Question 1

In the U.S., poor performers typically stay with the company and are seldom fired.

Accepted Answer

A) True 
 B)False  False

Question 2

What are virtual expatriates, and what are the disadvantages associated with using these sales managers?

Accepted Answer

Virtual expatriates manage operations in other countries but do not move there. They stay in hotels, make long visits, and maintain their families at home. Some spend up to 75 percent of their working time traveling. Close contact with subordinates and customers is tougher for virtual expatriates. Moreover, they are vulnerable to foreign bugs that are often more virulent and easier to catch on long international flights. Crime and violence against expatriates and travelers in foreign cities is a real hazard, traffic and short-hop flights in less developed countries are dangerous, and living in hotels is lonely.

Question 3

Most expatriate failures are caused by the lack of

Accepted Answer

A)  management skills. 
B)  technical skills. 
C)  an understanding of cultural differences. 
D)  knowledge of the product line. 
E)  knowledge of the company. 
A)  management skills. 
B)  technical skills. 
C)  an understanding of cultural differences. 
D)  knowledge of the product line. 
E)  knowledge of the company. C

Question 4

The traits that make for successful sales representatives in the United States are the same as those that are important in other countries as well.

Accepted Answer

A) True 
 B)False

Question 5

An expatriate sales force is likely to be

Accepted Answer

A)  most efficient in relationship-based cultures. 
B)  unsuitable when a company wants to sell high-technology products. 
C)  lacking in knowledge regarding the product line of the company. 
D)  received unfavorably in information-oriented cultures. 
E)  the best choice when selling requires an extensive background of information. 
A)  most efficient in relationship-based cultures. 
B)  unsuitable when a company wants to sell high-technology products. 
C)  lacking in knowledge regarding the product line of the company. 
D)  received unfavorably in information-oriented cultures. 
E)  the best choice when selling requires an extensive background of information.

Question 6

The primary control tool used by American sales managers with sales representatives is the

Accepted Answer

A)  encumbrance system. 
B)  quota system. 
C)  incentive system. 
D)  attraction of a foreign assignment. 
E)  threat of foreign postings. 
A)  encumbrance system. 
B)  quota system. 
C)  incentive system. 
D)  attraction of a foreign assignment. 
E)  threat of foreign postings.

Question 7

What is likely the single most important reason for expatriate dissatisfaction?

Accepted Answer

A)  unsuccessful family adjustment 
B)  cultural conflict in the foreign country 
C)  noncooperation of foreign colleagues 
D)  communication issues with home-country headquarters 
E)  redundant skills in a foreign country 
A)  unsuccessful family adjustment 
B)  cultural conflict in the foreign country 
C)  noncooperation of foreign colleagues 
D)  communication issues with home-country headquarters 
E)  redundant skills in a foreign country

Question 8

When Sandra was offered a transfer to the London office from New York, she worried that she would miss out on opportunities in the New York office when she returned because she hadn't been there. This is a common problem with

Accepted Answer

A)  conflict of interests. 
B)  acculturation. 
C)  skill redundancy. 
D)  repatriation. 
E)  assimilation. 
A)  conflict of interests. 
B)  acculturation. 
C)  skill redundancy. 
D)  repatriation. 
E)  assimilation.

Question 9

With advances in communications technologies, virtual expatriates find it easy to maintain close contact with subordinates and customers.

Accepted Answer

A) True 
 B)False

Question 10

Personal career planning for the expatriate is a significant strategy that helps companies prevent returnee attrition.

Accepted Answer

A) True 
 B)False

Question 11

Expatriates from their own countries working for a foreign company in another country are called

Accepted Answer

A)  virtual expatriates. 
B)  native salespeople. 
C)  third-country nationals. 
D)  professional expatriates. 
E)  local nationals. 
A)  virtual expatriates. 
B)  native salespeople. 
C)  third-country nationals. 
D)  professional expatriates. 
E)  local nationals.

