Management Exam 2 Flashcards

1
Q

The fundamental purpose of _____ to provide an inflation hedge by maintaining the real purchasing power of the periodic payments during retirement.

A

The fundamental purpose of a variable annuity

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2
Q

____ are often a function of a culture, background and experiences.

A

Decisions

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3
Q

There are over _____ distinct languages currently spoken with another ______ dialects.

A

2,500 and 7,000-8,000

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4
Q

Only ____ of the languages have more than 1 million speakers. ___ languages account for most of us on the planet.

A

100 and 10

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5
Q

What is the most spoken native language - measured by # of people?

A

Mandarin Chinese 850 mil

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6
Q

What is the most spoken (native & secondary) language - measured by # of people?

A

English

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7
Q

What are the reasons why Americans do not rank high in foreign language proficiency??

A

1, Geographic Isolation

  1. Ethnocentrism
  2. American School System
  3. World’s use of English in Business Interactions
  4. American Firms dominate the internet
  5. Size of the American Economy
  6. English is Fairly Simple
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8
Q

In what countries is English the most popular second Language?

A

Europe
Africa
Japan
China

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9
Q

Language services for the WTO eat up ___% of the budget

A

22%

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10
Q

Communication blunders committed by companies trying to do business internationally are usually in the form of ___&___

A
  1. errors in translation

2. errors due to lack of understanding of local norms and culture

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11
Q

When the Japanese are faced with embarrassing situations they…

A

tend to mention predicaments involving in-group relations (interactions with family, spouse, friends, and coworkers)

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12
Q

When Americans are faced with embarrassing situations they…

A

more likely to mention relations with out-group members (acquaintances, friends of friends, strangers, etc)

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13
Q

Japanese prefer to apologize how?

A

directly and extensively without offering explanations and reasons for their actions. Reflects the collective culture

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14
Q

Americans prefer to apologize how?

A

directly, but not extreme, they offer many more justifications and attributions to explain the behavior. Reflects the individualistic culture

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15
Q

Definition: The information that surrounds a communication and helps convey the message.

A

Context

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16
Q

Type of Context: messages are often highly coded and implicit. The receiver’s job is to interpret what the message means by correctly filtering through what is being said and the way in which the message is being conveyed. - examples: Japan and many Arab countries

A

High Context Society

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17
Q

Type of Context: messages are often explicit and the speaker says precisely what he/she means - examples: US & Canada

A

Low Context Society

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18
Q

Type of Context: people often only meet to accomplish objectives. Since they do not know each other very well, they tend to be direct and focused in their communication.

A

Low Context Culture

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19
Q

Type of Context: it is common for the person to ask “Who will be at this meeting?” The individual wants to be prepared to interact correctly.

A

High Context Culture

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20
Q

Type of Context: it is likely for the person to ask “What is the meeting going to be about?”

A

Low Context Culture

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21
Q

What is the biggest thing that separates communication?

A

Context

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22
Q

What are the 4 dimensions of Verbal communication Styles?

A
  1. Indirect v. Direct
  2. Elaborate v. Exacting v. Succinct
  3. Contextual v. Personal Styles
  4. Affective v. Instrumental
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23
Q

In high-context societies ___ style is very common. There is a great deal of talking, description includes much detail and people often repeat themselves.

A

elaborate style

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24
Q

The ___ style is more common in nations such as Germany, England, Sweden, and the U.S. This style focuses on precision and the use of the right amount of words to convey the message.

A

Exacting Style

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25
Q

The __ style is most common in Asia. Few words and allow understatements, pauses and silence to convey meaning. More common in high-context cultures with considerable uncertainty avoidance.

A

Succinct Style

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26
Q

___ style focuses on the speaker and the relationship of the parties. Speakers will choose words that indicate their status relative to those of the others. Reflects roles, titles, and hierarchy (ASIAN NATIONS)

A

Contextual

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27
Q

__ style focuses on the speaker and the reduction of barriers between the parties. Use first names to address informally. (US, EUROPE, AUSTRALIA)

A

Personal Style

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28
Q

__ style requires the listener to carefully note what is being said and to observe how the sender is presenting the message. Quite often the meaning that is being conveyed is non-verbal and requires the receiver to use his/her intuitive skills in deciphering what is being said. More common in collective, high-context cultures (Middle East, Latin America, Asia)

A

Affective Style

29
Q

___ style is goal oriented and focuses on the sender. The individual clearly lets the other party know what he/she wants them to know. Common in individualistic, low context cultures (Western European Nations)

A

Instrumental Style

30
Q

An emphasis on global markets is facilitated by the developments in ___

A

Technology - the internet, rapid rise of e-commerce, telecommunications, governmental regulations

31
Q

Explain why cultural diversity is challenging?

