Question 1

In-country supply chains are useful in customizing output to local needs and currying favor with national governments.

Accepted Answer

A) True 
 B)False

Question 2

Geographic and regional differences in tastes are rarely a problem in most foreign markets.

Accepted Answer

A) True 
 B)False

Question 3

North American management styles are based on merit, internal competition among employees for resources, and individual accountability.

Accepted Answer

A) True 
 B)False

Question 4

In some developing nations such as those in Africa, workers from rural lifestyles can have major problems adjusting to regimented factory and work environments.

Accepted Answer

A) True 
 B)False

Question 5

Managers have two main options in adapting products to national tastes: one is minimizing changes to preserve brand identities; the other is adapting any or all product components to maximize its local appeal.

Accepted Answer

A) True 
 B)False

Question 6

Weak or poorly enforced labor laws in foreign markets are not a concern for international firms subcontracting production in those countries.

Accepted Answer

A) True 
 B)False

Question 7

Consumerism is only a corporate problem in developed markets like North America and Western Europe.

Accepted Answer

A) True 
 B)False

Question 8

Stakeholders are organized groups that directly or indirectly influence a firm's local operations.

Accepted Answer

A) True 
 B)False

Question 9

Manufacturing costs tend to be lower in Western Europe than in most nations because of their lack of taxes for social security, retirement and health systems.

Accepted Answer

A) True 
 B)False

Question 10

Latin American distribution is characterized by which of the following:

Accepted Answer

A)  A compact geography that has made national and regional infrastructure-building easy 
B)  Inflows of foreign logistics and retailing companies 
C)  Totally privatized railroads, ports and road systems 
D)  All of the above 
E)  None of the above 
A)  A compact geography that has made national and regional infrastructure-building easy 
B)  Inflows of foreign logistics and retailing companies 
C)  Totally privatized railroads, ports and road systems 
D)  All of the above 
E)  None of the above

Question 11

Distribution in Asia has all of the following characteristics except:

Accepted Answer

A)  High distribution costs 
B)  High proportions of middle income consumers in most markets 
C)  Major differences in urban-rural distribution systems 
D)  Many carriers are needed to service the region 
A)  High distribution costs 
B)  High proportions of middle income consumers in most markets 
C)  Major differences in urban-rural distribution systems 
D)  Many carriers are needed to service the region

Question 12

Religious differences rarely affect international marketing strategies.

Accepted Answer

A) True 
 B)False

Question 13

International companies see few or no benefits in localizing their supply chains.

Accepted Answer

A) True 
 B)False

Question 14

Management styles in India have been shaped by Confucian, Buddhist and Shinto influences.

Accepted Answer

A) True 
 B)False

Question 15

International managers can build business community relations through local trade associations and chambers of commerce.

Accepted Answer

A) True 
 B)False

Question 16

Developing nation governments have many problems initiating labor protection laws but few problems enforcing them.

Accepted Answer

A) True 
 B)False

Question 17

Many governments worldwide regulate advertising to protect consumers from what are perceived to be unscrupulous commercial interests.

Accepted Answer

A) True 
 B)False

Question 18

UK, Dutch and Scandinavian management styles have all of the following characteristics except:

Accepted Answer

A)  Are shareholder-oriented but not as much as North Americans 
B)  Are hierarchical though participative styles are spreading 
C)  Are 'people-oriented' 
D)  All the above are UK, Dutch and Scandinavian management characteristics 
E)  None of the above are UK, Dutch, and Scandinavian management style characteristics 
A)  Are shareholder-oriented but not as much as North Americans 
B)  Are hierarchical though participative styles are spreading 
C)  Are 'people-oriented' 
D)  All the above are UK, Dutch and Scandinavian management characteristics 
E)  None of the above are UK, Dutch, and Scandinavian management style characteristics

Question 19

All companies must deal with local market circumstances to varying extents

Accepted Answer

A) True 
 B)False

Question 20

Developed countries are realizing that upgrading their educational infrastructures is a key weapon in retaining high value-added industries.

Accepted Answer

A) True 
 B)False

In-country supply chains are useful in customizing output to local needs and currying favor with national governments.

Geographic and regional differences in tastes are rarely a problem in most foreign markets.

North American management styles are based on merit, internal competition among employees for resources, and individual accountability.

In some developing nations such as those in Africa, workers from rural lifestyles can have major problems adjusting to regimented factory and work environments.

Managers have two main options in adapting products to national tastes: one is minimizing changes to preserve brand identities; the other is adapting any or all product components to maximize its local appeal.

Weak or poorly enforced labor laws in foreign markets are not a concern for international firms subcontracting production in those countries.

Consumerism is only a corporate problem in developed markets like North America and Western Europe.

Stakeholders are organized groups that directly or indirectly influence a firm's local operations.

Manufacturing costs tend to be lower in Western Europe than in most nations because of their lack of taxes for social security, retirement and health systems.

Latin American distribution is characterized by which of the following:

Distribution in Asia has all of the following characteristics except:

Religious differences rarely affect international marketing strategies.

International companies see few or no benefits in localizing their supply chains.

Management styles in India have been shaped by Confucian, Buddhist and Shinto influences.

International managers can build business community relations through local trade associations and chambers of commerce.

Developing nation governments have many problems initiating labor protection laws but few problems enforcing them.

Many governments worldwide regulate advertising to protect consumers from what are perceived to be unscrupulous commercial interests.

UK, Dutch and Scandinavian management styles have all of the following characteristics except:

All companies must deal with local market circumstances to varying extents

Developed countries are realizing that upgrading their educational infrastructures is a key weapon in retaining high value-added industries.

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-country supply chains are useful in customizing output to local needs and currying favor with national governments.

Geographic and regional differences in tastes are rarely a problem in most foreign markets.

North American management styles are based on merit, internal competition among employees for resources, and individual accountability.

In some developing nations such as those in Africa, workers from rural lifestyles can have major problems adjusting to regimented factory and work environments.

Managers have two main options in adapting products to national tastes: one is minimizing changes to preserve brand identities; the other is adapting any or all product components to maximize its local appeal.

Weak or poorly enforced labor laws in foreign markets are not a concern for international firms subcontracting production in those countries.

Consumerism is only a corporate problem in developed markets like North America and Western Europe.

Stakeholders are organized groups that directly or indirectly influence a firm's local operations.

Manufacturing costs tend to be lower in Western Europe than in most nations because of their lack of taxes for social security, retirement and health systems.

Latin American distribution is characterized by which of the following:

Distribution in Asia has all of the following characteristics except:

Religious differences rarely affect international marketing strategies.

International companies see few or no benefits in localizing their supply chains.

Management styles in India have been shaped by Confucian, Buddhist and Shinto influences.

International managers can build business community relations through local trade associations and chambers of commerce.

Developing nation governments have many problems initiating labor protection laws but few problems enforcing them.

Many governments worldwide regulate advertising to protect consumers from what are perceived to be unscrupulous commercial interests.

UK, Dutch and Scandinavian management styles have all of the following characteristics except:

All companies must deal with local market circumstances to varying extents

Developed countries are realizing that upgrading their educational infrastructures is a key weapon in retaining high value-added industries.

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