1. Describe Yum! Brands' strategy for becoming the leading food services brand in China.
2. Explain the differences between a "think local, act local, "think global, act global" and a "think global, act local" strategy.
3. Discuss why a company desirous of competing in foreign country markets needs to pay dos: attention to the advantages of cross-border transfer of competencies and capabilities. Is such transferring often a key to competitive advantage? Why or why not?
4. Identify and briefly describe a local company's strategic options in competing against global challengers.
5. Explain how exchange rate fluctuations pose a risk to manufacturing companies who are upon an export strategy to compete in foreign markets.
6. Explain why a company desirous of competing in foreign markets needs to pay careful attention to where it locates it value chain activities.
7. Using the intermit, identify and discuss three key strategies that Volkswagen is using to compete in China.
8. Collaborative agreements with foreign companies in the form of strategic alliances or joint ventures are widely used as a means of entering foreign markets. They are also used as a means of acquiring resources and capabilities by learning from foreign partners. And they at used to put together powerful combinations of complementary resources and capabilities by( accessing the complementary resources and capabilities of a foreign partner. Illustration Capsule 7.1 provides examples of four cross-border strategic alliances that Solazyme has participated in. What were each of these partnerships (with Unilever, Sephora, Qantas, and Roquette) designed to achieve and why would they make sense for a company like Solazyme. (Analyze each partnership separately based on the information provided in the capsule.)
9. How strong are the competitive forces in the movie rental marketplace? Do five-forces analysis to support your answer.