國際市場營銷學(xué) （原書第18版）測試題及答案 Chapter 17 – Personal Selling and Sales Managemen

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InternationalMarketing,18e(Cateora)

Chapter17PersonalSellingandSalesManagement

1)Thefirststepinmanagingasalesforceismakingadecisionregardingitsdesign.

2)Forsellinginrelationship-orientedcountries,asalesforceconsistingofAmericanexpatriatesprovestobemostefficient.

3)OnlyalimitednumberofAmericanhigh-calibersalespersonnelarewillingtoliveabroadforextendedperiodsoftimeasexpatriates.

4)Achiefdisadvantageofanexpatriatesalesforceisthehighcostforacompany.

5)Sinceexpatriatesarenotlocals,theyoftenhaveanegativeeffectontheprestigeofthecompanyanditsproductlineintheeyesofforeigncustomers.

6)Withadvancesincommunicationstechnologies,virtualexpatriatesfinditeasytomaintainclosecontactwithsubordinatesandcustomers.

7)Localsalespeoplearebetterabletoleadacompanythroughthemazeofunfamiliardistributionsystemsandreferralnetworksofaforeigncountry.

8)Themaindisadvantageofhiringlocalnationalsforaninternationalsalesforceisthetendencyofheadquarterspersonneltoignoretheiradvice.

9)Inrelationship-orientedcultures,salesrepresentativestendtobeonthebottomrungofthesocialladder.

10)ForanAmericancompany,oneofthedisadvantagesofrecruitingaU.S.home-countrynationalforaforeignsalesassignmentisthecostofdoubletaxation.

11)Thoughmaturityandemotionalstabilityareessential,thetransnationalmanagerisrarelyexpectedtohaveknowledgeofmanysubjects,eitheronoroffthejob.

12)Aninternationalsalespersoncanbehamperedbyflexibilitywhenworkinginaforeigncountryorinthehomecountry.

13)ThetraitsthatmakeforsuccessfulsalesrepresentativesintheUnitedStatesarethesameasthosethatareimportantinothercountriesaswell.

14)Inthecontextofinternationalsalesmanagement,managers'culturesaffecttheirpersonneldecisions.

15)Trainingforexpatriatesfocusesonthecompany,itsproducts,technicalinformation,andsellingmethods,whilethatforlocalpersonnelfocusesoncustomsandforeignsalesproblems.

16)Marketingisabusinessfunctionrequiringhighmotivationregardlessofthelocationofthepractitioner.

17)SocialrecognitionisamoreimportantmotivatingfactorforanAmericansalesrepresentativecomparedtoaJapanesesalesperson.

18)Japanesesalesrepresentativesaremotivatedmorebythesocialpressureoftheirpeersthanbytheprospectofmakingmoremoneyindividually.

19)IneasternEuropeancountries,compensationpackagestypicallyinvolveasubstantiallygreateremphasisonperformance-basedincentivesthanintheUnitedStates.

20)Differencesinlanguagesandculturecanmakemutualunderstandingbetweenforeignmanagersandsalesrepresentativesdifficult.

21)Expatriatemanagersfearthattheywillloseopportunitiesforpromotionbecausetheywillbeforgottenbythehomeofficewhiletheyareworkinginaforeigncountry.

22)Expatriatesworkinginhigh-taxcountriespreferdirectincomeinsteadoffringebenefitsaspartoftheircompensationpackage.

23)Separationallowancesarebenefitspaidwhenanexpatriatemanagerleavesacompany.

24)InEurope,externallaborunionsareinvolvedinsettingcompensationrulesforsalespeople.

25)IntheU.S.,poorperformerstypicallystaywiththecompanyandareseldomfired.

26)TheprimarycontroltoolusedbyAmericansalesmanagersisthebenefitssystem.

27)Jacob'swifenevergrewaccustomedtohisforeignassignmentandwasmiserable,soJacobrequestedamovebacktothehomecountry.Thisisacommonreasonforanexpatriate'sfailuretofunctioneffectivelyinaforeignassignment.

28)Personalcareerplanningfortheexpatriateisasignificantstrategythathelpscompaniespreventreturneeattrition.

