国际商务 简答题及答案Word格式.docx
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国际商务 简答题及答案Word格式.docx
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-Suitability(woulditwork?
)-Feasibility(canitbemadetowork?
)-Acceptability(willtheyworkit?
)
•Strategyimplementation–differentculturalbackgroundsandPoliticalandEconomicenvironmentshouldbetakenintoaccount.
•controlofoperation
2.fivedimensionsthroughwhichcomparisonsofculturesarepossible.
Culture:
Culturecanbedescribedasasetofrules,norms,andvalueswhichisoftensubconsciousbutinfluencesourperception,judgmentsandfeelings.AccordingtotheHofstede’sCulturalDimensionsTheory,therearetfivedimensionsofcultures:
Powerdistance,Individualismversuscollectivism,Masculinityversusfemininity,Uncertaintyavoidance,Long-termversusshort-termorientation.
3.Giveexampleandexplainwhythecultureinhostcountriesmayinfluencethecostsofbusinessactivities.
Thehostculturecaninfluencethecostsofbusinessactibitiesbythefollowingaspects:
Language.Religion.
Values:
whatvaluesinoneculturemayberejectedinanotherone.Thisrequirescross-businessmentoexplorethevalueoftargetedculture.Betterunderstandingofvaluesisimportanttoenterprises.
Etiquette(礼节).Substance(物质).Aesthetic(审美).Education.Hierarchy(阶层).
4.Therelationshipbetweenglobalizationandregionaleconomicintegration.
(1)Therearemanydifferencesbetweenglobalizationandregionaleconomicintegration:
-Globalizationreliesmainlyonscientificandtechnologicalprogress,transnationaleconomic,capitalandmarkets,aswellasthepromotionofmarketmechanism,whichisdominatedbymarketmechanism.Meanwhile,regionaleconomicintegrationaimstoregionaleconomiccoordination,balanceandorderlydevelopmentoftheobjective.-Globalizationunitestheworldthroughthemarketmechanism,butregionalizationunitestheworldthroughthenegotiationandagreementbetweenthegovernments.-Inthestateofglobalfreemarket,itisdifficulttoavoidtherisk;
whileinthestateofregionalization,riskcangetcontrolledandeliminated.
(2)Regionaleconomicintegrationis
theonlyway
toachieveeconomic
globalization.
(3)Regionaleconomic
integrationisa
secondbestoption.
(4)BUTtheimpedimenttoglobalizationstemfromregionaleconomicintegrationismoreevident.
(5)globalizationandREIwouldcometothesameend,althoughtheyarecontradicted.
5.ThemajorachievementsofEuropeaneconomicintegration.
AgrowthineconomicpowerItisthelargesteconomyintheworldbynominalGDPandthesecondlargesttradebloceconomyintheworldbyPPPvaluationofGDP.Itisalsothelargestexporter,andlargestimporterofgoodsandservices
Singlemarketbuildin1992Freemovementofgoods、persons、services、capital
Commonagriculturalpolicy.TheCAPwascreatedin1957undertheTreatyofRomeandstartedoperatingin1962.TheEECmembercountrieshavetransferredsomeoftheirlaw-makingauthoritytotheEUincertainpolicyareas.
Monetaryunion16EUcountrieshaveintroducedtheeuroastheirsolecurrency.ThecreationofaEuropeansinglecurrencybecameanofficialobjectiveoftheEUin1969.WiththeadventoftheMaastrichtTreatyin1993,memberstateswerelegallyboundtostartthemonetaryunionnolaterthan1January1999.
BudgetTheEuropeanUnionhasestablishedacommonbudgetsystem.
CompetitionTheEECoperatesacompetitionpolicyintendedtoensureundistortedcompetitionwithinthesinglemarket.TheCommissionasthecompetitionregulatorforthesinglemarketisresponsibleforantitrustissues,approvingmergers,breakingupcartels,workingforeconomicliberalizationandpreventingstateaid.
6.Pleasediscussthedriversandcharacteristicsofglobalization.
Globalizationmeansanincreasinglyinterconnectedworld,asaresultofveryrapidincreasesintelecommunicationsandcomputer-basedtechnologiesandproducts,adramaticexpansionincross-borderfinancialflowsandwithincountrieshasemerged.Twomacrofactorsunderliethetrendtowardgreaterglobalization.Thefirstisthedeclineinbarrierstothefreeflowofgoods,services,andcapitalthathasoccurredsincetheendofworldwartwo.Thesecondfactoristechnologicalchange,particularlythedramaticdevelopmentsinrecentyearsincommunication,informationprocessing,andtransportationtechnologies.
