For international companies, sources of competitive advantage can be drawn from the..............configuration of their........ network A. Technology, Security B. Strategic, Resource C. International, Value D. None of the above

For international companies, sources of competitive advantage can be drawn
from the..............configuration of their........ network
A. Technology, Security
B. Strategic, Resource
C. International, Value
D. None of the above
by

1 Answer

Answer :

International, Value
by

Related questions

International strategic options can be derived, from a consideration of geographical dispersion or concentration of various activities and.... A. Degree of international co-ordination B. Degree of Political Stability C. Degree of Competitive Advantage D. None of the above

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Last Answer : Degree of international co-ordination

A sustainable competitive advantage requires that: Select one: a. Other companies are not able to duplicate the strategy b. The value creating strategy be in a formulation stagec. Average returns be earned by the companyd. Competitors are simultaneously implementing the strategy.

Description : A sustainable competitive advantage requires that: Select one: a. Other companies are not able to duplicate the strategy b. The value creating strategy be in a formulation stage c. Average returns be earned by the company d. Competitors are simultaneously implementing the strategy.

Last Answer : Other companies are not able to duplicate the strategy

Dynamic capabilities refer to: a) the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environmentsb) the link between subsidiary resource and multinational firm's competitive advantage in global markets. c) the firm's dynamic capability to find resources that are valuable, rare, difficult to imitate and can be exploited by the organization. d) the combination of individual technologies and production skills that underlie a company's multiple production lines and critically underpin the firm's competitive advantage.

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Reputation' in the context of an organization's resources can provide competitive advantage because: a) It is difficult to copy b) It is based on word-of-mouth c) It is a threshold resource d) It is explicit

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High Tradability and Breadth of Competitive advantage suggest which mode of international entry? A. Export B. Franchise C. Wholly owned subsidiary D. Joint Venture

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Porter’s notion of a differentiation strategy is best described as one in which firms seek a competitive advantage…. A. Through achieving a match between their internal and external environments. B. Through having a lower cost than their competitors. C. Through concentrating on a narrow market segment. D. Through establishing their uniqueness

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Last Answer : Through establishing their uniqueness

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Last Answer : Through establishing their uniqueness.

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This following is not a strategy for creating a sustainable competitive advantage; A. Operational efficiency B. Lock-In C. Leap-frogD. All of these are valid options

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Business Unit Level Strategy decides…. A. ‘How’ to compete in an industry? B. How to create and maintain competitive advantage in selected industry. C. All of these options are correct D. Industry specific diversification strategies

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Corporate Level Strategy decides… A. ‘How’ to compete in an industry? B. How to create and maintain competitive advantage in selected industry. C. Industry specific diversification strategies. D. None of these two options are correct

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Last Answer : None of these two options are correct

What does Strategy describe? A. The general direction in which an organization plans to move to attain its goals B. Framework for managerial decisions C. Leveraging strengths to gain competitive advantage D. All of these options

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Once a Company acquires a competitive advantage, they are usually able to sustain the competitive advantage indefinitely

Description : Once a Company acquires a competitive advantage, they are usually able to sustain the competitive advantage indefinitely

Last Answer : False

Anything the Firm does especially well compared to rival Firms could be considered a Competitive Advantage

Description : Anything the Firm does especially well compared to rival Firms could be considered a Competitive Advantage

Last Answer : True

Which one of the following is not one of Porter's three generic strategies that lead to competitive advantage? A. Cost leadership B. Differentiation C. Evolution D. Focus

Description : Which one of the following is not one of Porter's three generic strategies that lead to competitive advantage? A. Cost leadership B. Differentiation C. Evolution D. Focus

Last Answer : Focus

This following is not a strategy for creating a sustainable competitive advantage; A. Operational efficiency B. Lock-In C. Leap-frog D. All of these are valid options

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Last Answer : Leap-frog

Business Unit Level Strategy decides…. A. ‘How’ to compete in an industry? B. How to create and maintain competitive advantage in selected industry. C. All of these options are correct D. Industry specific diversification strategies.

Description : Business Unit Level Strategy decides…. A. ‘How’ to compete in an industry? B. How to create and maintain competitive advantage in selected industry. C. All of these options are correct D. Industry specific diversification strategies.

Last Answer : All of these options are correct

Corporate Level Strategy decides… A. ‘How’ to compete in an industry? B. How to create and maintain competitive advantage in selected industry. C. Industry specific diversification strategies. D. None of these two options are correct

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Last Answer : None of these two options are correct

What does Strategy describe? A. The general direction in which an organization plans to move to attain its goals B. Framework for managerial decisions C. Leveraging strengths to gain competitive advantage D. All of these options

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What is the most important criterion for selecting an alliance partner? a) Alliance partner must help the company towards a competitive advantage. b) Alliance partner must be a multinational firm with a global market presence. c) Alliance partner must come from the same culture. d) Alliance partner must have similar assets.

