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

Research suggests that the performance of the global strategy is enhanced if it deploys in areas where regional integration among countries is occurring

Only about 50 percent of cooperative strategies succeed

Nonequity strategic alliances are formed when one partner owns a much larger (or inequitable) share of the joint venture than do the remaining partner(s)