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International Business Charles W L Hill
Market-defining since it was introduced, International Business: Competing in the Global Marketplace by Charles W. L. Hill, sets the standard. Hill draws upon his experience to deliver a complete solution-print and digitalâ€â€Âfor instructors & students by being:Integrated - Progression of Topics
Application Rich - Strong on Strategy
Current - Thought Provoking
Relevant - Actual Practice of International Business
Sample questions asked in the 10th edition of International Business:
Choose two countries that appear to be culturally diverse. Compare the cultures of those countries and then indicate how cultural differences influence (a) the costs of doing business in each country, (b) the likely future economic development of that country, and (c) business practices.
“The choice of strategy for a multinational firm must depend on a comparison of the benefits of that strategy (in terms of value creation) with the costs of implementing it (as defined by organizational architecture necessary for implementation). On this basis, it may be logical for some firms to pursue a localization strategy, others a global or international strategy, and still others a transnational strategy.” Is this statement correct?
Do you think it is correct for the European Commission to restrict mergers between American companies that do business in Europe? (For example, the European Commission vetoed the proposed merger between WorldCom and Sprint, both U.S. companies, and it carefully reviewed the merger between AOL and Time Warner, again both U.S. companies.)
Reread the Management Focus on Philips in China, then answer the following questions: a. What are the benefits to Philips of shifting so much of its global production to China? b. What are the risks associated with a heavy concentration of manufacturing assets in China? c. What strategies might Philips adopt to maximize the benefits and mitigate the risks associated with moving so much production capacity offshore?
In late 1997, the IMF stepped in with a rescue package that included $55 billion in emergency loans to support the currency. These loans had the effect of stabilizing the won and over the next few years South Korea enjoyed a strong recovery. If the IMF had not stepped in, what might have occurred?
Reread the Management Focus feature on Levi Strauss and then answer the following questions: a. What marketing strategy was Levi Strauss using until the early 2000s? Why did this strategy appear to work for decades? Why was it not working by the 2000s? b. How would you characterize Levi’s current strategy? What elements of the marketing mix are now changed from nation to nation? c. What are the benefits of Levi’s new marketing strategy? Is there a downside? d. What does the Levi’s Strauss story tell you about the “globalization of markets”?
Application Rich - Strong on Strategy
Current - Thought Provoking
Relevant - Actual Practice of International Business
Sample questions asked in the 10th edition of International Business:
Choose two countries that appear to be culturally diverse. Compare the cultures of those countries and then indicate how cultural differences influence (a) the costs of doing business in each country, (b) the likely future economic development of that country, and (c) business practices.
“The choice of strategy for a multinational firm must depend on a comparison of the benefits of that strategy (in terms of value creation) with the costs of implementing it (as defined by organizational architecture necessary for implementation). On this basis, it may be logical for some firms to pursue a localization strategy, others a global or international strategy, and still others a transnational strategy.” Is this statement correct?
Do you think it is correct for the European Commission to restrict mergers between American companies that do business in Europe? (For example, the European Commission vetoed the proposed merger between WorldCom and Sprint, both U.S. companies, and it carefully reviewed the merger between AOL and Time Warner, again both U.S. companies.)
Reread the Management Focus on Philips in China, then answer the following questions: a. What are the benefits to Philips of shifting so much of its global production to China? b. What are the risks associated with a heavy concentration of manufacturing assets in China? c. What strategies might Philips adopt to maximize the benefits and mitigate the risks associated with moving so much production capacity offshore?
In late 1997, the IMF stepped in with a rescue package that included $55 billion in emergency loans to support the currency. These loans had the effect of stabilizing the won and over the next few years South Korea enjoyed a strong recovery. If the IMF had not stepped in, what might have occurred?
Reread the Management Focus feature on Levi Strauss and then answer the following questions: a. What marketing strategy was Levi Strauss using until the early 2000s? Why did this strategy appear to work for decades? Why was it not working by the 2000s? b. How would you characterize Levi’s current strategy? What elements of the marketing mix are now changed from nation to nation? c. What are the benefits of Levi’s new marketing strategy? Is there a downside? d. What does the Levi’s Strauss story tell you about the “globalization of markets”?