國(guó)際貿(mào)易試卷A2(最終)

廣東工業(yè)大學(xué)試卷用紙，共 廣東工業(yè)大學(xué)試卷用紙，共 7頁(yè)，第#頁(yè)廣東工業(yè)大學(xué)測(cè)驗(yàn)試卷（A）課程名稱(chēng)： 國(guó)際貿(mào)易理論 試卷總分值100分題號(hào)二三四五八七八九十總分評(píng)卷得分評(píng)卷簽名復(fù)核得分題號(hào)二三四五八七八九十總分評(píng)卷得分評(píng)卷簽名復(fù)核得分復(fù)核簽名I.TranslatethefollowingintoChinese〔5%〕..wto：.OECD:.TRIPS:.VERs:.GNI:II.Makethebestchoice〔15%〕.〔〕1. isseenasawaytostimulategainsineconomicefficiencybygivingnewprivateownersapowerfulincentive—therewardofgreaterprofits—tosearchforincreasesinproductivity,toenternewmarkets,andtoexitlosingones.A.deregulation B.creationofalegalsystemC.privatization D.others〔〕firsttheoryofinternationaltrade, ,emergedinEnglandinthemid-16thcentury.A.ComparativeadvantagetheoryB.absoluteadvantagetheoryC.H-Otheory D.mercantilism〔〕3.Ina ,certainsectorsoftheeconomyarelefttoprivateownershipandfreemarketmechanismswhileothersectorshavesignificantstatownershipandgovernmentplanning.A.Planedeconomy B.mixedeconomyC.commandeconomy D.centraleconomy〔〕4.AlocalcontentrequirementisarequirementthatsomespecificfractionofagoobeA.produceddomestically B.producedinabroadC.producedathome D.producedglobally〔〕5.Asubsidyisa toadomesticproducer.A.Personalpayment B.producerpaymentC.governmentpayment D.firmpayment〔〕6. isbasedontradition,precedent,andcustom.theocraticlaw B.commonlawC.continentlaw D.civillaw〕7.CooperationbetweenmanagementandlaborcanbeachievedatalowercostinaculturewherethevaluesystememphasizesA.thevirtueofbravethevirtueofself-confidentA.thevirtueofbravethevirtueofloyalty D.love〔〕8. referstotheestablishmentofanewoperationinaforeigncountry.A.mergering B.acquiringC.greenfieldinvestment〔〕9.Tounderstandaboutanimporttariffiswhosuffersandwhogains,whichiscorrect?A.Thegovernmentlose B.DomesticproducersgainC.Consumersgains D.Domesticproducerslose〔〕10.RaymondVernoninitiallyproposedtheproductlife-cycletheoryinthemid-1960s.A.Comparativeadvantage B.H-OtheoryC.productlife-cycle D.newtradetheory〔〕11. pointsouttheimportanceofcountryfactorssuchasdomesticdemandanddomesticrivalryinexplaininganation'dosminanceintheproductionandexportofparticularproducts.A.Smith B.RicardoC.Heckscher-Ohlin D.Porter〔〕12.TheWTOwasfoundedintheyearof〔~~〕13.WhichisnotthepartoftheWTOagreement?A.TRIPsD.NAFTA〔〕14.Dumpingisdefinedassellinggoodsinaforeignmarketat theircostsofproductionorassellinggoodsinaforeignmarketatbelowtheirvalue.A.upon B.belowC.equal D.others〔〕15.Themaintenetofmercantilismwasthatitwasinacountry'sbestintereststomaintaina ,toexportmorethanitimported.A.tradebudget B.tradegainsC.tradedeficit D.tradesurplusFillintheblanks〔22.5%〕..Thepolitical,economic,andlegalsystemsofacountrycanhaveaprofoundimpactonthelevelofeconomicdevelopmentandhenceontheattractivenessofacountryasapossiblemarketorproductionlocationforafirm..IslamicLawisthemostwidelypracticedtheocraticlawsysteminthemodernworld..Inapuremarketeconomy,allproductiveactivitiesareprivatelyowned,asopposedtobeingownedbythestate.Thegoodsandservicesthatacountryproducesarenotplannedbyanyone..Thosewhomakethisargumentdefinrinnovitionbroadlyincludenotjustnewproductsbutalsonewprocesses,neworganizations,newmanagementpractices,andnewstrategies.5.Inamarketeconomy,anyindividualwhohasaninnovativeideaisfreetotrytomakemoneyoutofthatideabystartingbusiness.Ricardo,tsheoryofcomparativeadvantageoffersanexplanationintermsofinternationaldifferencesinlaborproductivity..PaulKrugmandevelopedwhathascometobeknownasthenew tradetheory..MichaelPorterdevelopedatheoryreferredtoasthetheoryofnationalcompetitiveadvantage.his1776landmarkbookTheWealthofNations ,AdamSmithattackedthemercantilistassumptionthattradeisazero-sumgame.Smitharguedthatcountriesdifferintheirabilitytoproducegoodsefficiently..AccordingtoSmith,countriesshouldspecializeintheproductionofgoodsforwhichtheyhaveanabsoluteadvantageandthentradetheseforgoodsproducedbyothercountries..Economicofscaleareamajorsourceofcostreductionsinmanyindustries,fromcomputersoftwaretoautomobilesandfrompharmaceuticalstoaerospace..Tradepolicyusessevenmaininstruments:tariffs,subsidies,importquotas,voluntaryexportrestraints,localcontentrequirements,administrativepolicies,andantidumpingduties..Subsidiestakemanyforms,includingcashgrantsjow-interest loans,taxbreaks,andgovernmentequityparticipationindomesticfirms.Policiesaredesignedtopunishforeignfirmsthatengageindumping ..Atariffisataxleviedonimports(orexports).Pleasebrieflydefineorexplainthefollowing〔20%〕1parativeAdvantage:2.Intellectualproperty3mandeconomy:V.CaseAnalysis〔17.5%〕.Starbuck'sForeignDirectInvestmentThirtyyearsago,StarbuckswasasinglestoreinSeattle'sPikePlaceMarketsellingpremiumroastedcoffee.Todayitisaglobalroasterandretailerofcoffeewithsome13000

