Exam 17: Personal Selling and Sales Management
Exam 1: The Scope and Challenge of International Marketing94 Questions
Exam 2: The Dynamic Environment of International Trade109 Questions
Exam 3: History and Geography: the Foundations of Culture100 Questions
Exam 4: Cultural Dynamics in Assessing Global Markets104 Questions
Exam 5: Culture, Management Style, and Business Systems98 Questions
Exam 6: The Political Environment: a Critical Concern100 Questions
Exam 7: The International Legal Environment: Playing by the Rules100 Questions
Exam 8: Developing a Global Vision Through Marketing Research100 Questions
Exam 9: Economic Development and the Americas98 Questions
Exam 10: Europe, Africa, and the Middle East108 Questions
Exam 11: The Asia Pacific Region107 Questions
Exam 12: Global Marketing Management: Planning and Organization95 Questions
Exam 13: Products and Services for Consumers100 Questions
Exam 14: Products and Services for Businesses100 Questions
Exam 15: International Marketing Channels100 Questions
Exam 16: Integrated Marketing Communications and International Advertising99 Questions
Exam 17: Personal Selling and Sales Management101 Questions
Exam 18: Pricing for International Markets99 Questions
Exam 19: Inventive Negotiations With International Customers, Partners, and Regulators100 Questions
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When recruiting sales and marketing personnel for an international sales force, there is a preference in favor of the locals. The reason for this is most likely that local nationals
(Multiple Choice)
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What is the final link in a company's marketing and sales efforts?
(Multiple Choice)
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What is an advantage of a sales force consisting of expatriate sales representatives?
(Multiple Choice)
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Doreen is a French citizen who has been working for a U.S. company in Spain for twenty years. Doreen may be considered to be a
(Multiple Choice)
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In relationship-oriented cultures such as France, Mexico, and Japan, sales representatives
(Multiple Choice)
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In the context of international marketing, how important is a second language for a manager?
(Essay)
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What are third-country nationals (TCNs)? Why do American companies favor third-country nationals over expatriates from other English-speaking countries for overseas assignments?
(Essay)
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Local salespeople are better able to lead a company through the maze of unfamiliar distribution systems and referral networks of a foreign country.
(True/False)
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Jorge, an American citizen, works as the sales manager at an office supply company. He is posted at the company headquarters in the U.S. and manages operations in China, making frequent and lengthy visits to conduct business meetings with his colleagues there. Jorge may be considered to be a
(Multiple Choice)
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In the context of international sales management, managers' cultures affect their personnel decisions.
(True/False)
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An expatriate with excellent cultural skills does not tolerate ambiguity and upholds the superiority of his or her culture.
(True/False)
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What is the main reason for the failure of individual incentives to motivate employees in Japan?
(Multiple Choice)
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Horatio is a virtual expatriate based in the U.S., managing operations in France and Belgium for his company. What disadvantage of working as a virtual expatriate is Horatio likely to experience?
(Multiple Choice)
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Differences in languages and culture can make mutual understanding between foreign managers and sales representatives difficult.
(True/False)
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The largest personnel requirement in foreign countries for most companies is in the
(Multiple Choice)
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The training of foreign employees is likely to be most effective when
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What decisions must be made in designing an international sales force, and what are the complications that tend to arise?
(Essay)
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