29)Anexpatriatewithexcellentmanagementandtechnicalskillsissuretoexcelinanyenvironment,evenifheorshelacksanunderstandingofculturaldifferences.

30)Anexpatriatewithexcellentculturalskillsdoesnottolerateambiguityandupholdsthesuperiorityofhisorherculture.

31)Mostcompaniestodaylimittheirsearchforsenior-levelexecutivetalenttotheirhomecountries.

32)Whatisacompany'smostdirecttietothecustomer?

A)theproduct

B)thesalesperson

C)theparentcompany

D)theretailoutlet

E)thedistributor

33)Whatisthefinallinkinacompany'smarketingandsalesefforts?

A)thechairperson

B)themarketingmanager

C)thesalesrepresentative

D)thecustomer

E)thesalesmanager

34)Relationshipmarketingfocuseson

A)theshort-termeffort.

B)maintaininganatmosphereoftrustwiththesalesmanager.

C)involvingallmembersofthesalesteaminthesale.

D)treatingeachsaleasaone-timeevent.

E)buildinglong-termalliances.

35)CountriessuchasGermanyallowforgreateruseofexpatriatesininternationalsalesforces.Whatismostlikelythereasonforthis?

A)GermanyisamemberoftheWorldTradeOrganization.

B)Germanyhasarelationship-orientedculture.

C)TheGermanlanguageiseasytomaster.

D)Germanyhasaninformation-orientedculture.

E)GermanyisamemberoftheUnitedNations.

36)IncountrieslikeJapan,asalesforceislikelytobemosteffectiveifitconsistsmostlyof

A)professionalexpatriates.

B)localnationals.

C)virtualexpatriates.

D)third-worldnationals.

E)expatriatesfromAsiancountries.

37)AmultinationalcompanywithitsheadquartersintheU.S.wantstosellitsnewhigh-technologyproductinGermany.Forthemosteffectiveselling,thesalesforceforthiscompanywouldprobablyconsistmostlyof

A)localGermannationals.

B)illegalalienslivingintheUS.

C)temporary,freelancingGermansalespersonnel.

D)Americanexpatriates.

E)third-culturepeoplefromJapan.

38)Thelargestpersonnelrequirementinforeigncountriesformostcompaniesisinthe

A)managementteam.

B)financedepartment.

C)informationtechnologyteam.

D)humanresourcesdepartment.

E)salesteam.

39)Anexpatriatesalesforceislikelytobe

A)mostefficientinrelationship-basedcultures.

B)unsuitablewhenacompanywantstosellhigh-technologyproducts.

C)lackinginknowledgeregardingtheproductlineofthecompany.

D)receivedunfavorablyininformation-orientedcultures.

E)thebestchoicewhensellingrequiresanextensivebackgroundofinformation.

40)Whenisanexpatriatesalesforcemostlikelytohaveanadvantageoveranativesalesforce?

A)whensellingconsultingservices

B)whensellinginrelationship-orientedcountries

C)whentheproductcaterstoanichemarket

D)whentheproductishighlytechnicalinnature

E)whensellingdoesnotrequireeffectivecommunicationskills

41)Whatisanadvantageofasalesforceconsistingofexpatriatesalesrepresentatives?

A)Theypossessgreatertechnicaltraining.

B)Theytranscendculturalandlegalbarriers.

C)Theycostlesstobemaintainedinaforeignlocation.

D)Theculturalgapcanbeeasilynarrowed.

E)Theyhaveabetterunderstandingofdistributionchannels.

42)Whatisadisadvantageassociatedwithasalesforceconsistingofexpatriatesalespeople?

A)adverseeffectontheprestigeoftheproduct

B)inabilitytoeffectivelycommunicateandinfluenceheadquarters'personnel

C)lackoftechnologicalexpertise

D)inadequateknowledgeofthecompany

E)largeculturalbarriers

43)WhatisthemostlikelyreasonforAmericanstoseekthird-countrynationalsfortheirinternationalsalesforces?

A)Theytranscendlegalandculturalbarriers.

B)Theyarethoroughlyknowledgeableaboutacountry'sbusinessstructure.

