MIE 480 EXAM 3 QUESTIONS AND
ANSWERS GRADED A+ 2026
4 international strategy approaches - ANS global, transitional, multi-domestic, centralized
single country
1. Global - ANS -value added in upstream activities
-efficiency through scale and scope is competitively important
-only minor country to country variations
-requires strong integration and coordination
-location decisions are important
ex. arcelor-mittal steel
2. Transitional - ANS -value added in downstream activities near customer
-efficiency through scale and scope is comp. important
-variations across countries are meaningful
-HQ is involved in strategy formulation
-country offices in implementation
ex. Kellogg cereals and mcdonalds
@COPYRIGHT 2026/2027 ALL RIGHTS RESERVED
1
, 3. Multi-Domestic - ANS -value added in downstream activities near customer
-little to no pressure on efficiency
-variations across countries are significant
-country offices are responsible for strategy formulation, implementation, and tactics
ex. MTV in Europe
4. Centralized Single Country - ANS -value added in upstream activities
-little to no pressure on efficiency
-occurs where markets are protected or government controlled ex. specialized pharmaceuticals
Organizational Life Cycle Stages - ANS 1. Conception
2. Commercialization
3. Growth
4. Maturity
1. Conception - ANS -Dominant Issues: Innovation effort, strategy design, raising capital
-Functions important to address: R&D
-Resources development challenges: Leveraging founders knowledge to develop additional
resources
-Important resources: Knowledge, Human, Social Capital, Technology
2. Commercialization - ANS -Dominant Issues: Startup Production, Hiring, Systems
-Functions important to address: Manufacturing, Information, Systems
-Resources development challenges: Combining resources, making explicit the processes that
work so everyone understands
@COPYRIGHT 2026/2027 ALL RIGHTS RESERVED
2
ANSWERS GRADED A+ 2026
4 international strategy approaches - ANS global, transitional, multi-domestic, centralized
single country
1. Global - ANS -value added in upstream activities
-efficiency through scale and scope is competitively important
-only minor country to country variations
-requires strong integration and coordination
-location decisions are important
ex. arcelor-mittal steel
2. Transitional - ANS -value added in downstream activities near customer
-efficiency through scale and scope is comp. important
-variations across countries are meaningful
-HQ is involved in strategy formulation
-country offices in implementation
ex. Kellogg cereals and mcdonalds
@COPYRIGHT 2026/2027 ALL RIGHTS RESERVED
1
, 3. Multi-Domestic - ANS -value added in downstream activities near customer
-little to no pressure on efficiency
-variations across countries are significant
-country offices are responsible for strategy formulation, implementation, and tactics
ex. MTV in Europe
4. Centralized Single Country - ANS -value added in upstream activities
-little to no pressure on efficiency
-occurs where markets are protected or government controlled ex. specialized pharmaceuticals
Organizational Life Cycle Stages - ANS 1. Conception
2. Commercialization
3. Growth
4. Maturity
1. Conception - ANS -Dominant Issues: Innovation effort, strategy design, raising capital
-Functions important to address: R&D
-Resources development challenges: Leveraging founders knowledge to develop additional
resources
-Important resources: Knowledge, Human, Social Capital, Technology
2. Commercialization - ANS -Dominant Issues: Startup Production, Hiring, Systems
-Functions important to address: Manufacturing, Information, Systems
-Resources development challenges: Combining resources, making explicit the processes that
work so everyone understands
@COPYRIGHT 2026/2027 ALL RIGHTS RESERVED
2