A

Cultural, Lifestyle, Demographic (lifespans), and Economic Differences (purchasing power)

32
Q

___ refers to the selling of products in markets outside a firm’s domestic market.

A

International Strategy

33
Q

One of the primary reasons to implement international strategy (v. domestic) is ___

A

potential yield for new opportunities

34
Q

Firms may achieve 4 basic benefits from international diversification.

A
  1. Greater sales/market saturation
  2. Achieve a return on investment
  3. Economies of scale
  4. Locational advantages
35
Q

Examples for Greater Sales/Market Saturation diversification.

A

Cold Cereal, Coke, Pepsi

36
Q

Examples for Achieve a return on Investment diversification.

A

Pharmaceutical Companies

37
Q

Examples for Economies of Scale diversification.

A

Automobile Industry/ Car Plants

38
Q

Example for Locational Advantages diversification

A

Dell, Oil, Diamonds

39
Q

__ is when strategic and operating decisions are decentralized to the strategic business unit in each country to allow the unit to tailor products to the local market.

A

Multidomestic Strategy

40
Q

Key descriptor: Locally responsive

A

Multidomestic Strategy

41
Q

What are the 3 key areas to decentralize in multidomestic strategy?

A
  1. The Product Itself (Nestle Coffee)
  2. The Packaging (Size of TP, Detergent)
  3. The Marketing (Cereal Labels)
42
Q

__ assumes more standardization of products across country markets, more centralized and controlled by the home office.

A

Global Strategy

43
Q

Key Descriptor: Globally Efficient

A

Global Strategy

44
Q

___ seeks to achieve both global efficiency and local responsiveness.

A

Transnational Strategy

45
Q

Key Descriptor: Locally responsive AND globally efficient

A

Transnational Strategy

46
Q

Multidomestic Example:

A

Nestle

47
Q

Boeing Example

A

Global Strategy

48
Q

Transnational Example:

A

McDonalds and Car Manufacturers

49
Q

Entry Mode: Domestic Production. No international operations. Always seen as a foreign good.

A

Exporting

50
Q

Important Considerations for Exporting

A
  • Tariffs/Taxaction
  • Logistics/Transportation
  • Maintaining an Image (alluring)
  • Needing to be close to customers
51
Q

What are the two types of export intermediaries

A
  1. Export Management Companies (EMCs) - only export

2. International Trading Companies - import and export

52
Q

Entry Mode: securing the legal right to manufacture, market, and distribute a product or products in a particular region.

A

Licensing

53
Q

What is an example of Licensing?

A

Pepsi Licensed Heineken in the netherlands.

54
Q

Entry Mode: A business arrangement under which one party allows another to operate an enterprise using its trademark, logo, product line, and methods of operation in return for a fee.

A

Franchising

55
Q

Issues to consider in Franchising:

A
  • proven brand
  • critical information about local market customs and cultures may be obtained from host-country entrepreneurs
  • only a percentage of the profits accrue to the company
  • penetrate a market quickly with many outlets
56
Q

Entry Mode: Cooperative relationships where two (typically it’s two but it can be more) come together for mutually-beneficial purposes, but still stay legally separate entities.

A

Joint Venture and Alliances

57
Q

What is the most common form of entry?

A

Joint Venture and Alliances

58
Q

What is an example of a Joint Venture?

A

Bellsouth and local companies for permits, infrastructure etc

59
Q

What are the benefits of cooperative relationships?

A
  • ease of market entry
  • shared risk
  • sharing of knowledge and expertise
60
Q

Example of Ease of Market Entry in a JV?

A

Motorola & Toshiba

61
Q

What are the two scopes of cooperative relationships?

A
  1. Comprehensive (JV)

2. Functional (Alliance)

62
Q

What is an example of an Alliance?

A

Matel & Ban Dai- Power Rangers

63
Q

What are the pitfalls of cooperative relationships?

A
  1. Incompatibility of Partners
  2. Access to Information
  3. Conflicts over distributed Earnings
  4. Loss of Autonomy
  5. Changing Circumstances
64
Q

Entry Mode: When one firm purchases a controlling, if not 100%, stake in another organization.

A

Acquisition

65
Q

Acquisition Example:

A

InBev purchasing Anheuser Busch

66
Q

Important Issues in Acquisitions:

A
  • cost (Very Expensive and Take on others debt)
  • complexity of negotiations (Cultural Differences)
  • integration difficulties (Culture, Accounting Procedures, Inventory Management)
67
Q

Entry Mode: when a company enters a foreign market via organic means. In other words, it does everything itself, Also known as a greenfield venture.

A

New Wholly-Owned Subsidiary

68
Q

Example of New Wholly Owned Subsidiary

A

McDonalds into Western Europe