C)Theyareoftenabletospeakseverallanguages.

D)Theycostlesstomaintainthanastaffoflocalnationals.

E)Theycanleadacompanybetterthroughunfamiliarreferralnetworksthanlocalnationals.

44)Whatisastrategythatinternationalcompaniesusetoencouragesalespersonneltoacceptforeignassignments?

A)Internationalexperienceisconsideredimportanttojointopmanagement.

B)Itismademandatoryforallsalespersonneltotakeupexpatriatepositions.

C)Partoftheheadquartersofthecompanyissetupattheforeignlocation.

D)Companiesunfailinglyprovideemploymentfortheemployee'sspouseinatopposition.

E)Legalobligationsareimposedontheexpatriatesalesrepresentatives.

45)Whatisacharacteristicofaprofessionalexpatriate?

A)Theyworkabroadforaperiodofonemonthandthenreturntothehomeoffice.

B)Theyworkforaforeigncompanyinathirdcountryforashortperiod.

C)Theyworkabroadincountryaftercountryforthegreaterpartoftheircareers.

D)Theyworkintheirhomebranchesformostoftheircareers.

E)Theymanageoperationsinothercountriesbutdonotmovethere.

46)Helmut,aGermannational,worksasasalesmanagerforGreyOilCorporationintheMiddleEast.Giventhebenefitsassociatedwiththejob,heworksononeforeignassignmentafteranotherandrarelyreturnstotheheadquartersinGermany.Inviewofthegiveninformation,wecansaythatHelmutisa

A)repatriatemanager.

B)virtualexpatriate.

C)third-countrynational.

D)professionalexpatriate.

E)nativesalesperson.

47)Whatbestdefinesvirtualexpatriates?

A)Theystayandworkabroadforashortperiodofonetotwomonthsandthenreturntotheirhomecountry.

B)Theyworkinaforeigncultureandblendtosuchanextentthattheymaymorecloselyresemblealocalthananexpatriate.

C)Theyworkabroadinonecountryafteranotherforthegreaterpartoftheircareer.

D)Theyareexpatriatesfromtheirowncountriesworkingforaforeigncompanyinathirdcountry.

E)Theymanageoperationsinforeigncountriesbutdonotmovethere.

48)Jorge,anAmericancitizen,worksasthesalesmanageratanofficesupplycompany.HeispostedatthecompanyheadquartersintheU.S.andmanagesoperationsinChina,makingfrequentandlengthyvisitstoconductbusinessmeetingswithhiscolleaguesthere.Jorgemaybeconsideredtobea

A)repatriate.

B)virtualexpatriate.

C)third-countrynational.

D)professionalexpatriate.

E)localsalesmanager.

49)Whatisanadvantageofbeingavirtualexpatriate?

A)Theycaneliminatetheproblemoftimezonedifferences.

B)Theycanestablishcloserrelationshipswiththeircustomersintheforeigncountry.

C)Theirfamiliesdonothavetobeuprootedfromtheirhomecountry.

D)Theypossesscompletelocalknowledgeaboutculturalpracticesintheforeigncountry.

E)Theycanavoidcross-culturalcommunicationsproblemswiththeirforeigncolleagues.

50)Fromaninternationalfirm'sperspective,whatisanadvantageassociatedwithvirtualassignments?

A)Salespersonnelcanavoidhealthrisksinvolvedinflyingfrequentlytoforeigncountries.

B)Customerrelationshipstructuresmaybeimprovedduetodirectcustomerinteraction.

C)Theextraexpenseinvolvedinanactualexecutivemovemaybeavoided.

D)Problemsrelatedtolowmoraleofpersonnelduetolivinginhotelscanbeavoided.

E)Misunderstandingsduetolackofculturalskillsmaybecompletelyeliminated.

51)HoratioisavirtualexpatriatebasedintheU.S.,managingoperationsinFranceandBelgiumforhiscompany.WhatdisadvantageofworkingasavirtualexpatriateisHoratiolikelytoexperience?

A)Hemayfinditdifficulttobuildclosecontactwithsubordinatesandcustomers.

B)Hisfamilywillneedtobeuprooted.

