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A firm is most likely to pursue a global standardization strategy when


A) it wants to implement a high-cost strategy on a global scale.
B) it wants to reduce consumer surplus.
C) there are no universal needs to be served.
D) there are strong demands for local responsiveness.
E) there are strong pressures for cost reduction.

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Kitchen-Rite believes that by producing its small appliances in Canada, they can take advantage of lower wage rates in that country. By pursuing such a strategy, Kitchen-Rite hopes to realize


A) a position inside the efficiency frontier.
B) the experience curve.
C) economies of scale.
D) location economies.
E) demographic advantages.

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The ________ shows all of the different positions that a firm can adopt with regard to value creation and low cost assuming that its internal operations are configured adequately to support a particular position.


A) purchasing power parity
B) experience curve
C) efficiency frontier
D) optimal output model
E) supply-and-demand curve

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The rate of return that a firm makes on its invested capital is referred to as


A) stakeholder return.
B) profitability.
C) profit growth.
D) process value.
E) strategic fit.

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Learning effects will be most significant in which of these tasks?


A) pizza delivery for a fast-food major
B) data entry for a loan recovery center
C) assembly process involving 1,000 complex steps
D) switchboard operator at an automobile dealer
E) delivering letters to different recipients

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A firm's core competencies refers to those activities that are easily matched by competitors.

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Consumer surplus results when companies charge a lower price for products than the value placed on them by customers. This occurs because


A) the value creation results in a corresponding reduction in costs of production.
B) it is highly unlikely that the same good or service will be available to the customers from other firms.
C) the firm is competing with other firms for the customer's business.
D) the firm charges a price that reveals a consumer's assessment of the product's value.
E) the firm creates value for the customer by producing a wide range of products.

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Acquiring an existing company in a foreign nation is an example of a strategic alliance.

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According to the basic strategy paradigm, a firm maximizes its profitability when it


A) creates products similar to the products of its competitors.
B) minimizes the value provided by its products.
C) picks a position on the efficiency frontier in which there is little support for their choice.
D) strips all the value out of its product offering.
E) configures internal operations to support the position selected by it on the efficiency frontier.

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GreenFresh Food Products believes that as far as its products are concerned, tastes vary worldwide and so it has to customize its products, marketing strategy, and business strategy to allow for differing national conditions. What is affecting the company's ability to increase its profitability and profit growth by expanding globally?


A) the imperative of localization
B) economies of scale
C) customer surplus.
D) the leveraging of skills developed in foreign operations
E) the dispersion of individual value creation activities

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The value creation activities of a firm are categorized as


A) primary activities and support activities.
B) strategic activities and functional activities.
C) ancillary functions and tertiary functions.
D) primary activities and core activities.
E) goal-oriented activities and organizational activities.

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In today's global marketplace, ________ companies successfully use a transnational strategy.


A) the majority of
B) only service
C) only agricultural
D) more and more
E) very few

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Discuss how core competencies help a firm develop a competitive advantage.

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The success of many multinational compan...

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Cost reduction pressures tend to be particularly intense in industries that


A) create products that serve universal needs.
B) create customized products.
C) are not involved in international business.
D) produce products that have inelastic demand.
E) serve different customers with different needs.

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In terms of attaining a competitive advantage, support activities can be as important as the primary activities of the firm.

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