Question 12

A multinational company with its headquarters in the U.S. wants to sell its new high-technology product in Germany. For the most effective selling, the sales force for this company would probably consist mostly of

Accepted Answer

A)  local German nationals. 
B)  illegal aliens living in the US. 
C)  temporary, freelancing German sales personnel. 
D)  American expatriates. 
E)  third-culture people from Japan. 
A)  local German nationals. 
B)  illegal aliens living in the US. 
C)  temporary, freelancing German sales personnel. 
D)  American expatriates. 
E)  third-culture people from Japan.

Question 13

Japanese sales representatives are motivated more by the social pressure of their peers than by the prospect of making more money individually.

Accepted Answer

A) True 
 B)False

Question 14

Only a limited number of American high-caliber sales personnel are willing to live abroad for extended periods of time as expatriates.

Accepted Answer

A) True 
 B)False

Question 15

In relationship-oriented cultures, sales representatives tend to be on the bottom rung of the social ladder.

Accepted Answer

A) True 
 B)False

Question 16

When is an expatriate sales force most likely to have an advantage over a native sales force?

Accepted Answer

A)  when selling consulting services 
B)  when selling in relationship-oriented countries 
C)  when the product caters to a niche market 
D)  when the product is highly technical in nature 
E)  when selling does not require effective communication skills 
A)  when selling consulting services 
B)  when selling in relationship-oriented countries 
C)  when the product caters to a niche market 
D)  when the product is highly technical in nature 
E)  when selling does not require effective communication skills

Question 17

What is the most likely reason for Americans to seek third-country nationals for their international sales forces?

Accepted Answer

A)  They transcend legal and cultural barriers. 
B)  They are thoroughly knowledgeable about a country's business structure. 
C)  They are often able to speak several languages. 
D)  They cost less to maintain than a staff of local nationals. 
E)  They can lead a company better through unfamiliar referral networks than local nationals. 
A)  They transcend legal and cultural barriers. 
B)  They are thoroughly knowledgeable about a country's business structure. 
C)  They are often able to speak several languages. 
D)  They cost less to maintain than a staff of local nationals. 
E)  They can lead a company better through unfamiliar referral networks than local nationals.

Question 18

One feature of third-country nationals is

Accepted Answer

A)  U.S. firms have to pay double tax when hiring them. 
B)  they are local nationals who work for a foreign company. 
C)  they work at the company's headquarters and are located in their home country. 
D)  they manage their foreign clients and subordinates from their home country. 
E)  their nationality has little to do with where they work or for whom. 
A)  U.S. firms have to pay double tax when hiring them. 
B)  they are local nationals who work for a foreign company. 
C)  they work at the company's headquarters and are located in their home country. 
D)  they manage their foreign clients and subordinates from their home country. 
E)  their nationality has little to do with where they work or for whom.

Question 19

The primary control tool used by American sales managers is the benefits system.

Accepted Answer

A) True 
 B)False

Question 20

Training for expatriates focuses on the company, its products, technical information, and selling methods, while that for local personnel focuses on customs and foreign sales problems.

Accepted Answer

A) True 
 B)False

In the U.S., poor performers typically stay with the company and are seldom fired.

What are virtual expatriates, and what are the disadvantages associated with using these sales managers?

Most expatriate failures are caused by the lack of

The traits that make for successful sales representatives in the United States are the same as those that are important in other countries as well.

An expatriate sales force is likely to be

The primary control tool used by American sales managers with sales representatives is the

What is likely the single most important reason for expatriate dissatisfaction?

When Sandra was offered a transfer to the London office from New York, she worried that she would miss out on opportunities in the New York office when she returned because she hadn't been there. This is a common problem with

With advances in communications technologies, virtual expatriates find it easy to maintain close contact with subordinates and customers.

Personal career planning for the expatriate is a significant strategy that helps companies prevent returnee attrition.