C)Hewillrisklosingoutonpromotionsatcorporateheadquarters.

D)Hewilllikelylacktheunderstandingofhowhome-officepoliticsinfluencedecisions.

E)Thetoppersonnelattheheadquarterswilltendtoignorehisadvice.

52)Theprimarydifferencebetweenprofessionalexpatriatesandvirtualexpatriatesisthat

A)professionalexpatriatescanavoidmisunderstandingsthatarisefromcross-culturalcommunications.

B)forvirtualexpatriates,buildingclosecontactwithcustomersismucheasier.

C)professionalexpatriatesdonotincuranyextraexpensetothecompany.

D)forvirtualexpatriates,establishingagoodworkingrelationshipwithsubordinatesismucheasier.

E)virtualexpatriatesworkfromtheirhomebranchanddonotrelocatetotheassignmentcountry.

53)Whenrecruitingsalesandmarketingpersonnelforaninternationalsalesforce,thereisapreferenceinfavorofthelocals.Thereasonforthisismostlikelythatlocalnationals

A)transcendbothculturalandlegalbarriers.

B)havesupremetechnologicalexpertise.

C)aremorehighlytrainedthanexpatriates.

D)haveabetterunderstandingofhome-officepolitics.

E)donotacceptbribes.

54)Whatisanadvantageofhiringlocalnationalsinthesalesforce?

A)Theyaremoreefficientincommunicatingwithandinfluencingheadquarters'personnel.

B)Theyaremoreknowledgeableaboutacountry'sbusinessstructureandsystems.

C)Theyaddtotheprestigeoftheproductlineintheeyesofforeigncustomers.

D)Theyarelikelytohavesuperiortechnicalexpertise.

E)Theydonotacceptanyformofbribe.

55)Whatisanadvantagethatasalesforceconsistingoflocalnationalsislikelytohaveoverasalesforceofexpatriates?

A)Theyaremoreefficientincommunicatingwithandinfluencingheadquarters'personnel.

B)Theycostthefirmlesstomaintain.

C)Theyaddmoretotheprestigeoftheproductlineintheeyesofforeigncustomers.

D)Theyhavegreatertechnicalexpertise.

E)Theyarelesslikelytoacceptanyformofbribe.

56)Whatisthemaindisadvantageofhiringlocalnationalsinthesalesforce?

A)Headquarterspersonneltendtoignoretheadviceoflocalnationals.

B)Mostlocalnationalsarecostlytomaintain.

C)Poachingofexperiencedpersonnelbycompetitorcompaniesincreases.

D)Culturaldifferencesleadtocommunicationissueswithcustomers.

E)Lackoffamiliaritywithdistributionsystemsandreferralnetworksplagueslocalnationals.

57)Whatismostlikelytobeareasonthatheadquarterspersonneltendtoignoretheadviceoflocalnationals?

A)Foreignnationalsarenotkeenonkeepingupwithcurrentbestpractices.

B)Foreignnationalslacktheunderstandingofhowhome-officepoliticswork.

C)Foreignnationalshaveagoodgraspofthelocalcultureandprevalentpractices.

D)Foreignnationalscannotbuildclosecontactwithsubordinatesandcustomers.

E)Foreignnationalshavesuperiortechnicalexpertise,butarenotgoodatrelationshipmanagement.

58)Whatistrueoflocalnationalswhoarehiredtosellacompany'sproducts?

A)Theyarenotkeenonmaintainingacordialrelationshipatthehomeoffice.

B)Theylacktheknowledgeoflocalcultureandprevalentpractices.

C)Theyarebetterabletoleadacompanythroughthemazeofunfamiliardistributionsystems.

D)Theydonotcommunicatewithsubordinatesandcustomersdirectly.

E)Theynormallyworkforaforeigncompanyinathirdcountry.

59)Inrelationship-orientedculturessuchasFrance,Mexico,andJapan,salesrepresentatives

A)areavailabletofillvacantpositionsperennially.

B)tendnottobehighlyrespected.

C)arebetterpaidthantheirU.S.counterparts.

D)lackproperknowledgeoftheirculture.

