International Economics & Policy

1st Block Assessment

Case Study

After a decade since the end of civil unrest, Angola economy started an intense reconstruction process, boosted by booming economy based on oil exports and diamonds. During this on-going phase, the Angolan economy has increasingly become an important player in Southern Africa international trade, with imports as a critical part of the economy. Thus, controls on imports needed tightening to secure duties and taxes, previously lost.
The government launched a massive customs modernization program, including radical legal changes which could impose large penalties to non-compliant economic operators. Part of this challenge laid in communicating new obligations to importers with appropriate dissemination.
Since January 2002, Bureau Veritas has been contracted to conduct Pre-Shipment Inspections (PSI) for the Angolan Government. The main objective was to tighten customs controls to increase revenues from duties and taxes on goods entering Angola. Bureau Veritas implemented a dedicated structure in Angola with 60 employees in the capital Luanda and nearly 30 additional employees in 5 provinces: Cabinda and Soyo in the North, Lobito in the South, Namibe further South and Santa Clara at the border with Namibia. 
Bureau Veritas built up a comprehensive database relating to import certificates issued which it, continuously shares with customs authorities as well as other offices in Angola. In parallel, Bureau Veritas became responsible for communicating to both importers and exporters all new regulations established by Angolan Authorities. 
Seminars and workshops were held to raise the understanding of the new obligations, not only in Angola but also in some of its key trade partner nations: Portugal, South Africa, and Brazil. Bureau Veritas approach is to treat importers as clients, supporting their needs to understand all new regulations and increase awareness to avoid penalties and delays. 
Bureau Veritas worldwide network has been greatly appreciated by the client; the network structure was adapted to suit Angola´s needs. Customs officials have received necessary training and Bureau Veritas continuously shares information to support controls.
The Angolan Customs authorities report excellent results after the implementation of their modernization program. From revenue receipts of $200 million on imports in 2002, the figure rose to $3.797 billion in 2010, a remarkable improvement of nearly 1800% in 7 years. Tighter legal, and customs controls have led to greater confidence in trading with the country. Correct revenues are being paid and it is widely recognised that they are contributing to the financial health of the nation’s economy. 
The speed of processing imports also improved, dropping from an average of 40 days to 10-15 days currently. Close communication with importers and exporters reduced misinterpretation of legal obligations. Angola also benefits from detailed reporting of inspection certificates, a comprehensive and updated valuation database of imported goods, as well as online access to documents related to imports subject to PSI. Permanent communication between Customs officials and Bureau Veritas proved to be beneficial for this partnership

 Question 1
10 / 10 pts
Agola economy started reconstruction process boosted by booming economy based on __
   
Oil exports & diamond
 
   
diamond
 
   
gold
 
   
Bronze
 
 
Question 2
10 / 10 pts
Bureau Veritas Has been contracted to conduct__ for Angolan government
   
Shipment
 
   
none of the above
 
   
Pre-shipment inspections
 
   
both a & b
 
 
Question 3
10 / 10 pts
The government launched massive____ which could impose penalties on non-compliant economic operators
   
Rules
 
   
Schemes
 
   
Regulations
 
   
Customs modernization programs
 
 
Question 4
10 / 10 pts
Speed of import processing dropped from average 40 to ___
   
10-15 days
 
   
20-30 days
 
   
12-15 days
 
   
10-25 days
 
 
Question 5
10 / 10 pts
____ and customs controls have led to greater confidence in trading within the country
   
legal
 
   
all of the above
 
   
Tighter Legal
 
   
both a & b
 
 
Question 6
10 / 10 pts
The main objective of the government was to increase ____ from duties and taxes from goods entering Angola
   
none of the above
 
   
Sales
 
   
Revenues
 
   
Profit
 
 
Question 7
10 / 10 pts
Bureau Veritas implemented a dedicated structure in Angola with _______employees in the capital Luanda
   
30
 
   
20
 
   
60
 
   
40
 
 
Question 8
10 / 10 pts
___ became an important player in south African International trade.
   
