11. (p. 279) When the need for national responsiveness is high and the need for global integration is high, a multi-domestic strategy is appropriate. 

12. (p. 279) International strategies are characterized by increased international standardization of products and services. 

13. (p. 280) Strategy formulation attempts to provide management with accurate forecasts of trends that relate to external changes in geographic areas where the firm is currently doing business. 

14. (p. 282) External resource analysis helps the firm to evaluate its current financial strengths and weaknesses. 

15. (p. 284) Profitability and marketing goals almost always dominate the strategic plans of today’s multinational corporations. 

16. (p. 284) Firms that have done well domestically with a product usually have done so because the competition is effective. 

17. (p. 285) In choosing a location, today’s MNC has two primary considerations: the country and the specific locale within the chosen country. 

18. (p. 286) In selecting a geographic location to operate, Japanese firms favor heavily unionized areas. 

19. (p. 290) In emerging economies undergoing rapid changes such as privatization, governments have generally been apprehensive and uncooperative with MNCs. 

20. (p. 296) The term “born global” is used for firms that engage in significant international activity a short time after being established.