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2nd Year - 1st Sem (Semi-Finals) > IBT > Flashcards

IBT Flashcards

1
Q

the taking of private
property by a
government to
make it public.

A

NATIONALIZATION

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2
Q

The selling of
government- owned
property to the
private sector.

A

PRIVATIZATION

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3
Q

Characteristic of a government that maintains itself in power and whose fiscal, monetary, and political policies are predictable and not subject to sudden, radical
changes.

A

STABILITY

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4
Q

Characteristic of a government that cannot maintain itself
in power or that makes sudden, unpredictable, or radical
policy changes.

A

INSTABILITY

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5
Q

Role of Government in stability and protection

A
  1. PROTECTION FROM
    UNFAIR COMPETITION
  2. PROTECTION FROM
    TERRORISM, CYBERCRIME, AND OTHER THREATS
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6
Q

An assessment of a country’s economic
situation and politics to determine how much risk to employees, property, and investment exists for the firm doing business there.

A

COUNTRY RISK ASSESSMENT (CRA)

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7
Q

REASONS FOR RESTRICTING TRADE

A
  1. PROVIDE FOR
    NATIONAL DEFENSE
  2. IMPOSE SANCTIONS
  3. PROTECT AN INFANT OR
    DYING INDUSTRY
  4. PROTECT DOMESTIC JOBS
  5. ENSURE FAIR COMPETITION
  6. RETALIATE
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8
Q

selling a product abroad for less than the cost of
production, less than the price in the home market, or less than the
price to third- party countries.

A

Dumping

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9
Q

financial contributions, provided directly or
indirectly by a government, that confer a benefit, including grants, preferential tax treatment, and government assumption
of normal business expenses.

A

Subsidies

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10
Q

Additional import taxes levied on imports that
have benefited from export subsidies.

A

COUNTERVAILING DUTIES

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11
Q

Taxes on imported goods for the purpose of
raising their price to reduce competition for local
producers or stimulate local production.

A

TARIFFS

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12
Q

3 TYPES OF TARIFFS

A
  1. AD VALOREM DUTY
  2. SPECIFIC DUTY
  3. COMPOUND DUTY
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13
Q

An import duty levied as a percentage of the
invoice value of imported goods.

A

AD VALOREM DUTY

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14
Q

A fixed sum levied on a physical unit of an
imported good.

A

SPECIFIC DUTY

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15
Q

A combination of specific and ad valorem duties.

A

COMPOUND DUTY

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16
Q

“IN NEARLY EVERY ECONOMIC CRISIS, THE ROOT CAUSE IS POLITICAL, NOT ECONOMIC.”

A

-Former prime minister Lee Kuan Yew of Singapore

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17
Q

A plan that guides the way firms make
choices about developing and deploying
scarce resources to achieve their
international objectives.

A

INTERNATIONAL STRATEGY

18
Q

The ability of a company to achieve and
maintain a unique and valuable competitive
position both within a nation and globally,
generating higher rates of profit than its
competitors.

A

COMPETITIVE ADVANTAGE

19
Q

“If you fail to plan, you are
planning to fail.”

A

-Benjamin Franklin

20
Q

The process by which an organization
determines where it is going in the future,
how it will get there, and how it will assess
whether and to what extent it has achieved
its goals.

A

STRATEGIC PLANNING

21
Q

A set of interlinked activities that adds value to the final
product or service.

A

VALUE CHAIN

22
Q

An assessment conducted on the chain of interlinked
activities of an organization or set of interconnected
organizations, intended to determine where and to what
extent value is added to the final product or service.

A

VALUE CHAIN ANALYSIS

23
Q

The practices that organizations and their managers use for identifying,
creating, acquiring, developing, dispersing, and exploiting competitively
valuable knowledge.

A

KNOWLEDGE MANAGEMENT

24
Q

Knowledge that an individual has but that is difficult to express clearly in
words, pictures, or formulas and is therefore difficult to transmit to others.

A

TACIT KNOWLEDGE

25
Q

Knowledge that is easy to communicate to others via words, pictures,
formulas, or other means.

A

EXPLICIT KNOWLEDGE

26
Q

A broad statement that defines the organization’s purpose and scope.

A

MISSION STATEMENT

27
Q

A description of the company’s desired future position if it can acquire
the necessary competencies and successfully implement its strategy.

A

VISION STATEMENT

28
Q

A clear, concise description of the fundamental values, beliefs, and
priorities expected of the organization’s members, reflecting how they
are to behave with each other and with the company’s

A

VALUES STATEMENT

29
Q

Action plans to enable organizations to
reach their objectives.

A

COMPETITIVE STRATEGIES

30
Q

Centralized product development functions
in the home country and transfer them to
foreign markets to capture additional value.

A

HOME REPLICATION STRATEGY

31
Q

Effective when pressure to adapt products
or services for local markets is strong.

A

MULTIDOMESTIC STRATEGY

32
Q

Works when a company faces strong pressures for reducing costs and limited
pressure to adapt products for local markets.

A

GLOBAL STRATEGY

33
Q

Works when a company confronts simultaneous pressures for cost effectiveness and local adaptation, and that
can gain competitive advantage from
responding to both.

A

TRANSNATIONAL STRATEGY

34
Q

A prediction of future sales performance.

A

SALES FORECAST

35
Q

An itemized projection of revenues and expenses for a future time period.

A

BUDGET

36
Q

Broad guidelines issued by upper management to
assist lower- level managers in handling recurring
issues or problems.

A

POLICIES

37
Q

Guides that specify ways of carrying out a
particular task or activity.

A

PROCEDURES

38
Q

KINDS OF STRATEGIC PLANS

A

Time Horizon
Level of the Organization

39
Q

Planning process that begins at the highest level in the organization and continues
downward.

A

TOP- DOWN PLANNING

40
Q

Planning process that begins at the lowest level
in the organization and continues upward.

A

BOTTOM- UP PLANNING

41
Q

Repetition of the bottom- up or top- down
planning process until all differences have been
reconciled.

A

ITERATIVE PLANNING

2nd Year - 1st Sem (Semi-Finals) (9 decks)

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