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The Diamond Model suggests that four factors determine a firm's competitive advantage: a) 1) home demand conditions; 2) home supply conditions; 3) firm strategy and structure; 4) supporting industriesb) 1) home demand and factor conditions; 2) firm strategy, structure and rivalry; 3) related industries; 4) supporting industries.c) 1) home demand conditions; 2) home factor conditions; 3) firm strategy, structure and rivalry; 4) related and supporting industries.d) 1) home demand conditions; 2) home supply; 3) firm strategy; 4) related andsupporting industries.

Description : The Diamond Model suggests that four factors determine a firm's competitive advantage: a) 1) home demand conditions; 2) home supply conditions; 3) firm strategy and structure; 4) supporting ... home demand conditions; 2) home supply; 3) firm strategy; 4) related and supporting industries.

Last Answer : home demand conditions; 2) home factor conditions; 3) firm strategy, structure and rivalry; 4) related and supporting industries

The Diamond Model assumes that: a) Multinational firms must develop global strategies based only on home demand conditions. b) Multinational firms must pay less attention to global consumers than domestic consumers. c) The national home base of a firm must be the biggest market for a multinational firm. d) The national home base of a firm plays a key role in shaping that firm's competitive advantage in global markets.

Description : The Diamond Model assumes that: a) Multinational firms must develop global strategies based only on home demand conditions. b) Multinational firms must pay less attention to global consumers than domestic ... a firm plays a key role in shaping that firm's competitive advantage in global markets.

Last Answer : The national home base of a firm plays a key role in shaping that firm's competitive advantage in global markets.

Which of the following statements is not true when describing a successful strategy? Select one: a. It fulfills its CSR obligations. b. It provides the means for renewing competitive advantage c. It addresses changes in the external environment d. It guarantees long term survival

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Last Answer : It fulfills its CSR obligations

It is generally agreed that the central role of strategy is to Select one: a. Achieve competitive advantage. b. Make best use of resources. c. Make the best products and service d. Make profits for the company

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Which of the following statements is not true when describing a successful strategy? a) It provides some property that is unique or distinctive b) It provides the means for renewing competitive advantage c) It addresses changes in the external environment d) It guarantees long term survival

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Last Answer : It guarantees long term survival

Core Competencies are the skills and abilities by which Resources are deployed through a Firm’s activities and processes to enable the Company to ----------- : A. Survive B. Survive using approaches & techniques that others cannot imitate or acquire C. Achieve Competitive Advantage in ways others cannot imitate D. Achieve superior position

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Last Answer : Achieve Competitive Advantage in ways others cannot imitate

Competitive advantage can best be described as : A. Increased Efficiency B. What sets an Organization apart C. A strength of the organization D. Intangible Resources

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Last Answer : Increased Efficiency

An optimal business partner in a successful international strategic alliance should have two key qualitiesa) Corporate culture fit and national culture fitb) Partner-related criteria and task-related criteriac) Cultural fit and trustd) Strategic fit and cultural fit:

Description : An optimal business partner in a successful international strategic alliance should have two key qualities: a) Corporate culture fit and national culture fit b) Partner-related criteria and task-related criteria c) Cultural fit and trust d) Strategic fit and cultural fit

Last Answer : Strategic fit and cultural fit

What one of the following is not the advantage of MNCs to the host country? A. Increase in social activities B. Increase in economic activities C. Utilization of natural resource D. R&D efforts enhanced.

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Last Answer : Increase in social activities

A __________ is created when a company matches its distinctive competency to the opportunities it has discovered in the market. A)market opportunity B)market requirement C)competitive advantage D)strategic window E)competitive opportunity

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Last Answer : C)competitive advantage

A __________ is something that an organisation does extremely well--sometimes so well that it gives a company an advantage over its competition. A)competitive advantage B)sustainable competitive advantage C)distinctive competency D)strategic vision E)marketing opportunity

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Which of the following sentences best summarizes the differences between the red and blue oceans strategies? A. Red oceans are about avoiding head-to-head competition while blue oceans are about rivals fighting over a shrinking profit pool. B. Blue oceans represent all the industries in existence today while red oceans are those where companies beat competition C. In the red oceans, industry boundaries are defined and accepted and the competitive rules of the game are known. Blue oceans are occasionally created well beyond existing industry boundaries. D. All the above options are valid

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Last Answer : In the red oceans, industry boundaries are defined and accepted and the competitive rules of the game are known. Blue oceans are occasionally created well beyond existing industry boundaries.

Which of the following sentences best summarizes the differences between the red and blue oceans strategies? A. Red oceans are about avoiding head-to-head competition while blue oceans are about rivals fighting over a shrinking profit pool. B. Blue oceans represent all the industries in existence today while red oceans are those where companies beat competition C. In the red oceans, industry boundaries are defined and accepted and the competitive rules of the game are known. Blue oceans are occasionally created well beyond existing industry boundaries. D. All the above options are valid

Description : Which of the following sentences best summarizes the differences between the red and blue oceans strategies? A. Red oceans are about avoiding head-to-head competition while blue oceans are ... occasionally created well beyond existing industry boundaries. D. All the above options are valid

Last Answer : In the red oceans, industry boundaries are defined and accepted and the competitive rules of the game are known. Blue oceans are occasionally created well beyond existing industry boundaries