E)arerespectedandheldinhighesteem.

60)WhatisconsideredtobethemostcommonjobintheUnitedStatesdespitebeingviewednegatively?

A)governmentservice

B)attorney

C)officemanagement

D)personalselling

E)teaching

61)Expatriatesfromtheirowncountriesworkingforaforeigncompanyinanothercountryarecalled

A)virtualexpatriates.

B)nativesalespeople.

C)third-countrynationals.

D)professionalexpatriates.

E)localnationals.

62)DoreenisaFrenchcitizenwhohasbeenworkingforaU.S.companyinSpainfortwentyyears.Doreenmaybeconsideredtobea

A)virtualexpatriate.

B)nativesalesperson.

C)third-countrynational.

D)professionalexpatriate.

E)localnational.

63)Onefeatureofthird-countrynationalsis

A)U.S.firmshavetopaydoubletaxwhenhiringthem.

B)theyarelocalnationalswhoworkforaforeigncompany.

C)theyworkatthecompany'sheadquartersandarelocatedintheirhomecountry.

D)theymanagetheirforeignclientsandsubordinatesfromtheirhomecountry.

E)theirnationalityhaslittletodowithwheretheyworkorforwhom.

64)Whatisthemostimportantqualityofmarketingpersonnelforaforeignassignmentthatarecruitershouldconsider?

A)Theyshouldhavelittleculturalempathyasthismightdistractthemfromtheirmainpurpose.

B)Whenworkinginaforeigncountry,theymustbecapableofmakingdecisionsthatarenotinfluencedbythehabitsofthemarket.

C)Theyshouldbeabletorepresentaculturallysuperiorimageoftheircountryanditsproducts.

D)Theyshouldbehypersensitivetothebehavioralvariationsindifferentcountries.

E)Theyshouldpossessaconsiderablebreadthofknowledgeofmanysubjectsbothonandoffthejob.

65)Amarketerwhoexpectstobeeffectiveintheinternationalmarketplaceshould

A)beantagonistictowardothercultures.

B)notletthelocalcultureinfluencehisorherdecisions.

C)practiceculturalethnocentrism.

D)notletconsumerbehaviorinfluencemarketingdecisions.

E)haveapositiveoutlookonaninternationalassignment.

66)Culturalempathyinvolves

A)beingsubservienttoasuperiorculture.

B)understandinganothercultureandnotbeingantagonistic.

C)believingthatthepeopleofinferiorculturesshouldbeenlightened.

D)havingtheattitudethatone'sowncultureissuperiortoothers.

E)beingdissatisfiedwithone'sowncultureandadoptinganewculture.

67)Whenhiringnewpersonnelforinternationalmarketing,whatisconsideredtobethebestwaytoassessthetraitsnecessaryforsuccess?

A)paper-and-pencilabilitytests

B)interviewsandrole-playingexercises

C)biographicalinformation

D)referencechecks

E)calligraphyanalysis

68)Japanesesalesrepresentativestendtobemostsatisfiedwiththeirjobswhen

A)theirvaluesareconsistentwiththoseoftheircompany.

B)theyreceivehighsalariesandmanyperks.

C)theyarebettereducatedthantheircolleagues.

D)theirtechnologicalknowledgeissuperiortothatofothers.

E)theirideasthatdonotconformtothecompany'sgoalsarewell-received.

69)Whatismostlikelythereasonthatcontinualtrainingismoreimportantinforeignmarketsthanindomesticones?

A)slowadaptationofforeignmarketstoinnovativeproducts

B)technologicalinferiorityofdomesticproducts

C)theneedtoestablishthesuperiorityofdomesticcultures

D)lackoftechnicalknowledgeamongexpatriatesalespersons

E)lackofroutinecontactwiththeparentcompany

70)Thetrainingofforeignemployeesislikelytobemosteffectivewhen

A)itishandledbytrainerswhocommunicateinlanguagesalientotheemployees.

B)itistailoredtotheemployees'waysoflearningandcommunicating.

C)nationaldifferencesareignoredduringmotivationalsessions.

D)thesuperiorityoftheircultureisemphasizedoverothers.

