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Retailing Management Canadian 4Th Edition Levy Test Bank Full Chapter PDF
Retailing Management Canadian 4Th Edition Levy Test Bank Full Chapter PDF
Student: ___________________________________________________________________________
1. Based on 2011 retail sales, the 3 largest retailers in the world are:
A. Walmart, Target, Costco
B. Costco, Loblaws, Shoppers Drug Mart
C. Walmart, Carrefour, Tesco
D. Walmart, Target, Kroger
E. Walmart, Carrefour, Loblaws
2. A joint venture:
A. is formed when the entering retailer pools its resources with a local retailer to form a new company in which
ownership, control, and profits are shared
B. involves a retail firm investing in and owning a division or subsidiary that builds and operates stores in a
foreign country
C. increases the entrant's risks
D. offers the lowest risk and requires the least investment
E. is NONE of these
4. Which of the following Canadian retailers have been successful in foreign markets?
A. Loblaws
B. Canadian Tire
C. Shoppers Drug Mart
D. Aldo
E. Future Shop
5. The failure of Canadian retailers in the U.S. market has been due to:
A. failing to conduct adequate research
B. not devoting enough money to the market entry
C. underestimating the competitiveness of the U.S. market
D. both failing to conduct adequate research and not devoting enough money to the market entry
E. all of these
7. Which of the following countries offers the poorest local growth opportunity (based on an aging population)
for Canadian retailers wishing to expand?
A. Taiwan
B. Mexico
C. Chile
D. India
E. China
8. Which of the following would discourage retailers from entering foreign markets?
A. Trade agreements (e.g. NAFTA)
B. Aggressive competition
C. Younger populations
D. Growing numbers of middle-class consumers
E. Favourable operating costs
13. The foreign market entry method with the lowest risk is:
A. franchising
B. a strategic alliance
C. a joint venture
D. direct investment
E. owning a division or subsidiary in a foreign country
14. A retailer owns a division or subsidiary that builds and operates stores in a foreign country under:
A. franchising
B. a joint venture
C. a strategic alliance
D. direct investment
E. exporting
15. In terms of sales, the largest retailer in the world is:
A. Costco
B. Carrefour
C. Sears
D. Walmart
E. Home Depot
16. In what sector are the majority of the largest global retailers involved?
A. Automobiles
B. Auto parts
C. Food
D. Apparel
E. Furniture
17. The greatest retail density and concentration of large retail firms is in:
A. The USA
B. Canada
C. The UK
D. France
E. Japan
19. Which of the following is a valid example of costs associated with global sourcing decisions?
A. To reduce the effects of currency fluctuations retailers avoid the use of financial instruments such as options
and futures contracts.
B. For American retailers in the U.S.A., inventory turnover is likely to be higher when purchasing from
suppliers outside the United States than from domestic suppliers.
C. The legal-political system in foreign countries should never impact the human resource management
practices that retailers can use in those countries.
D. If, for example, the Indian rupee increases relative to the Canadian dollar, the cost of private-label merchan-
dise produced in India and imported for sale into Canada will decrease.
E. If, for example, the Indian rupee decreases relative to the Canadian dollar, the cost of private-label merchan-
dise produced in India and imported for sale into Canada will decrease.
20. Tariffs, also known as ______________, are taxes placed by a government on imports that increase the cost
of merchandise imported from international sources.
________________________________________
21. ________________ prompted American big-box retailers and category killers to expand into Canada.
________________________________________
22. The need for a retailer to change its core strategy to fit global markets is the characteristic of
________________.
________________________________________
23. When a retailer pools its resources with a local retailer in a foreign country, forming a new company in
which ownership, control, and profits are shared, it has entered a/an ____________________.
________________________________________
24. The market entry strategy which offers the lowest risk as per the text is _______________.
________________________________________
25. Retailers which replicate their standard retail format and centralized management in each new foreign
market are using a/an ___________________ strategy.
________________________________________
27. The majority of the largest global retailers are involved in the ____________ sector.
________________________________________
30. What are some problems encountered by Canadian retailers which experienced failure when they expanded
into the American market?
32. What are some factors which would encourage retailers to enter the international marketplace?
33. What is Bawadi supposed to achieve according to Dubai's Strategic Plan 2015?
34. Identify and explain four common characteristics of retailers which have succeeded in international
markets?