Angolan Economy
 
   
New Zealand
 
   
Australia
 
   
All of the above
 
 
Question 9
10 / 10 pts
____ became responsible for communicating to both importers and exporters all new regulations established by Angolan Authorities.
   
none of the above
 
   
Government
 
   
Norway
 
   
Bureau Veritas
 
 
Question 10
10 / 10 pts
Bureau Veritas approach is to treat importers as clients, to understand all new regulations and increase awareness to avoid ___
   
Both a & b
 
   
penalties
 
   
Tax
 
   
penalties and delays

2nd Block Assessment

Case Study

After periods of civil disturbance, the Côte d'Ivoire government needed to reinforce the country’s economy. One way was to modernize customs control. The Ministry of Finance wanted to encourage international trade, while also making sure that correct import duties and taxes are paid. To achieve these goals, the government focused on the country’s seaports, especially its main port in Abidjan. To attract trade, it was important to make the ports more efficient and secure. New customs and security systems were needed to maximize revenues and also to prevent illegal trade.
The government decided to implement a scanner for inspecting imported goods inside containers at the port of Abidjan. To install and operate the scanner, Bureau Veritas (through its subsidiary dedicated to facilitating trade, Bivac) was chosen because of its strong technical expertise. The government invested in the most modern scanner available. There are only two others like it in the world: one on the UK side of the Channel Tunnel, the other at the port of Marseille. It is bigger than other scanners and can be used to inspect two 40-foot containers at the same time. Up to 30 containers can be checked every hour. The scanner is extremely sensitive. For example, trained staff can look at the color x-ray image and see the difference between a new and a used car tire. Another example: they can count exactly how many computers are inside a container, then compare with the number of computers declared on transport documents. If an extra tax or duty needs to be paid, it can be decided almost instantly. As a result, illegal or undeclared items can be found quickly and easily. The Bureau Veritas team works closely with Customs officials. A certificate is given to each container that passes the scanning. Customs can then authorize the container. About 50 Bureau Veritas staff are based at the Port of Abidjan, with two teams of 6 people who are trained to analyze the images.
The new scanner began operating in early 2006. There are many advantages. Imported goods are now being cleared by Customs more quickly. The port of Abidjan can serve more customers in less time. It is building a reputation for being more modern, secure and efficient. The systems are now in place to increase revenues from import duties and taxes. Information about containers and the goods they carry is shared with Customs in a quick, efficient way. Bureau Veritas is working in close partnership with the Customs Department to provide a reliable and effective service.

Question 1
10 / 10 pts
The government decided to implement a ____ for inspecting imported goods inside the container
   
Device
 
   
Tool
 
   
scanner
 
   
Technique
 
 
Question 2
10 / 10 pts
After periods of civil disturbance, the government needed to reinforce the country’s ____
   
Growth
 
   
none of the above
 
   
economy
 
   
Technology
 
 
Question 3
10 / 10 pts
To achieve these goals the government focused on the country’s seaports, especially its main port in _____
   
Australia
 
   
Both a & b
 
   
Abidjan
 
   
Sweden
 
 
Question 4
10 / 10 pts
Trained staff can look at the color ___ image and see the difference between a new and a used car tire
   
x-ray
 
   
z- ray
 
   
Blurr
 
   
all of the above
 
 
Question 5
10 / 10 pts
The port of Abidjan can serve ____ customers in less time
   
Less
 
   
28
 
   
more
 
   
34
 
 
Question 6
10 / 10 pts
New customs and security systems were needed to maximize revenues and also to prevent ____
   
Both a & c
 
   
Delays
 
   
Illegal trade
 
   
Loss
 
 
Question 7
10 / 10 pts
The new scanner began operating in early ___
   
2008
 
   
2005
 
   
2006
 
   
1987
 
 
Question 8
10 / 10 pts
There are only two others like (scanners)it in the world: one on the UK side of the Channel Tunnel, the other at the port of ____
   