Expatriates from their own countries working for a foreign company in another country are called

A multinational company with its headquarters in the U.S. wants to sell its new high-technology product in Germany. For the most effective selling, the sales force for this company would probably consist mostly of

Japanese sales representatives are motivated more by the social pressure of their peers than by the prospect of making more money individually.

Only a limited number of American high-caliber sales personnel are willing to live abroad for extended periods of time as expatriates.

In relationship-oriented cultures, sales representatives tend to be on the bottom rung of the social ladder.

When is an expatriate sales force most likely to have an advantage over a native sales force?

What is the most likely reason for Americans to seek third-country nationals for their international sales forces?

One feature of third-country nationals is

The primary control tool used by American sales managers is the benefits system.

Training for expatriates focuses on the company, its products, technical information, and selling methods, while that for local personnel focuses on customs and foreign sales problems.

The Scope and Challenge of International Marketing

The Dynamic Environment of International Trade

History and Geography: the Foundations of Culture

Cultural Dynamics in Assessing Global Markets

Culture, Management Style, and Business Systems

The Political Environment: a Critical Concern

The International Legal Environment: Playing by the Rules

Developing a Global Vision Through Marketing Research

Economic Development and the Americas

Europe, Africa, and the Middle East

The Asia Pacific Region

Global Marketing Management: Planning and Organization

Products and Services for Consumers

Products and Services for Businesses

International Marketing Channels

Integrated Marketing Communications and International Advertising

Pricing for International Markets

Inventive Negotiations With International Customers, Partners, and Regulators

Filters

Exam 17: Personal Selling and Sales Management

In the U.S., poor performers typically stay with the company and are seldom fired.

What are virtual expatriates, and what are the disadvantages associated with using these sales managers?

Most expatriate failures are caused by the lack of

The traits that make for successful sales representatives in the United States are the same as those that are important in other countries as well.

An expatriate sales force is likely to be

The primary control tool used by American sales managers with sales representatives is the

What is likely the single most important reason for expatriate dissatisfaction?

When Sandra was offered a transfer to the London office from New York, she worried that she would miss out on opportunities in the New York office when she returned because she hadn't been there. This is a common problem with

With advances in communications technologies, virtual expatriates find it easy to maintain close contact with subordinates and customers.

Personal career planning for the expatriate is a significant strategy that helps companies prevent returnee attrition.

Expatriates from their own countries working for a foreign company in another country are called

A multinational company with its headquarters in the U.S. wants to sell its new high-technology product in Germany. For the most effective selling, the sales force for this company would probably consist mostly of

Japanese sales representatives are motivated more by the social pressure of their peers than by the prospect of making more money individually.

Only a limited number of American high-caliber sales personnel are willing to live abroad for extended periods of time as expatriates.

In relationship-oriented cultures, sales representatives tend to be on the bottom rung of the social ladder.

When is an expatriate sales force most likely to have an advantage over a native sales force?

What is the most likely reason for Americans to seek third-country nationals for their international sales forces?

One feature of third-country nationals is

The primary control tool used by American sales managers is the benefits system.

Training for expatriates focuses on the company, its products, technical information, and selling methods, while that for local personnel focuses on customs and foreign sales problems.

The Scope and Challenge of International Marketing

The Dynamic Environment of International Trade

History and Geography: the Foundations of Culture

Cultural Dynamics in Assessing Global Markets

Culture, Management Style, and Business Systems

The Political Environment: a Critical Concern

The International Legal Environment: Playing by the Rules

Developing a Global Vision Through Marketing Research

Economic Development and the Americas

Europe, Africa, and the Middle East

The Asia Pacific Region

Global Marketing Management: Planning and Organization

Products and Services for Consumers

Products and Services for Businesses

International Marketing Channels

Integrated Marketing Communications and International Advertising

Pricing for International Markets

Inventive Negotiations With International Customers, Partners, and Regulators

Filters