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BA (HONS) IN MARKETING
YEAR 3
SEMESTER 2
INTERNATIONAL MARKETING
DATE: 04/05/2011
TIME: 16.45
VENUE: CHAPEL, COLLEGE STREET
EXAMINERS: INTERNAL: MR. DECLAN CAHILL
EXTERNAL: DR. CATHERINE SUTTON BRADY
DURATION: 2 HOURS
INSTRUCTIONS /INFORMATION:
1. ANSWER 3 QUESTIONS. 2. ALL QUESTIONS CARRY EQUAL MARKS.
WATERFORD INSTITUTE OF TECHNOLOGY
Question 1
With reference to a company case study analysed in class – answer the following questions:
a) Assess recent developments in the organisations International Business Strategy.
(20 marks)
b) Discuss these issues in relation to the organisations competitive position.
(13.3 marks)
(Total 33.3 marks)
Question 2
“The key Trans-cultural Competence required in International organisations to-day is the propensity to reconcile seemingly opposing values”.
(Fons Trompenaars)
Critically assess the utility of Trompenaars 7 Dimension Model for assessing International Cultures.
(33.3 marks)
Question 3
The correct choice of Market Entry Strategy is vital to the success of an organisations International Marketing efforts. Many companies take a more risk averse approach to market entry by opting for non-equity arrangements in more difficult markets.
Assess the key advantages, and disadvantages, of Licensing as a market entry strategy.
Use case examples to illustrate your answer.
(33.3 marks)
Question 4
Critically assess the utility of the Framework for Analysis of Strategy Development in Globalising Markets, as postulated by Carl Arthur Solberg.
(33.3 marks)
Question 5
On the face of it, the disadvantages of being a late entrant to international markets seem overwhelming. But there are distinct advantages to turning up late to the global party”.
(Bartlett and Ghosal)
Assess the use of Mauborgne and Kim’s Blue Ocean Strategy by organisations arriving late to
BA (HONS) IN MARKETING
YEAR 3
SEMESTER 2
INTERNATIONAL MARKETING
DATE: 04/05/2011
TIME: 16.45
VENUE: CHAPEL, COLLEGE STREET
EXAMINERS: INTERNAL: MR. DECLAN CAHILL
EXTERNAL: DR. CATHERINE SUTTON BRADY
DURATION: 2 HOURS
INSTRUCTIONS /INFORMATION:
1. ANSWER 3 QUESTIONS. 2. ALL QUESTIONS CARRY EQUAL MARKS.
WATERFORD INSTITUTE OF TECHNOLOGY
Question 1
With reference to a company case study analysed in class – answer the following questions:
a) Assess recent developments in the organisations International Business Strategy.
(20 marks)
b) Discuss these issues in relation to the organisations competitive position.
(13.3 marks)
(Total 33.3 marks)
Question 2
“The key Trans-cultural Competence required in International organisations to-day is the propensity to reconcile seemingly opposing values”.
(Fons Trompenaars)
Critically assess the utility of Trompenaars 7 Dimension Model for assessing International Cultures.
(33.3 marks)
Question 3
The correct choice of Market Entry Strategy is vital to the success of an organisations International Marketing efforts. Many companies take a more risk averse approach to market entry by opting for non-equity arrangements in more difficult markets.
Assess the key advantages, and disadvantages, of Licensing as a market entry strategy.
Use case examples to illustrate your answer.
(33.3 marks)
Question 4
Critically assess the utility of the Framework for Analysis of Strategy Development in Globalising Markets, as postulated by Carl Arthur Solberg.
(33.3 marks)
Question 5
On the face of it, the disadvantages of being a late entrant to international markets seem overwhelming. But there are distinct advantages to turning up late to the global party”.
(Bartlett and Ghosal)
Assess the use of Mauborgne and Kim’s Blue Ocean Strategy by organisations arriving late to