Marseille
 
   
Germany
 
   
Both a & b
 
   
Port Blair
 
 
Question 9
10 / 10 pts
A certificate is given to each container that passes the ____
   
None of the above
 
   
Drawing
 
   
scanning
 
   
Creating
 
 
Question 10
10 / 10 pts
It is bigger than other scanners and can be used to inspect two _____ at the same time
   
50-foot containers
 
   
10-foot containers
 
   
20-foot containers
 
   
40-foot containers
 

3rd Block Assessment

Case Study

The Central African Republic wished to implement a program to manage the sustainable harvesting of its forests and natural resources and ensure efficient and accurate collection of export duties on derived wood products. The diversity and scope of the Congo Basin’s ecosystems constitute one of the world’s premier forest resources and are subject to intense economic pressure. Since 2005, the Government has been focusing on strengthening all actions undertaken to promote wood products exports (logs and sawn timber), while enforcing established rules and regulations for the industry, and has sought to bring all forest concessions under durable and responsible management (end 2011).
Bureau Veritas and its subsidiary BIVAC RCA, working closely with authorities (Ministries of Finance, Commerce, Water and Forests, Hunting and Fishing), have developed a verification program for exported forest products guaranteeing the collection of export duties.
The program comprises:
1) Inspection, identification, and tagging of all logs and sawn wood for export in compliance with international rules
2) Implementation of an accurate and reliable duties collection system for all wood product exports
3) Set-up of an audit trail, from the production location to the port of shipment via the primary border crossings into Cameroon
4) Training local BIVAC RCA inspectors and agents of the administration.
By 2014, all wood from the Central African Republic slated for shipment to the EU must have a license guaranteeing the legality and traceability of exported wood products.
Since 2005 wood products for export are identified, quantified, inspected and traced from the Central African Republic to the point of shipment. At the end of 2011, the state signed onto the Forest Law Enforcement Government and Trade (FLEGT) through voluntary partnership agreements with the European Union. Bureau Veritas and its subsidiary BIVAC RCA have a direct impact on the FLEGT process by ensuring inspection and traceability of products produced through sustainable development, ensuring recognition in terms of ethics, professionalism, and transparency about all actors in the wood industry (public and private sector), and guaranteeing optimized duty collection.

Question 1
10 / 10 pts
_____wished to implement a program to manage the sustainable harvesting of its forests
   
The central African Republic
 
   
New Zealand
 
   
All of the above
 
   
U.S
 
 
Question 2
10 / 10 pts
Government has been focusing on strengthening all actions undertaken to promote _____ exports
   
Bronze
 
   
wood products
 
   
Brass
 
   
Glass
 
 
Question 3
10 / 10 pts
At the end of 2011, the state signed onto the _____ through voluntary partnership agreements with the European Union
   
Policy
 
   
both a & b
 
   
Treaty
 
   
Forest Law Enforcement Government and Trade (FLEGT)
 
 
IncorrectQuestion 4
0 / 10 pts
verification program for exported forest products comprises - Inspection, _____of all logs and sawn wood for export in compliance with international rules
   
identification and tagging
 
   
Identification
 
   
scrutiny
 
   
Tagging
 
 
Question 5
10 / 10 pts
Bureau Veritas and its subsidiary BIVAC RCA have a direct impact on the ______ process
   
FLEGT
 
   
All of the above
 
   
Growth
 
   
Economy
 
 
Question 6
10 / 10 pts
Bureau Veritas focussed on ____
   
Ensuring recognition in terms of ethics
 
   
All of the above
 
   
Inspection
 
   
Traceability of products produced through sustainable development
 
 
Question 7
10 / 10 pts
The diversity and scope of the Congo Basin’s ecosystems constitute one of the world’s premier ____
   
Both a & b
 
   
Water resources
 
   
wildlife
 
   
forest resources
 
 
Question 8
10 / 10 pts
all wood from the Central African Republic slated for shipment to the EU must have a _____
   
