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| Section | Weight | Objectives |
|---|---|---|
| Macroeconomics for Managers | 10% | - Economic Indicators and Policies
|
| International Trade Theory and Policy | 25% | - Classical and Modern Trade Theories
|
| Global Finance and Monetary Systems | 25% | - Foreign Exchange Markets
|
| Foundations of Global Economics | 20% | - Views on Globalization
|
| Foreign Direct Investment and Global Strategy | 20% | - Foreign Direct Investment (FDI)
|
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NEW QUESTION # 25
What is the most basic way for nonfinancial companies to adjust to fluctuations of the foreign exchange market?
Answer: C
Explanation:
The most basic way for a nonfinancial company to reduce exposure to foreign exchange fluctuations is to invoice customers in the company's own currency. Option A is correct because this shifts exchange-rate risk away from the seller and onto the buyer. If the firm receives payment in its home currency, its revenues are more predictable and are not directly reduced by unfavorable currency movements. Currency hedging, rate locks, and forward transactions are more formal financial or contractual tools for managing exchange risk, but they require additional planning, market access, and sometimes financial expertise. Invoicing in the home currency is operationally simpler. However, managers must remember that this approach may make the firm less attractive to foreign buyers who prefer pricing in their local currency.
NEW QUESTION # 26
The formula "fixed costs (FC) + variable costs (VC)" represents which quantity?
Answer: C
Explanation:
InGlobal Economics for Managers,total cost (TC)is defined as the sum offixed costs (FC)andvariable costs (VC), making option C correct. The formula is:
TC = FC + VC
Fixed costs do not change with output in the short run, while variable costs vary with production. Total cost captures the full cost of producing a given level of output.
Average cost divides total cost by quantity, marginal cost measures the cost of one additional unit, and implicit cost reflects opportunity costs.
Therefore, option C correctly identifies total cost.
NEW QUESTION # 27
Which goods have a positive cross-price elasticity?
Answer: C
Explanation:
InGlobal Economics for Managers,substitute goodshave apositive cross-price elasticity of demand, making option C correct. Cross-price elasticity measures how the quantity demanded of one good responds to a change in the price of another good.
For substitutes, an increase in the price of one good leads consumers to switch to the alternative, increasing demand for the substitute. This positive relationship results in a positive cross-price elasticity. Examples include tea and coffee or butter and margarine.
Complements have negative cross-price elasticity, normal goods relate to income elasticity, and "shortage goods" is not an elasticity classification.
Thus, option C is correct.
NEW QUESTION # 28
What is one of the three primary strategies that nonfinancial companies use to cope with currency risks?
Answer: B
Explanation:
InGlobal Economics for Managers,strategic hedgingis identified as one of the three primary strategies that nonfinancial companies use to cope with currency risk, making option B the correct answer. Currency risk arises when fluctuations in exchange rates affect a firm's revenues, costs, assets, or liabilities denominated in foreign currencies. Managing this risk is a critical component of global business decision making.
Strategic hedging involvesstructuring operations and transactions to offset currency exposures naturally
, rather than relying solely on financial instruments. This may include matching currency inflows and outflows, diversifying production and sourcing across multiple countries, or pricing products in local currencies. By aligning revenues and costs in the same currency, firms reduce their net exposure to exchange rate movements.
Option A refers to distribution choices and does not directly address currency risk management. Option C, keeping low inventories, is an operational efficiency tactic but does not systematically reduce exchange rate exposure. Option D, reducing currency liabilities, may lower exposure in certain cases but is not considered one of the three primary strategies outlined in managerial economics frameworks.
Global Economics for Managerstypically categorizes currency risk management strategies intofinancial hedging, strategic (operational) hedging, and pricing strategies. Among these, strategic hedging is especially important for nonfinancial firms because it integrates risk management into long-term operational decisions rather than treating it as a purely financial problem.
For managers, understanding strategic hedging helps ensure more stable cash flows, improved forecasting, and reduced vulnerability to currency volatility. Therefore, option B correctly identifies a primary strategy used by nonfinancial companies to cope with currency risks.
NEW QUESTION # 29
When confronting MNEs, the extender strategy centers on what?
Answer: D
Explanation:
InGlobal Economics for Managers, theextender strategycenters onleveraging homegrown competencies abroad, making option A the correct answer. This strategy is typically adopted by firms whose competitive assets are strong and transferable across borders and that operate in industries with significant pressure to globalize.
Homegrown competencies may include proprietary technology, strong brands, efficient production processes, or superior managerial know-how developed in the domestic market. Under an extender strategy, firms take these existing strengths and apply them to foreign markets, often through exporting, licensing, franchising, or foreign direct investment. The goal is to extend the firm's competitive advantage beyond national borders without fundamentally altering its core business model.
Option B describes adodger or collaborator strategy, which emphasizes cooperation rather than independent expansion. Option C aligns more closely with adefender strategy, where firms rely on local advantages to resist foreign competition. Option D reflects elements of acontender strategy, where firms prioritize learning before expanding internationally.
The extender strategy is particularly effective when firms face global competitors but already possess assets that can be scaled internationally at relatively low cost. For managers, understanding this strategy is critical for deciding when and how to internationalize operations in response to MNE competition.
Thus, option A accurately reflects the central focus of the extender strategy as defined inGlobal Economics for Managers.
NEW QUESTION # 30
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