35. What foreign market entry methods are available to retailers when expanding?
36. What cautious strategies have allowed Canadian retailers to be successful in the American market?
37. Why is it predicted that in the future the North American economy will be much slower growing?
41. What are the advantages of a foreign market joint venture to Canadian retailers?
What is a disadvantage of this method?
42. What makes global site location decisions more difficult for market entrants?
43. What is a geographic difference in retail real estate development in Japan and Europe compared to Canada?
c7 Key
1. Based on 2011 retail sales, the 3 largest retailers in the world are:
A. Walmart, Target, Costco
B. Costco, Loblaws, Shoppers Drug Mart
C. Walmart, Carrefour, Tesco
D. Walmart, Target, Kroger
E. Walmart, Carrefour, Loblaws
2. A joint venture:
A. is formed when the entering retailer pools its resources with a local retailer to form a new company in which
ownership, control, and profits are shared
B. involves a retail firm investing in and owning a division or subsidiary that builds and operates stores in a
foreign country
C. increases the entrant's risks
D. offers the lowest risk and requires the least investment
E. is NONE of these
5. The failure of Canadian retailers in the U.S. market has been due to:
A. failing to conduct adequate research
B. not devoting enough money to the market entry
C. underestimating the competitiveness of the U.S. market
D. both failing to conduct adequate research and not devoting enough money to the market entry
E. all of these
8. Which of the following would discourage retailers from entering foreign markets?
A. Trade agreements (e.g. NAFTA)
B. Aggressive competition
C. Younger populations
D. Growing numbers of middle-class consumers
E. Favourable operating costs
13. The foreign market entry method with the lowest risk is:
A. franchising
B. a strategic alliance
C. a joint venture
D. direct investment
E. owning a division or subsidiary in a foreign country
16. In what sector are the majority of the largest global retailers involved?
A. Automobiles
B. Auto parts
C. Food
D. Apparel
E. Furniture
17. The greatest retail density and concentration of large retail firms is in:
A. The USA
B. Canada
C. The UK
D. France
E. Japan
19. Which of the following is a valid example of costs associated with global sourcing decisions?
A. To reduce the effects of currency fluctuations retailers avoid the use of financial instruments such as options
and futures contracts.
B. For American retailers in the U.S.A., inventory turnover is likely to be higher when purchasing from
suppliers outside the United States than from domestic suppliers.
C. The legal-political system in foreign countries should never impact the human resource management
practices that retailers can use in those countries.
D. If, for example, the Indian rupee increases relative to the Canadian dollar, the cost of private-label merchan-
dise produced in India and imported for sale into Canada will decrease.
E. If, for example, the Indian rupee decreases relative to the Canadian dollar, the cost of private-label merchan-
dise produced in India and imported for sale into Canada will decrease.
20. Tariffs, also known as ______________, are taxes placed by a government on imports that increase the cost
of merchandise imported from international sources.
duties
Difficulty: Easy
Learning Objective: 07-04 Identify strategic decisions that must be considered when entering the international marketplace.
Levy - Chapter 07 #20
21. ________________ prompted American big-box retailers and category killers to expand into Canada.
NAFTA
Difficulty: Easy
Learning Objective: 07-01 Examine Canada's changing retail marketspace.
Levy - Chapter 07 #21
22. The need for a retailer to change its core strategy to fit global markets is the characteristic of
________________.
adaptability
Difficulty: Easy
Learning Objective: 07-03 Review the four characteristics of retailers that have successfully exploited international growth opportunities.
Levy - Chapter 07 #22
23. When a retailer pools its resources with a local retailer in a foreign country, forming a new company in
which ownership, control, and profits are shared, it has entered a/an ____________________.
joint venture
Difficulty: Medium
Learning Objective: 07-04 Identify strategic decisions that must be considered when entering the international marketplace.
Levy - Chapter 07 #23
24. The market entry strategy which offers the lowest risk as per the text is _______________.
franchising
Difficulty: Medium
Learning Objective: 07-04 Identify strategic decisions that must be considered when entering the international marketplace.