None of the above
 
   
license
 
   
Authority
 
   
Permission
 
 
IncorrectQuestion 9
0 / 10 pts
Implementation of an accurate and reliable duties collection system for all wood product exports is looked after by ___
   
Both a & b
 
   
Bureau Veritas
 
   
BIVAC RCA
 
   
Government
 
 
Question 10
10 / 10 pts
Bureau Veritas has a subsidiary named ____
   
BIVAC RCA
 
   
Abidjan
 
   
Angolan
 
   
Ban thang

4th Block Assessment

Case Study

The Company Infinity Air was founded in 1977 by Jimmy Wu, the child of immigrants from China. The company, a manufacturer and distributor of new and refurbished aircraft parts for the commercial aerospace industry, has sold $63 million in products and services to customers in 60 countries. The export of parts alone accounts for more than half of total worldwide sales. Five aircraft manufacturers, including Boeing, account for 80 percent of Infinity Air’s repairs and spare parts. Aircraft serviced are mainly Boeing’s 737-600-900 series, 767 twin-aisle, 747-400, and 777 aircraft. Today, the company employs 115 people and operates out of a 160,000-square-foot facility in southern California, with two additional locations in Seattle and Miami. Because the business is global, Wu has plenty of lower-cost competitors, and he can’t compete on a dollar-for-dollar basis with low-wage countries in Asia. His higher costs coupled with fluctuations in the business cycle were constant worries. Wu says that Infinity Air competes on innovation and business processes. “Because of these processes,” he says, “We perform the service in less time and have a strong reputation for reliability and technical support—that’s the key to our international success.” For example, Infinity uses technology to manage customers’ procurement and repair. “We constantly try to be imaginative in everything we do—to make the best products, deliver the best service.” Wu said he also relies on free trade agreements to give him a competitive edge, though they are not a substitute for creativity and innovation. While Korea has always been a good market for Infinity Air, it’s getting even better now with the U.S.- Korea Free Trade Agreement. “It put a spring in the step of our business there. Korea is a huge market for us, and with the trade agreement in place, the market just got a whole lot bigger. We’ve already seen a spike in sales, with new orders coming from the Korean government for maintenance on regional jets, helicopters,

Note: this is a timed quiz. You may check the remaining time you have at any point while taking the quiz by pressing the keyboard combination SHIFT, ALT, and T... Again: SHIFT, ALT, and T...

 Question 1
10 / 10 pts
Infinity Air competes on innovation and ___
   
business process
 
   
organizations
 
   
all of the above
 
   
Creativity
 
 
Question 2
10 / 10 pts
company employs ______ people
   
115
 
   
123
 
   
567
 
   
345
 
 
Question 3
10 / 10 pts
The Company Infinity Air was founded in ____
   
1977
 
   
1987
 
   
2003
 
   
1978
 
 
Question 4
10 / 10 pts
Infinity air is getting new orders coming from ___ for maintenance on regional jets & helicopter.
   
Korean government
 
   
US government
 
   
none of the above
 
   
Angolan government
 
 
Question 5
10 / 10 pts
The export of parts of aircrafts alone accounts for ___ than half of the total worldwide sales
   
very less
 
   
less
 
   
more
 
   
both a & b
 
 
Question 6
10 / 10 pts
Infinity Air do not substitute for Creativity and __
   
Capital
 
   
Labor
 
   
technology
 
   
Innovation
 
 
Question 7
10 / 10 pts
Jimmy Wu was known as ___
   
Innovator
 
   
none of the above
 
   
the child of immigrants from China
 
   
technocrat
 
 
Question 8
10 / 10 pts
the company operates out in southern California, with two additional locations in _____
   
none of the above
 
   
Miami
 
   
both a & b
 
   
Seattle
 
 
Question 9
10 / 10 pts
Infinity Air has plenty of ____ competitors
   
Lower cost
 
   
Higher cost
 
   
Medium cost
 
   
High cost
 
 
Question 10
10 / 10 pts
Infinity air was a manufacturer and distributor of new and refurnished ___
   