stores,morethan3750ofwhicharetobefoundin38foreigncountries.StarbucksCorporationsetoutonitscurrentcourseinthe1980swhenthecompany'sdirectorofmarketing,HowardSchultz,camebackfromatriptoItalyenchantedwiththeItaliancoffeehouseexperience.Schultz,wholaterbecameCEO,persuadedthecompany'sownerstoexperimentwiththecoffeehouseformat--andtheStarbucksexperiencewasborn.Thestrategywastosellthecompany'sownpremiumroastedcoffeeandfreshlybrewedespresso-stylecoffeebeverages,alongwithavarietyofpastries,coffeeaccessories,teas,andotherproducts,inatastefullydesignedcoffeehousesetting.Thecompanyalsofocusedonprovidingsuperiorcustomerservice.Reasoningthatmotivatedemployeesprovidethebestcustomerservice,Starbucks'executivesdevotedalotofattentiontoemployeehiringandtrainingprogramsandprogressivecompensationpoliciesthatgaveevenpart-timeemployeesstockoptiongrantsandmedicalbenefits.TheformulaledtospectacularsuccessintheUnitedStates,whereStarbuckswentfromobscuritytooneofthebest-knownbrandsinthecountryinadecade.In1995,with700storesacrosstheUnitedStates,Starbucksbeganexploringforeignopportunities.ItsfirsttargetmarketwasJapan.AlthoughStarbuckshadresistedafranchisingstrategyinNorthAmerica,whereitsstoresarecompanyowned,StarbucksinitiallydecidedtolicenseitsformatinJapan.However,thecompanyalsorealizedthatapurelicensingagreementwouldnotgiveitthecontrolneededtoensurethattheJapaneselicenseescloselyfollowedStarbucks'successfulformula.Sothecompanyestablishedajointventurewithalocalretailer,SazabyInc.Eachcompanyhelda50percentstakeintheventure,StarbucksCoffeeofJapan.Starbucksinitiallyinvested$10millioninthisventure,itsfirstforeigndirectinvestment.TheStarbucksformatwasthenlicensedtotheventure,whichwaschargedwithtakingoverresponsibilityforgrowingStarbucks'presenceinJapan.TomakesuretheJapane搜索弓［擎優(yōu)化perationsreplicatedthe"Starbucksexperience"inNorthAmerica,StarbuckstransferredsomeemployeestotheJapaneseoperation.ThelicensinginagreementrequiredallJapanesestoremanagersandemployeestoattendtrainingclassessimilartothosegiventoU.S.Employees.TheagreementalsorequiredthatstoresadheretoinStates.stockoptionplanforallJapaneseemployees,makingitthefirstcompanyinJapantodoso.SkepticsdoubtedthatStarbuckswouldbeabletoreplicateitsNorthAmericansuccessoverseas,butby2006Starbuckshadover600storesinJapanandplannedtocontinueopeningthematabriskpace.AfterJapan,thecompanyembarkedonanaggressiveforeigninvestmentprogram.In1998,itpurchasedSeattleCoffee,aBritishcoffeechainwith60retailstores,for$84million.AnAmericancouple,originallyfromSeattle,hadstartedSeattleCoffeewiththeintentionofestablishingaStarbucks-likechaininBritain.Inthelate1990s,StarbucksopenedstoresinChina,Singapore,Thailand,NewZealand,SouthKorea,andMalaysia.InAsia,Starbucks'mostcommonstrategywastolicenseitsformattoalocaloperatorreturnforinitiallicensingfeesandroyaltiesonstorerevenues.AsinJapan,Starbucksinsistedonanintensiveemployeetrainingprogramandstrictspecificationsregardingtheformatandlayoutofthestore.However,Starbucksbecamedisenchantedwithsomeofthestraightlicensingarrangementsandconvertedseveralintojoint-venturearrangementsorwhollyownedsubsidiaries.InThailand,forexample,StarbucksinitiallyenteredintoalicensingagreementwithCoffeePartners,alocalThaicompany.Underthetermsofthelicensingagreemen, CoffeePartnerswererequiredtoopenatleast20StarbuckscoffestoresinThailandwithinfiveyears.However,CoffeePartnersfounditdifficulttoraisefundsfromThaibankstofinancethisexpansion.InJuly2000,StarbucksacquiredCoffeePartnersforabout$12million.ItsgoalwastogaintightercontrolovertheexpansionstrategyinThailand.By2002,StarbuckswaspursinganaggressiveexpansioninmainlandEurope.Asitsfirstentrypoint,StarbuckschoseSwitzerland.DrawingonitsexperienceinAsia,thecompanyenteredintoajointventurewithaSwisscompany,BonAppetitGroup,Switzerland'slargestfoodservicecompany.BonAppetitwastoholdamajoritystakeintheSwisscompany