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21.The four aspects of Porter’s model of international competitive advantage

Question : 21.The four aspects of Porter’s model of international competitive advantage : 1413271

 

21.The four aspects of Porter’s model of international competitive advantage include all of the following EXCEPT

a.factors of production.

b.demand conditions.

c.political and economic institutions.

d.related and supporting industries.

22.Which pair of industries would NOT be considered as “related and supporting” under Porter’s diamond model?

a.Japanese cameras and copiers

b.Italian leather-processing and shoes

c.U.S. computers and software

d.Highway systems and the supply of debt capital

23.In France, fine dressmaking and tailoring have been a tradition predating Queen Marie Antoinette. Cloth manufacturers, design schools, craft apprenticeship programs, modeling agencies, and so forth, all exist to supply the clothing industry. This is an example of the ____ in Porter’s model.

a.strategy, structure and rivalry among firms

b.related and supporting industries

c.demand conditions

d.factors of production

24.A large domestic market can provide the country’s industries a chance at dominating the world market because

a.they have been able to develop economies of scale at home.

b.they have access to abundant and inexpensive factors of production.

c.the related and supporting industries will have been developed.

d.the nation’s culture and educational system will be adapted to producing the labor force needed for the industry.

25.In addition to the four basic dimensions of Porter’s “diamond” model, ____ may also contribute to the success or failure of firms.

a.national work ethic

b.educational requirements

c.government policy

d.national pride

26.All of the following are correct about what managers should know about firms based in a country with a national competitive advantage EXCEPT

a.Success is not guaranteed as the firm implements its chosen international business-level strategy.

b.The actual strategic choices made are most compelling reasons for success or failure.

c.Success is guaranteed as the firm implements its chosen international business-level strategy.

d.The determinants of national competitive advantage provide a foundation for a firm’s competitive advantages.

27.Under industry structural analysis (Chapter 2), ____ rivalry is viewed as detrimental to profitability. Under the model of national advantage (Chapter 8), ____ rivalry is viewed as ____ as it results in competition and surviving firms are able to compete against global rivals.

a.low; low; beneficial

b.low; low; detrimental

c.high; high; beneficial

d.high; high; detrimental

28.All of the following are international corporate-level strategies EXCEPT the ____ strategy.

a.multidomestic

b.universal

c.global

d.transnational

29.International corporate-level strategy focuses on

a.the scope of operations through both product and geographic diversification.

b.competition within each country.

c.economies of scale.

d.sophistication of monitoring and controlling systems.

30.Effectively implementing the ________ international corporate-level strategy often produces higher performance than does implementing either theĀ  _______ or _________ strategies.

a.multidomestic; global; transnational

b.global; multidomestic; transnational

c.cost leadership; differentation; focus

d.transnational; multidomestic; global

 

 

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