Levy - Chapter 07 #24
25. Retailers which replicate their standard retail format and centralized management in each new foreign
market are using a/an ___________________ strategy.
global
Difficulty: Easy
Learning Objective: 07-05 Discuss the differences between a global retailer and a multinational retailer.
Levy - Chapter 07 #25
Difficulty: Easy
Learning Objective: 07-02 Review the factors in the marketplace that would encourage a move to international retail expansion.
Levy - Chapter 07 #26
27. The majority of the largest global retailers are involved in the ____________ sector.
food
Difficulty: Easy
Learning Objective: 07-02 Review the factors in the marketplace that would encourage a move to international retail expansion.
Levy - Chapter 07 #27
Difficulty: Easy
Learning Objective: 07-06 Explore the top 250 global retailers.
Levy - Chapter 07 #28
29. What are the main differences between a "global" and a "multinational" strategy?
A global strategy means that they replicate their standard retail format and centralized management throughout
the world in each new market, while retailers using a multinational strategy use a decentralized format, learning
about the country's culture and changing their retail concept to adapt to cultural differences and cater to local
market demands.
Difficulty: Medium
Learning Objective: 07-05 Discuss the differences between a global retailer and a multinational retailer.
Levy - Chapter 07 #29
30. What are some problems encountered by Canadian retailers which experienced failure when they expanded
into the American market?
Some problems were: (1) underestimating the level of competition in the USA; (2) not conducting adequate
research of the market; and (3) not allocating enough financial resources to the market entry.
Difficulty: Medium
Learning Objective: 07-01 Examine Canada's changing retail marketspace.
Levy - Chapter 07 #30
International expansion is risky because retailers must deal with differences in government regulations,
consumer preferences, cultural traditions, languages, and supply chains.
Difficulty: Medium
Learning Objective: 07-02 Review the factors in the marketplace that would encourage a move to international retail expansion.
Levy - Chapter 07 #31
32. What are some factors which would encourage retailers to enter the international marketplace?
Factors would include: (1) limited competition in the international markets; (2) increasing size of the
middle-class market with improving standard of living; (3) a young population with purchasing power; (4) trade
agreements, removing entry barriers; (5) relaxed regulations; (5) favourable operating costs, and taxes; and (6)
opportunities to diversify and try innovative concepts.
Difficulty: Hard
Learning Objective: 07-02 Review the factors in the marketplace that would encourage a move to international retail expansion.
Levy - Chapter 07 #32
33. What is Bawadi supposed to achieve according to Dubai's Strategic Plan 2015?
As part of Dubai's Strategic Plan 2015, the world's largest shopping area will provide support to the tourism and
hospitality industry, which in turn will play a major role in the diversification and development of Dubai's
economy.
Difficulty: Medium
Learning Objective: 07-02 Review the factors in the marketplace that would encourage a move to international retail expansion.
Levy - Chapter 07 #33
34. Identify and explain four common characteristics of retailers which have succeeded in international
markets?
Four characteristics are: (1) competitive advantage in areas such as low cost, operations efficiencies, private
brands, fashion reputation, category dominance, or image; (2) adaptability in areas such as cultural differences,
selling seasons, store design, and store operations; (3) global culture, meaning thinking and operating globally,
but acting locally in management and operations; and (4) deep pockets for long-term planning and commitment
as international markets are developed.
Difficulty: Medium
Learning Objective: 07-03 Review the four characteristics of retailers that have successfully exploited international growth opportunities.
Levy - Chapter 07 #34
35. What foreign market entry methods are available to retailers when expanding?
Retailers could consider: (1) direct investment—investing in and owning a division or subsidiary that builds and
operates stores in foreign markets; (2) joint venture—combining resources with a local retailer to form a new
company in which ownership, control, and profits are shared; (3) strategic alliance—developing a collaboration
with a local company to perform certain marketing functions for the new entrant; and (4) franchising—granting
the right to a local retailer to operate a retail chain using operations, store design, products, and brands
developed and owned by the new entrant, and paid for via royalties on sales.
Difficulty: Easy
Learning Objective: 07-04 Identify strategic decisions that must be considered when entering the international marketplace.
Levy - Chapter 07 #35
36. What cautious strategies have allowed Canadian retailers to be successful in the American market?
Success has been found through acquisition of existing American retailers, or developing a unique product mix
which consumers demand.