E)itisdifferentfromthefamiliarwaysofcommunicating.

71)Whatislikelytobethemosteffectivemethodinmakinghome-officepersonnelawareoftheproblemsofforeignoperations?

A)providingcross-culturaltraining

B)designingatheoreticalcourse

C)conductingin-houseseminars

D)holdingcorporatevirtualrealitytraining

E)distributingmarketingreadingmaterials

72)JapaneseandAmericansalespersonsaresurprisinglysimilarexceptforonedifferencethatJapaneserateasmoreimportantthantheirAmericancounterparts.Identifythisdifference.

A)jobsecurity

B)promotion

C)jobsatisfaction

D)socialrecognition

E)personalgrowthanddevelopment

73)ConsideringthespecificcharacteristicsofJapan'sculture,whatstrategieswouldbemostsuccessfulinmotivatingemployeesinJapaneseorganizations?

A)individualcommissionsystems

B)groupbonussystems

C)companycars

D)birthdaygiftvouchers

E)bestemployeeawards

74)WhatisthemainreasonforthefailureofindividualincentivestomotivateemployeesinJapan?

A)society'semphasisonpaternalismandcollectivism

B)highcorruptionlevels

C)practiceofculturalchauvinism

D)ademocraticformofgovernment

E)encouragementofindividualism

75)Nontaxableperkssuchasacompanyvehiclegiventoanexpatriateisanexampleof

A)anoverseaspremium.

B)afamilycompensation.

C)aspecialassessment.

D)afringebenefit.

E)aseparationallowance.

76)Claudiaisbeingtransferredtoaforeignassignmentthatwilllast3months.Herfamilyisnotaccompanyingher,sothecompanyispayingherapremium,whichiscalleda

A)fringebenefit.

B)pensionplan.

C)displacementreserve.

D)specialassessment.

E)separationallowance.

77)WhatisactivelyinvolvedinsettingrulesaboutcompensationcompanywideinEurope?

A)pensioncommittees

B)workcouncils

C)externallaborunions

D)theEuropeanUnion

E)theWorldTradeOrganization

78)Asurveyshowedthatmostcompaniesestablishsalescompensationpracticeslocally(eitheratthecountryorregionallevels).Theprogramelementmostoftendeterminedatthegloballevelis

A)ProgramDesignPrinciples.

B)PayMix.

C)JobGrades.

D)FormulaMechanics.

E)PerformanceMeasures.

79)Whatstrategyshouldbepracticedwhendeterminingcompensationglobally?

A)Asimilarframeworkshouldbecreatedforjobswithdifferentresponsibilities.

B)Thesupportofseniorsalesexecutivesshouldnotbesoughtbeforetakingaction.

C)Localmanagersshouldnotdecidethemixbetweenbaseandincentivepay.

D)Consistentcommunicationandtrainingthemesshouldbeusedworldwide.

E)Theincentiveplanshouldbedesignedcentrallyanddictatedtolocaloffices.

80)UnliketheJapanese,theAmericansalesmanagershavelessneedtoworryabouttheproblemofmotivatingpoorperformers.Whatisthereasonforthis?

A)Thegroupincentivesystembalancespaydifferencesandthusismotivatingenough.

B)Companiesaremorefocusedonlong-termloyaltyandarewillingtocompromiseonperformanceinitially.

C)Salespersonnelareshiftedtoareaswheretheirperformancelevelscanmeetexpectations.

D)Thebasepaythatishigherthantheirperformancebasedincentivemotivatesthem.

E)Theteamusuallydoesnothaveanylowperformersastheyeitherquitorarefired.

81)Whatpractice,withrespecttomotivatingsalespersonnel,ismostcommoninrelationship-orientedcountrieslikeJapan?

A)Companieslaygreateremphasisonincentivesthatarebasedonindividualperformance.

B)Companiesdonotallowlocalmanagerstodecidethemixbetweenbaseandincentivepay.

C)Commissionsaremeasuredbysalesrevenuesgeneratedbyeachemployee.

D)Companiesarenotverytolerantofpoorperformersandfirethemimmediately.

E)Companiesmotivatesalesrepresentativesthroughfrequentinteractionwithsupervisors.

