Question 1

Lead times to fulfill customer orders, product returns and customer satisfaction scores are innovation and learning yardsticks in the balanced scoreboard goal-setting procedure

Accepted Answer

These metrics are more closely related to internal business processes and customer perspectives, rather than innovation and learning yardsticks, which typically focus on measures to improve and create value through new products, services, and capabilities.

Question 2

The balanced scoreboard approach to corporate goal-setting involves just profit and financial objectives

Accepted Answer

The balanced scorecard approach involves financial measures but also includes customer, internal business process, and learning and growth perspectives to provide a more comprehensive view of organizational performance.

Question 3

Market share/momentum analyses plot the performances and strategies of rival companies across key competitive dimensions

Accepted Answer

The answer of Market share/momentum analyses plot the performances and...

Question 4

Mapping corporate sales and manufacturing against global industry sales and production profiles rarely gives managers insights into company resource allocation deployments

Accepted Answer

Mapping corporate sales and manufacturing against global industry sales and production profiles often provides managers with valuable insights into how resources are allocated, enabling them to make informed decisions about where to deploy resources more effectively.

Question 5

When corporate goals are not being met, most firms maintain their original goals and strategies

Accepted Answer

Most firms will reassess and adjust their goals and strategies to address the reasons why they are not being met, aiming to improve performance and outcomes.

Question 6

Market share/momentum analyses plot which company brands are under-performing and out-performing market growth trends

Accepted Answer

Market share/momentum analyses are used to compare the growth rate of a company's brands against overall market growth trends, identifying which brands are out-performing (gaining market share) or under-performing (losing market share) relative to the market.

Question 7

In assessing country subsidiaries in their regional contexts, above-average performers can be scrutinized for best practices transfers to under-performing subsidiaries

Accepted Answer

This approach allows a multinational corporation to leverage the successful strategies and processes of its high-performing subsidiaries to improve the performance of its less successful ones, fostering overall organizational learning and efficiency.

Question 8

Key assumptions in the planning process involve how regional and national economic fortunes affect industry sales

Accepted Answer

Key assumptions in the planning process often include considerations of how regional and national economic conditions can impact industry sales, as these economic factors can influence consumer spending, investment levels, and overall demand for products and services.

Question 9

When subsidiaries are under-performing within their regions, head offices should routinely change subsidiary management

Accepted Answer

Changing subsidiary management routinely as a response to under-performance can overlook underlying issues such as market conditions, strategic misalignment, or resource constraints that might be the actual cause of the problem. It's essential to conduct a thorough analysis to understand the root causes of under-performance before making such decisions.

Question 10

Competitive benchmarking profiles the performances and strategies of rival companies across key competitive dimensions

Accepted Answer

Competitive benchmarking involves analyzing and comparing the performance, strategies, processes, and products/services of one's company against those of its competitors to identify areas for improvement and to gain a competitive edge.

Question 11

The balanced scoreboard approach to corporate goal-setting involves translating financial objectives into goals that improve employee and corporate performance levels

Accepted Answer

The balanced scorecard approach translates an organization's financial objectives into a set of performance measures that include not just financial outcomes but also those related to customer satisfaction, internal processes, and the learning and growth of employees. This approach aims to improve overall performance by balancing financial goals with other key performance areas.

Question 12

Industry sales at the national level are affected for the most part by local competitor actions

Accepted Answer

Industry sales at the national level are primarily influenced by broader economic factors, consumer trends, and regulatory changes rather than actions of local competitors, which have a more localized impact.

Question 13

In evaluating a company's regional performance in its global context, large markets with slow growth rates are prime candidates for vigorous new investments, but not acquisitions

Accepted Answer

Large markets with slow growth rates might not be the best candidates for vigorous new investments due to their slow growth, but they could be good candidates for acquisitions if the price is right and they offer strategic value, such as market share or access to resources.

Question 14

In assessing their strategic business units, profitable units that are under-performing in their industry sectors should be benchmarked against sector rivals

Accepted Answer

Benchmarking against sector rivals allows businesses to identify areas of underperformance, understand industry standards, and develop strategies to improve their competitive position.

Question 15

Lead times to fulfill customer orders, product returns and customer satisfaction scores measure how firms look to shareholders and the financial community in the balanced scoreboard goal-setting procedure

Accepted Answer

These measures are related to the customer perspective of the Balanced Scorecard, focusing on customer satisfaction and service performance, not directly on how firms appear to shareholders and the financial community, which is covered under the financial perspective.

Question 16

In evaluating a company's regional performance in its global context, corporate sales and market size are the only major criteria used for evaluation

Accepted Answer

Other factors such as profitability, market share growth, competitive positioning, customer satisfaction, and operational efficiency are also important in evaluating a company's regional performance in its global context.

Question 17

When corporate goals are not being met, most firms reformulate both their objectives and strategies

Accepted Answer

When corporate goals are not being met, it is common for firms to reassess and reformulate both their objectives and strategies to address the underlying issues and improve performance.

Question 18

In evaluating a company's regional performance in its global context, corporate sales and market shares are assessed against regional market sizes and growth rates

Accepted Answer

Evaluating a company's regional performance involves comparing its sales and market shares against the sizes and growth rates of the regional markets in which it operates, to understand its performance in context.

Question 19

For most international firms, planning involves time frames ranging from one year to 3-5 years into the future

Accepted Answer

Most international firms engage in strategic planning that typically encompasses time frames from one year to 3-5 years into the future, allowing them to adapt to market changes and set long-term objectives.

Question 20

Mapping corporate sales and manufacturing against global industry sales and production profiles gives key insights into company resource allocation deployments

Accepted Answer

Mapping corporate sales and manufacturing against global industry sales and production profiles helps in understanding how a company is allocating its resources in comparison to industry trends, which can provide key insights into its strategic positioning and operational effectiveness.

Quiz 6: International Strategic Planning and Market Screening