IBT 8-9
問題一覧
1
favorable combination of circumstances, locations, and timing that offers prospects for exporting, investing, sourcing, or partnering in foreign market
Global market opportunity
2
Before undertaking an international venture the firm should conduct a ______of its readiness to internationalize.
formal assessment
3
a self-audit is similar to ____
SWOT analysis
4
help managers audit the firm’s readiness to internationalize
Diagnostic tools
5
the best known Diagnostic tools
CORE (Company Readiness to Export)
6
CORE (Company Readiness to Export) which was developed by ______ in the 1990
Tamer Cavusgil
7
generates assessments of both organizational and product readiness to identify the useful assets managers have and the additional ones they need to make internationalization succeed.
Core company readiness of export
8
One of the simplest ways to find out whether a product or service will sell abroad is to _______in the target market about likely local demand for it.
ask intermediaries
9
undertake systematic research to assess sales potential of their offerings in specific foreign markets.
Large MNEs
10
identify the best countries is an essential task. It is especially important in the early stages of internationalization. For most firms, it is also the most time-consuming part of opportunity assessment.
Screening
11
Exporters first examine such criteria as population, income, demographic characteristics, government stability and nature of the general business environment in individual countries.
Screening countries for exporting
12
It is expensive and impractical to target all the nearly 200 countries worldwide. Management must choose markets that offer the best prospects
Screening Methodology for Potential Country Markets
13
FDI investments in plant, equipment, and other productive assets are costly and usually undertaken for the long term. Choosing the right targets is critical, and different variables apply than for exporting.
Country Screening for Foreign Direct Investment
14
China, India, and numerous other emerging markets offer huge potential. The size and growth rate of the middle class are often critical indicators of promising targets.
Assessing in export potential of emerging markets
15
Global sourcing and offshoring describe the practice of procuring finished products, intermediate goods, and services from suppliers located abroad. When seeking foreign sources of supply, managers examine such factors as cost and quality of inputs, stability of exchange rates, reliability of suppliers, and the presence of a workforce with superior technical skills.
County screening for sourcing
16
an estimate of the likely sales for all firms in a specific industry during a particular period. Estimating industry market potential enables the researcher to refine the analysis and identify the most attractive countries for the firm’s product or service
Industry market potential
17
provides a rough estimate of the size of current industry sales in the country.
Simple Trend analysis
18
The manager examines unique industry drivers of market demand by collecting data from various sources.
Monitoring key industry-specific indicators.
19
Here, the manager investigates the degree of major competitor activity in the countries of interest.
Monitoring key competitors
20
Suppliers can be a major source of information about competitors.
Tapping into supplier networks
21
Trade fairs also help identify potential distributors and other business partners.
Attending international trade fairs
22
are critical to international business success. Key partners include distribution channel intermediaries, facilitators, suppliers, and collaborative venture partners such as joint venture partners, licensees, and franchisees.
Business partners
23
Arrangement in which the owner of intellectual property grants a firm the right to use that property for a specified period of time in exchange for royalties or other compensation.
Licensing
24
Arrangement in which the firm allows another the right to use an entire business system in exchange for fees, royalties, or other forms of compensation.
Franchising
25
Cross-border business alliance whereby partnering firms, pool their resources and share costs and risks to undertake a new business venture.
It is also referred to as an international partnership or an international strategic alliance
International collaborative venture
26
is an estimate of the share of annual industry sales the firm expects to generate in a particular target market. Estimating it can be especially challenging because of the need to obtain detailed information from the market and make fundamental assumptions to project the firm’s revenues and expenses three to five years into the future.
Company sales potential
27
. The firm can survey a sample of customers and distributors to determine the level of potential sales.
Survey of end users and intermediaries.
28
In this approach, managers estimate market potential through the eyes of intermediaries (distributors) responsible for handling the product in the market.
Trade audits
29
The firm should benchmark itself against principal competitor(s) in the market and estimate how much sales it can attract away from them.
Competitor assessment
30
Collaborators such as distributors, franchisees, or licensees already experienced in the market are often best positioned to develop estimates of market share and sales potential.
Estimates from local partners
31
Some companies may choose to engage in a limited entry in the foreign market to gauge sales potential or better understand the market.
Limited marketing efforts to test the waters.
32
is a planned set of actions that managers employ to make best use of the firm’s resources and core competencies to gain competitive advantage.
Strategy
33
The most widely accepted approach for building sustainable, competitive advantage in international business is that of
Bartlett and Ghoshal
34
is a quality of senior management that provides inspirational guidance and motivation to personnel, leading the firm to a better future. Visionary leaders exhibit superior creativity, discipline, and passion in the course of leading others to realization of their vision.
Visionary leadership
35
is the pattern of shared values, behavioral norms, systems, policies, and procedures that employees learn and adopt. It spells out the correct way for employees to perceive, think, and behave in relation to new problems and opportunities that confront the firm
Organizational culture
36
are the managerial routines, behaviors, and mechanisms that allow the firm to function as intended. Typical processes include mechanisms for collecting strategic information, ensuring quality control in manufacturing, and maintaining efficient payment systems for international sales.
Organizational process
37
are charged with problem solving and best-practice development within the firm. A global team is an internationally distributed group of employees charged with a specific problem-solving or best-practice mandate that affects company operations, or a major aspect of company operations, worldwide.
Global Teams
38
global IT infrastructure and tools such as intranets, the Internet, and electronic data interchange—ensure that distant parts of the global network share knowledge and learn from each other.