Nuts
 
   
aircraft parts
 
   
Both a & b
 
   
Screws

5th Block Assessment

Case Study

Zeigler Brothers began in 1935 by selling livestock feed to farmers near Gettysburg, Pennsylvania. Brothers Ty and Leroy ran the business until Leroy’s son, Tom, took over and changed direction to focus on research and development of specialty animal foods and aquatic diets. Today, the company has two manufacturing facilities in Pennsylvania and two in Mexico, supplies 300 different products, and sells to 50 countries. Zeigler Brothers is a 2013 recipient of the President’s “E” Award for Exports. Chris Stock is the international sales manager. Most of the challenges faced by the company are in the form of helping customers deal with localized issues such as diseases that affect the fish species being farmed. Other concerns include how to find and perform due diligence of prospective customers and to make sure we understand the environmental regulations in the countries in which it does business. Zeigler had a fire about 6 years ago that devastated one of its production facilities. According to Stock, “The fire helped us to become more efficient, to make the most of what we have, and to modernize some things as well. We made the most out of what was a terrible situation and didn’t skip a beat. Our customers are very loyal. And they helped see us through. And it’s amazing how far the company has come since that fire not so long ago.” Zeigler needed to grow, and to do that, it opted to expand its exports, which grew rapidly during the past 5 years and now represents a bit more than 50 percent of total sales. Zeigler now exports to 40–50 different countries every year. Zeigler focuses on markets that could be classified as having more risks than others, such as Nigeria and Ghana in West Africa, and Vietnam, the Philippines, Thailand, and Indonesia in Southeast Asia. India and China are also included. Said Stock, “Africa is on the cusp, I think. A lot of people see the opportunity, so it’s a great time to get in early because it’s a huge emerging middle class that’s developing there with spending power. They need things more than any other part of the world. They Chris Stock with customers in Vietnam Success Story: Zeigler Brothers 43 have a lack of access to some of the higher-tech products and things that the United States can offer.” Another solution for Zeigler is the U.S. Commercial Service, which Stock calls “a reliable go-to kind of hub.” “In general, we come to them when we have export regulatory issues and we need somebody inside the government to guide us. A big thing about exporting is knowing that you don’t know it all and you’re always going to need support. The government has helped bring us into new markets. We went on a trade mission to Ghana when we were getting our Africa business warmed up and met people there that are clients now and important partners.” Stock believes the company is better as a result of its exporting efforts. “It challenges us. We can take opportunities and things we learn in one country and apply them elsewhere. So we’re always learning and one of the great parts about our job is we’re connecting people throughout the world and bringing ideas from one place to the other, whether or not they directly impact our product. We’re a facilitator and our customers see that. And I think it’s a very strong point when they get to know us is that we’re connected throughout the world and bringing solutions from one corner to the next.” One concrete example is making our products easier to use. Stock said: “In Southeast Asia, we were struggling with language barriers. We’ve been very ingrained in Latin America, very comfortable working with bilingual Spanish products and clients. But as we enter the Southeast Asian market we encounter the diversity of languages. Also because we’re in agriculture, one of the end-users of our products may have limited education or ability to read—so our products can be technical, and how do we overcome these hurdles? And so we’ve begun developing and incorporating visual aids, videos, icons, logos, things that will help them understand how to use the product, what it’s designated for. And we’re able to take that and apply it elsewhere because it is a universal need, but it’s being driven by a specific market area force at the moment.” Perhaps the biggest lesson is that exporting is a “no-brainer.” Stock said: “You should be exporting. If you’re not, start learning about it, talk to other exporters and just go for it. I think the key things to exporting are persistence and patience. You have to realize that when you get in this, it may not be immediate sales, it may take years, but you have to have a long-term vision. If you’re willing to go through a couple of ups and downs, it can pay off in dividends. If you don’t enter the export market, you’re limiting your sales in a big way, no doubt about it.”
Question 1
10 / 10 pts
Zeigler Brothers is a 2013 recipient of the ____ for Exports
   