Difficulty: Medium
Learning Objective: 07-01 Examine Canada's changing retail marketspace.
Levy - Chapter 07 #36
37. Why is it predicted that in the future the North American economy will be much slower growing?
The population is ageing, and will not be spending as much on consumer goods.
Difficulty: Medium
Learning Objective: 07-02 Review the factors in the marketplace that would encourage a move to international retail expansion.
Levy - Chapter 07 #37
An advantage which is based on what the retailer does well, such as: low cost operations, strong private brands,
fashion reputation, or category dominance, and is extended to the foreign market.
Difficulty: Medium
Learning Objective: 07-03 Review the four characteristics of retailers that have successfully exploited international growth opportunities.
Levy - Chapter 07 #38
39. Why do global retailers need "deep pockets"?
Financial strength is required due to the long-term commitment and initial planning, and the difficulty of
generating short-term profit when first entering foreign markets.
Difficulty: Medium
Learning Objective: 07-03 Review the four characteristics of retailers that have successfully exploited international growth opportunities.
Levy - Chapter 07 #39
An advantage is the company's complete control of operations. A disadvantage is the high investment and,
therefore, high risk involved.
Difficulty: Medium
Learning Objective: 07-04 Identify strategic decisions that must be considered when entering the international marketplace.
Levy - Chapter 07 #40
41. What are the advantages of a foreign market joint venture to Canadian retailers?
What is a disadvantage of this method?
Advantages are the reduced risk to the entrant, the market knowledge of the local partner, and the local partner's
access to vendors and real estate. A disadvantage is the relatively high investment along with the risk that can
arise if the partners disagree or the government places restrictions on the repatriation of profits.
Difficulty: Medium
Learning Objective: 07-04 Identify strategic decisions that must be considered when entering the international marketplace.
Levy - Chapter 07 #41
42. What makes global site location decisions more difficult for market entrants?
Canadian management is not as familiar with nuances of foreign location issues as they would be with Canadian
location decisions. Also, they would not have a close working relationship with real estate developers as they do
at home.
Difficulty: Medium
Learning Objective: 07-05 Discuss the differences between a global retailer and a multinational retailer.
Levy - Chapter 07 #42
43. What is a geographic difference in retail real estate development in Japan and Europe compared to Canada?
Population density is higher in Japan and Europe than Canada, and thus, Europe and Japan have less low-cost
real estate available for building large stores.
Difficulty: Hard
Learning Objective: 07-06 Explore the top 250 global retailers.
Levy - Chapter 07 #43
c7 Summary
Category # of Question
s
Accessibility: Keyboard Navigation 19
Difficulty: Easy 16
Difficulty: Hard 3
Difficulty: Medium 24
Learning Objective: 07-01 Examine Canada's changing retail marketspace. 5
Learning Objective: 07-02 Review the factors in the marketplace that would encourage a move to international retail expansion. 11
Learning Objective: 07-03 Review the four characteristics of retailers that have successfully exploited international growth opport 6
unities.
Learning Objective: 07-04 Identify strategic decisions that must be considered when entering the international marketplace. 11
Learning Objective: 07-05 Discuss the differences between a global retailer and a multinational retailer. 4
Learning Objective: 07-06 Explore the top 250 global retailers. 6
Levy - Chapter 07 43
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dans la sphère de cuivre alla dilater l’hydrogène de l’enveloppe et le
ballon commença à s’élever ; pour activer au besoin la rapidité de
l’ascension il eût suffi d’injecter en outre dans l’enveloppe une
certaine quantité de l’hydrogène comprimé tenu en réserve dans les
obus. Comme on le voit ce dispositif ne nous permettait pas
seulement de nous dispenser de lest, il nous donnait aussi la faculté
précieuse d’atterrir où bon nous semblerait et de repartir ensuite à
notre gré.