Global information systems
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61問 • 1年前問題一覧
1
favorable combination of circumstances, locations, and timing that offers prospects for exporting, investing, sourcing, or partnering in foreign market
Global market opportunity
2
Before undertaking an international venture the firm should conduct a ______of its readiness to internationalize.
formal assessment
3
a self-audit is similar to ____
SWOT analysis
4
help managers audit the firm’s readiness to internationalize
Diagnostic tools
5
the best known Diagnostic tools
CORE (Company Readiness to Export)
6
CORE (Company Readiness to Export) which was developed by ______ in the 1990
Tamer Cavusgil
7
generates assessments of both organizational and product readiness to identify the useful assets managers have and the additional ones they need to make internationalization succeed.
Core company readiness of export
8
One of the simplest ways to find out whether a product or service will sell abroad is to _______in the target market about likely local demand for it.
ask intermediaries
9
undertake systematic research to assess sales potential of their offerings in specific foreign markets.
Large MNEs
10
identify the best countries is an essential task. It is especially important in the early stages of internationalization. For most firms, it is also the most time-consuming part of opportunity assessment.
Screening
11
Exporters first examine such criteria as population, income, demographic characteristics, government stability and nature of the general business environment in individual countries.
Screening countries for exporting
12
It is expensive and impractical to target all the nearly 200 countries worldwide. Management must choose markets that offer the best prospects
Screening Methodology for Potential Country Markets
13
FDI investments in plant, equipment, and other productive assets are costly and usually undertaken for the long term. Choosing the right targets is critical, and different variables apply than for exporting.
Country Screening for Foreign Direct Investment
14
China, India, and numerous other emerging markets offer huge potential. The size and growth rate of the middle class are often critical indicators of promising targets.
Assessing in export potential of emerging markets
15
Global sourcing and offshoring describe the practice of procuring finished products, intermediate goods, and services from suppliers located abroad. When seeking foreign sources of supply, managers examine such factors as cost and quality of inputs, stability of exchange rates, reliability of suppliers, and the presence of a workforce with superior technical skills.
County screening for sourcing
16
an estimate of the likely sales for all firms in a specific industry during a particular period. Estimating industry market potential enables the researcher to refine the analysis and identify the most attractive countries for the firm’s product or service
Industry market potential
17
provides a rough estimate of the size of current industry sales in the country.
Simple Trend analysis
18
The manager examines unique industry drivers of market demand by collecting data from various sources.
Monitoring key industry-specific indicators.
19
Here, the manager investigates the degree of major competitor activity in the countries of interest.
Monitoring key competitors
20
Suppliers can be a major source of information about competitors.
Tapping into supplier networks
21
Trade fairs also help identify potential distributors and other business partners.
Attending international trade fairs
22
are critical to international business success. Key partners include distribution channel intermediaries, facilitators, suppliers, and collaborative venture partners such as joint venture partners, licensees, and franchisees.
Business partners
23
Arrangement in which the owner of intellectual property grants a firm the right to use that property for a specified period of time in exchange for royalties or other compensation.
Licensing
24
Arrangement in which the firm allows another the right to use an entire business system in exchange for fees, royalties, or other forms of compensation.
Franchising
25
Cross-border business alliance whereby partnering firms, pool their resources and share costs and risks to undertake a new business venture.
It is also referred to as an international partnership or an international strategic alliance
International collaborative venture
26
is an estimate of the share of annual industry sales the firm expects to generate in a particular target market. Estimating it can be especially challenging because of the need to obtain detailed information from the market and make fundamental assumptions to project the firm’s revenues and expenses three to five years into the future.
Company sales potential
27
. The firm can survey a sample of customers and distributors to determine the level of potential sales.
Survey of end users and intermediaries.
28
In this approach, managers estimate market potential through the eyes of intermediaries (distributors) responsible for handling the product in the market.
Trade audits
29
The firm should benchmark itself against principal competitor(s) in the market and estimate how much sales it can attract away from them.
Competitor assessment
30
Collaborators such as distributors, franchisees, or licensees already experienced in the market are often best positioned to develop estimates of market share and sales potential.
Estimates from local partners
31
Some companies may choose to engage in a limited entry in the foreign market to gauge sales potential or better understand the market.
Limited marketing efforts to test the waters.
32
is a planned set of actions that managers employ to make best use of the firm’s resources and core competencies to gain competitive advantage.
Strategy
33
The most widely accepted approach for building sustainable, competitive advantage in international business is that of
Bartlett and Ghoshal
34
is a quality of senior management that provides inspirational guidance and motivation to personnel, leading the firm to a better future. Visionary leaders exhibit superior creativity, discipline, and passion in the course of leading others to realization of their vision.
Visionary leadership
35
is the pattern of shared values, behavioral norms, systems, policies, and procedures that employees learn and adopt. It spells out the correct way for employees to perceive, think, and behave in relation to new problems and opportunities that confront the firm
Organizational culture
36
are the managerial routines, behaviors, and mechanisms that allow the firm to function as intended. Typical processes include mechanisms for collecting strategic information, ensuring quality control in manufacturing, and maintaining efficient payment systems for international sales.
Organizational process
37
are charged with problem solving and best-practice development within the firm. A global team is an internationally distributed group of employees charged with a specific problem-solving or best-practice mandate that affects company operations, or a major aspect of company operations, worldwide.
Global Teams
38
global IT infrastructure and tools such as intranets, the Internet, and electronic data interchange—ensure that distant parts of the global network share knowledge and learn from each other.
Global information systems