82)TheprimarycontroltoolusedbyAmericansalesmanagerswithsalesrepresentativesisthe

A)encumbrancesystem.

B)quotasystem.

C)incentivesystem.

D)attractionofaforeignassignment.

E)threatofforeignpostings.

83)Qualifiedandambitioussalespersonnelrefusetotakeupforeignassignmentsforfearofhamperingtheircareerdevelopment.This"outofsight,outofmind"fearismostcloselylinkedtotheproblemsof

A)conflictofinterests.

B)acculturation.

C)skillredundancy.

D)naturalization.

E)repatriation.

84)WhenSandrawasofferedatransfertotheLondonofficefromNewYork,sheworriedthatshewouldmissoutonopportunitiesintheNewYorkofficewhenshereturnedbecauseshehadn'tbeenthere.Thisisacommonproblemwith

A)conflictofinterests.

B)acculturation.

C)skillredundancy.

D)repatriation.

E)assimilation.

85)Whatislikelythesinglemostimportantreasonforexpatriatedissatisfaction?

A)unsuccessfulfamilyadjustment

B)culturalconflictintheforeigncountry

C)noncooperationofforeigncolleagues

D)communicationissueswithhome-countryheadquarters

E)redundantskillsinaforeigncountry

86)Whichfactorsignificantlydifferentiatescompanieswiththeleastamountofreturneeattritionfromthosewiththehighestattrition?

A)specializedexpatriatedepartment

B)personalcareerplanningforexpatriates

C)continuedculturaltraining

D)protectionfromworkcouncils

E)familymigrationplanning

87)Mostexpatriatefailuresarecausedbythelackof

A)managementskills.

B)technicalskills.

C)anunderstandingofculturaldifferences.

D)knowledgeoftheproductline.

E)knowledgeofthecompany.

88)Whatisatraitofpeoplewithgoodculturalskills?

A)Theyhaveaclearsetofprinciplesanddonottolerateambiguity.

B)Theytakeprideintheircultureandpracticeculturalethnocentrism.

C)Theymonitorthebehavioroftheiremployeesandjudgethemaccordingly.

D)Theyconveyasincereinterestinpeopleandtheirculture.

E)Theytrytopropagatetheircultureandinsistthatothersfollowthem.

89)Inthepast,mostchiefexecutivescamefromoneofthreebackgrounds.Whatisoneofthese?

A)accounting

B)informationtechnology

C)law

D)marketing

E)publicrelations

90)Aforeignmanagerialpostingisbecomingincreasinglyviewedas

A)anegativeforadvancement.

B)anecessaryevilthatcan'tbeavoided.

C)animportantsteppingstonetoexecutivepositions.

D)acherishedexperience.

E)anexperiencetobeavoidedatallcosts.

91)Whatdecisionsmustbemadeindesigninganinternationalsalesforce,andwhatarethecomplicationsthattendtoarise?

92)Describetheadvantagesanddisadvantagesofusinganexpatriatesalesforce.

93)Whatarevirtualexpatriates,andwhatarethedisadvantagesassociatedwithusingthesesalesmanagers?

94)Whatarethird-countrynationals(TCNs)?WhydoAmericancompaniesfavorthird-countrynationalsoverexpatriatesfromotherEnglish-speakingcountriesforoverseasassignments?

95)Whataretheeightspecificcharacteristicsandskillsacompanyshouldlookforwhenselectingsalesandmarketingpersonnelforinternationalmarketingpositions?

96)Whatshouldbethenatureofatrainingprogramforinternationalmarketingpersonnel?

97)WhatisthereasonforthefailureofindividualincentivestomotivateemployeesinJapan?

98)DiscusshowcompensationplansofAmericancompaniesvarysubstantiallyaroundtheworld.

99)Describethreereasonsforthelowmoraleandgrowingamountofattritionamongreturningexpatriates.

100)Howdoesthefamilyimpactthesuccessofanexpatriatemanager?

Inthecontextofinternationalmarketing,howimportantisasecondlanguageforamanager?

InternationalMarketing,18e(Cateora)

Chapter17