(1)Therearefivebroadgroupsofindustryglobalizationdriversasbelow:
MarketDrivers、Technologicaldriver、Costdrivers、PoliticalDrivers、CompetitiveDrivers
(2)Thecharacteristicsofglobalizationcanbereflectedfromthefollowingaspects:
Tradeliberalization、Financialliberalization、Productionintegration
7.WhatmaybethemotivationsofMergerandAcquisitionandwhatcautionsshouldbetakeninA&
M?
Motivationformergersandacquisition:
(1)Synergymotivationsiscreatedfromeconomiesofintegratingatargetandacquiringacompany;
theamountbywhichthevalueofthecombinedfirmexceedsthesumvalueofthetwoindividualfirms.
(2)ValueCreationMotivations
-EconomiesofScale:
Reducingcapacity,spreadingfixedcosts,geographicsynergies
-EconomiesofScope:
Combinationoftwoactivitiesreducescosts
-ComplementaryStrengths:
Combiningthedifferentrelativestrengthsofthetwofirmscreatesafirmwithbothstrengthsthatarecomplementarytooneanother.
-EfficiencyIncreases:
Newmanagementteamwillbemoreefficientandaddmorevaluethanwhatthetargetnowhas;
thecombinedfirmcanmakeuseofunusedproduction/sales/marketingchannelcapacity.
-FinancingSynergy:
Reducedcashflowvariability,increaseindebtcapacity,reductioninaverageissuingcosts,fewerinformationproblems.
-TaxBenefitsMakebetteruseoftaxdeductionsandcredits
-StrategicRealignments:
Permitsnewstrategiesthatwerenotfeasibleforpriortotheacquisitionbecauseoftheacquisitionofnewmanagementskills,connectionstomarketsorpeople,andnewproducts/services.
(3)ManagerialMotivations
-IncreasedfirmsizeManagersareoftenmorehighlyrewardedfinanciallyforbuildingabiggerbusiness
-ReducedfirmriskthroughdiversificationM&
Ascanbeusedtodiversifythecompanyandreducevolatility(risk)thatmightconcernmanagers.
Cautionstotake:
1.Evaluatetheattractivenessandpotentialprofitsoftargetfirm’sindustry.2.Don’tviolatethelawofthecountrywheretargetfirmexist.3.Payattentiontothecapitalstructureandmakesurethefullcontrolofthemergedcompany.4.Trytomitigatethehostcountry'
snationalconsciousnessandovercometheculturaldifferenceswithintheenterprise.5.Thetransactionriskwouldbringalargesumoflossbecauseofthefluctuatingmacro-environment.
8.WhydomoreandmoreMNCsestablishstrategicallianceswithotherfirms?
Strategicalliancesrefertocooperativeagreementsbetweenpotentialoractualcompetitors.Firmsallythemselveswithpotentialoractualcompetitorsforvariousstrategicpurposes.
First,strategicalliancesmayfacilitateentryintoaforeignmarket.Throughthestrategicalliance,MNCscanexpandthemarketspacetoachievescaleeconomyinthewidermarketrange.
Second,strategicalliancesallowfirmstosharethefixedcostsandassociatedrisksofdevelopingnewproductsorprocesses.
Third,anallianceisawaytobringtogethercomplementaryskillsandassetsthatneithercompanycouldeasilydeveloponitsown.IthelpsMNCspromotethelearningabilityoforganization,developcorecompetitiveness,andstrengthenthelong-termcompetitiveadvantage.
Fourth,itcanmakesensetoformanalliancethatwillhelpthefirmestablishtechnologicalstandardsfortheindustry.Onceakindoftechnologyturnstoanindustrystandard,itcangethugenetworkmonopolyearnings,helpthefirmachievemarketleadingpositionandmarketmanipulationofpowerthatwillbenefitthefirm.
9.Pleasearguefortheimportanceor/andunimportanceof“strategy”.
Strategyisasetofactionthatmanagersadopttohelpthecompanyachieveitsgoal.Aclearstrategycanhelpcompaniesparticipateinthecompetitionmoreeffectivelyincompetitiveinternationalmarket;
Itcanalsohelptocoordinateactivitiesofalldifferentdepartmentsinthecompanytocompletethewholegoalbymostefficientway.
(1)strategycanmaketheenterpriseachievetheirstrategicobjectivesinaplannedwayStrategicgoalshowsthedirectionlevelthattheenterprisewanttoobtaininacertainperiodoftheproductionandbusinessoperationactivities.Accordingtotheirstrategicthought,strategyhelpsenterprisesachievetheexpectedtargetintheirdevelopmentdirectionandpath.Undertheconsiderationofthechangesintheexternalenvironmentandthecharacteristicsoftheenterprise,eachenterpriseshouldputsforwardtheprincipleofitsownspecialstyletopromotethedevelopmentoftheenterprise.
(2)strategycanmakeenterprisemanagementdecisionscientificandsystematicCorrectdecisionscanleadtogoodeconomiceffectandpromotethe
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