None of the above
 
   
Innovator award
 
   
Prestige award
 
   
President’s “E” Award
 
 
Question 2
10 / 10 pts
exporting is a ___
   
Gamble
 
   
Experience
 
   
Game
 
   
no-brainer
 
 
Question 3
10 / 10 pts
Zeigler needed to grow, and to do that, it opted to expand its exports, which grew rapidly now represent a bit more than _____ of total sales
   
30%
 
   
23%
 
   
40%
 
   
50%
 
 
Question 4
10 / 10 pts
Zeigler is the _____
   
All of the above
 
   
U.S. Commercial Service
 
   
Owner
 
   
Competitor
 
 
Question 5
10 / 10 pts
Zeigler now exports to ___ different countries every year.
   
34-89
 
   
40–50
 
   
20-56
 
   
23- 56
 
 
Question 6
10 / 10 pts
challenges faced by the company are in the form of helping _____ with localized issues
   
Consumers
 
   
None of the above
 
   
customers deal
 
   
Needy
 
 
Question 7
10 / 10 pts
Zeigler had a fire about 6 years ago that devastated one of its ____ facilities
   
production
 
   
Both a & b
 
   
Manufacturing
 
   
Technical
 
 
Question 8
10 / 10 pts
Exports go through a couple of up and down but it can pay off in ___
   
Dividends
 
   
Installments
 
   
specific time-bound
 
   
some time
 
 
Question 9
10 / 10 pts
Zeigler focuses on markets that could be classified as having ___ risks than others
   
all of the above
 
   
Medium
 
   
more
 
   
Less
 
 
Question 10
10 / 10 pts
key things to exporting are ____ and patience.
   
persistence
 
   
dividends
 
   
International relations
 
   
Capital
 

Full Syllabus Assessment

Case Study

In October 2016, Shenzhen-based networking and telecommunications equipment and services company Huawei Technologies Ltd. (Huawei) unveiled it is 14-port and 3-D Hexa-beam antennas to address the challenges associated with the 4.5G and 5G era at the 5th Annual Global Antenna and Active Antenna Unit Forum held in Paris. Commenting on the launch, Zhang Jiayi, president of Huawei’s antenna business unit, said, “Huawei focuses on satisfying the requirements of operators in the MBB (mobile broadband) era.” 
Founded in 1987 in Shenzhen by Ren Zhengfei (Ren), a former military engineer in the People’s Liberation Army (PLA) – the unified organization of the armed forces of China, Huawei started as a sales agent for a Hong Kong-based company selling private branch exchange (PBX) switches. Soon, the company innovated and started selling its PBX switches. Having established its domination over the Chinese telecommunications market, the company entered the global markets of Russia and Africa in 1996 and later mature markets such as the US and Europe.
The origin of Huawei Technologies Ltd. (Huawei) dated back to 1987 when Ren Zhengfei (Ren), a former military engineer in the People’s Liberation Army (PLA), founded the company in Shenzhen to make it the backbone of China’s communications industry.

The company started as a sales agent for a Hong Kong company selling private branch exchange (PBX) switches with an initial investment of US$ 3400. By 1990, it had acquired enough resources to open its first research laboratory. In the same year, i.e. 1990, the company made its PBX and started selling the switches to hotel networks at prices lower than those of imported devices 
HUAWEI’S INTERNATIONALIZATION STRATEGY
In the mid-1990s, the Chinese domestic telecommunications networking equipment market was dominated by giant international telecom equipment companies. Their dominance led to Huawei having a relatively weaker position in China. Ren believed that the Chinese telecommunications market was the largest and among the most open markets in the world attracting global telecommunication giants to the country. As a result, he felt, “The best food has all been eaten up by the global giants and what we can do is to have those leftovers.” This prompted Huawei to consider entering international markets. Commenting on its international expansion, Ren, said, “We were forced to go into the international market for our very survival.”
CHALLENGES IN THE GLOBAL TELECOM MARKETS
Though Huawei achieved huge success in several global markets, the US was a different story altogether. Despite bidding several times since the company first entered America, Huawei failed to win a single big contract from top-tier carriers such as AT&T, T-Mobile, and Verizon. The US telecom companies had had long relationships with home-grown suppliers such as Lucent, Motorola, and Cisco. Moreover, the US telecom majors felt that while the telecom equipment manufactured by Huawei was fine for emerging markets, it was not reliable or suitable for the 24/7 service required by networks in the US. Though by 2011, Huawei had developed some of the most innovative and fastest equipment in the telecom industry, it continued to face resistance in the US...