Il y avait dans la lente ascension de la machine se délivrant pour
la première fois des chaînes de la pesanteur tant de souple docilité
jointe à tant de majestueuse puissance, que toutes sortes
d’émotions puissantes, — orgueil, admiration, respect presque
religieux de nous-mêmes et de l’œuvre, — firent battre éperdument
nos cœurs. En vérité ces triomphales minutes n’étaient pas payées
trop cher par les inquiétudes, les ennuis et les mille difficultés
exaspérantes au milieu desquelles je me débattais depuis de longs
mois. Lorsque le moment décisif fut arrivé, que nous eûmes atteint
l’altitude suffisante et que Ceintras, fermant pour un instant le tuyau
par lequel l’air chaud arrivait dans l’enveloppe, eut embrayé l’hélice
propulsive, toutes nos querelles, tous nos dissentiments furent
oubliés, et nos mains s’étreignirent tandis que nous cherchions en
vain des mots dignes d’exprimer notre bonheur et notre mutuelle
reconnaissance.
Tout cela était d’un heureux augure et il faut bien dire que rien ne
le démentit. Je n’ai pas, du reste, le dessein de raconter nos
expériences par le menu ; ce serait fastidieux et inutile. Durant les
dix jours qui suivirent, le ballon accomplit plus de 3000 kilomètres et
resta en état de marche sans qu’il eût été nécessaire de renouveler
notre provision d’essence et d’hydrogène. Les menues
mésaventures que nous eûmes à subir ne servirent en définitive qu’à
affermir davantage encore notre confiance. C’est ainsi qu’une fois, à
une centaine de kilomètres de Kabarova, notre moteur resta en
panne par suite d’un excès d’huile et d’un encrassement des
bougies ; le ballon atterrit doucement, nous procédâmes à un
nettoyage rapide des cylindres, puis le moteur fut remis en marche,
le ballon s’éleva de nouveau et nous rentrâmes au port d’attache
avec un retard d’une demi-heure à peine sur l’horaire prévu. Une
seule modification importante fut apportée à la machine durant ces
derniers jours : nous renforçâmes les amortisseurs destinés à éviter
les heurts au moment des atterrissages et nous les disposâmes
d’une façon nouvelle, qui devait nous permettre d’atterrir sans
danger dans des espaces extrêmement restreints.
Je crois également inutile de raconter notre voyage de Kabarova
à la terre François-Joseph. La lente navigation dans les mers
boréales, les brumes opaques qui semblent être là depuis des
siècles et des siècles et ne s’entr’ouvrir qu’avec peine ou
paresseusement pour laisser passer le vaisseau, l’inquiétude
perpétuelle des glaces dans les étroits chenaux d’eau libre à mesure
qu’on se rapproche de la banquise, les icebergs flottant au loin
comme des brumes plus pâles dans la brume, tout cela est connu
par les relations des explorateurs et n’a rien à faire dans mon
histoire, surtout lorsque je pense que mes jours, sans doute, sont
comptés.
Le ballon, dont on n’avait pas eu besoin de démonter la partie
mécanique, fut regonflé et prêt à partir cinq jours après notre
débarquement. Il ne me reste qu’à reproduire ici le document écrit
en double dont nous gardâmes un exemplaire et dont l’autre fut
confié aux soins du capitaine la veille même de notre départ.
« Le 18 août 1905, le Tjörn, bâtiment norvégien, capitaine
Hammersen, a déposé à l’extrémité sud de la terre François-Joseph
MM. Jacques Ceintras et Jean-Louis de Vénasque, sujets français,
domiciliés l’un et l’autre à Paris, 145 bis, avenue de la Grande-
Armée, lesquels sont partis de là le 26 août pour tenter d’atteindre le
Pôle Nord en ballon dirigeable. Un autre document a été remis par
eux à M. Henri Dupont, domicilié à Paris, 75 rue Cujas, chef de
l’équipe d’ouvriers qui les assista durant la période des essais à
Kabarova (Russie). En cas de réussite Hammersen, capitaine du
Tjörn, H. Dupont et les autres hommes de l’équipe confirmeront
l’exactitude des dits documents. En cas d’échec et de disparition
définitive des deux explorateurs, ils sont priés de divulguer les faits
dont ils ont été témoins. MM. Ceintras et de Vénasque tiennent à
cette divulgation moins pour la satisfaction, d’ailleurs légitime, d’être
inscrits au nombre des victimes de la science que pour donner un
exemple et un enseignement à ceux qui, ayant dès à présent conçu,
par suite des progrès de la navigation aérienne, des desseins
analogues, seraient tentés de les réaliser à leur tour. »
CHAPITRE IV
PROPOS ENTRE CIEL ET TERRE