into decision-making.

Globalization and Worldwide Infrastructure Development

Globalization Effects on Country Institutions, People, Industries, Business and Consumers

Globalization and Regional Markets: Geopolitical Analyses

National Market Analysis

Analyzing Global Industries and Competitors

International Strategic Planning and Market Screening

Internationalization and Globalization Processes

Market Entry and Servicing Strategies

Global and Multi-Market Strategies

Global and Multi-Market Supply Chain Management

Managing Cultural Differences

Filters