A cross-border strategic alliance can help foreign partners from an operational perspective because the local partner can share information about factors contributing to competitive success

High levels of trust allow less formal contracts to govern the relationship between alliance partners and increase the likelihood of alliance success

A related acquisition involves two firms in the same industry

In a vertical complementary alliance, firms share some of their resources and capabilities from the same stage of the value chain to create a competitive advantage

The “regionalization” environmental trend means that firms can focus on a region (customization) but also have some standardization or sharing within the region

A U.S. manufacturer of pigments for household paint that exports about 40 percent of its production to European markets will find its sales will be harmed by a weak dollar

RoserOpp Corp. has begun to increase its commitment to international diversification. Stakeholders should expect an initial decrease in returns, followed by a quick increase as RoserOpp learns how to manage its increased geographic diversification

If a large Asian cosmetics firm was to engage in a 50–50 partnership with a large American chemical company to form a new company focused on creating advanced skin care products, this would be considered a joint venture

Viewing the world through the customer’s eyes and constantly seeking ways to create more value for the company enhances:

Cooperation in slow-cycle markets is extremely rare because these industries are declining