While Huawei was making several efforts to crack the global telecom markets, in July 2015, Malcolm Turnbull, Communications Minister, Australia, stated that amidst security threats, telecom companies in Australia had been barred from using equipment from Huawei and ZTE. This meant that Huawei would lose its existing business in Australia since it provided equipment for consumer devices and backend networks for Vodafone and Optus. There could also be more trouble in store for Huawei with the Pentagon and the US military announced plans in October 2015 to ban the use of Huawei equipment.

In November 2016, when the US telecom market announced its plans to build the nation’s 5G wireless network, Huawei was also gearing up to roll out its 5G wireless network by 2020. Though Huawei had earlier stated that it had given up on the US market, Ren hinted that the company had not given up on the country permanently and that it planned to make a “glorious” return to the US. However, Huawei stated that it would not focus on the US market currently but would concentrate on other global markets. According to Ken Hu (Hu), Huawei’s CEO-in-rotation, “For our 5G strategy, we currently focus on markets like China and Japan among others. In the US right now, we’re not making significant progress and we don’t have big plans for that market.” ....

 
Question 1
10 / 10 pts
5th Annual Global Antenna and Active Antenna Unit Forum was held in ____.
   
Paris
 
   
London
 
   
Hongkong
 
   
Sweden
 
 
Question 2
10 / 10 pts
Ren Zhengfei (Ren), a former military engineer in the People’s Liberation Army (PLA), founded the company in Shenzhen to make it the backbone of_______.
   
Telecom industry
 
   
Economy
 
   
None of the above
 
   
China’s communications Industry
 
 
Question 3
10 / 10 pts
____ the president of Huawei’s antenna business unit.
   
Both b & c
 
   
Jimm see chnn
 
   
Shan ghai
 
   
Zhang Jiayi
 
 
Question 4
10 / 10 pts
Chinese domestic telecommunications networking equipment market was dominated by giant ____ telecom equipment companies.
   
National
 
   
State
 
   
Regional
 
   
international
 
 
Question 5
10 / 10 pts
Huawei started as a sales agent for a Hong Kong-based company selling ____ switches.
   
Complex
 
   
Multiple
 
   
private branch exchange (PBX)
 
   
Both a & b
 
 
Question 6
10 / 10 pts
Huwaei started selling the switches to ____ at prices lower than those of imported devices
   
Cable
 
   
5g
 
   
all of the above
 
   
hotel networks
 
 
Question 7
10 / 10 pts
Telecom companies in Australia had been barred from using equipment from Huawei and ______
   
US
 
   
Sweden
 
   
ZTE
 
   
Hongkong
 
 
Question 8
10 / 10 pts
US telecom majors felt that while the telecom equipment manufactured by Huawei was fine but was not suitable for the ______service required by networks in the US.
   
both a & b
 
   
night
 
   
24/7
 
   
Regular
 
 
Question 9
10 / 10 pts
Huawei Technologies Ltd. (Huawei) is Shenzhen-based networking , _____and services company
   
Internet
 
   
telecommunications equipment
 
   
Television
 
   
cable
 
 
Question 10
10 / 10 pts
US telecom market announced its plans to build the nation’s ___ wireless network
   
2G
 
   
3G
 
   
4G
 
   
5G

Course Summary Assessment