Question 1

Which of the following is the primary reason for an expatriate's failure to function effectively in a foreign assignment?

Accepted Answer

A)  Differing customer expectations on product features 
B)  Lack of synergy owing to ineffective team communication 
C)  Ineffectiveness of home-country skills in the foreign country 
D)  Inability of the manager's spouse to adjust to a different environment 
E)  Cultural differences leading to conflicts of interest 
A)  Differing customer expectations on product features 
B)  Lack of synergy owing to ineffective team communication 
C)  Ineffectiveness of home-country skills in the foreign country 
D)  Inability of the manager's spouse to adjust to a different environment 
E)  Cultural differences leading to conflicts of interest

Question 2

What explains the fact that continual training may be more important in foreign markets than in domestic ones?

Accepted Answer

A)  Foreign markets are slower to adapt to innovative products 
B)  Cultural distance could result in dilution of core aspects of the strategy 
C)  Updating of newer technological innovations in the product 
D)  Lack of technical knowledge among the foreign salespersons 
E)  Lack of routine contact with the parent company 
A)  Foreign markets are slower to adapt to innovative products 
B)  Cultural distance could result in dilution of core aspects of the strategy 
C)  Updating of newer technological innovations in the product 
D)  Lack of technical knowledge among the foreign salespersons 
E)  Lack of routine contact with the parent company

Question 3

Which of the following is the most common job in the United States?

Accepted Answer

A)  Construction worker 
B)  Truck driver 
C)  Office manager 
D)  Personal selling 
E)  Teacher 
A)  Construction worker 
B)  Truck driver 
C)  Office manager 
D)  Personal selling 
E)  Teacher

Question 4

According to experts, what form of selling has the best results in Japan?

Accepted Answer

A)  Expatriate selling 
B)  Localized selling 
C)  Virtual selling 
D)  Asian selling (i.e., personnel from China) 
E)  Visionary selling 
A)  Expatriate selling 
B)  Localized selling 
C)  Virtual selling 
D)  Asian selling (i.e., personnel from China) 
E)  Visionary selling

Question 5

Mike Assaini has found that his ability to speak several Middle-Eastern languages is a real asset in his chosen career as a salesperson for Shell Oil. Since Mike works one foreign assignment after another and rarely returns to home base in Holland, he is called a(n):

Accepted Answer

A)  rover. 
B)  castaway. 
C)  wanderer. 
D)  professional expatriate. 
E)  troubleshooter. 
A)  rover. 
B)  castaway. 
C)  wanderer. 
D)  professional expatriate. 
E)  troubleshooter.

Question 6

All of the following is true of virtual expatriates EXCEPT that they:

Accepted Answer

A)  do not move to other countries. 
B)  don't stay in hotels. 
C)  make long visits. 
D)  are glued to their laptops and cell phones. 
E)  maintain their families at home. 
A)  do not move to other countries. 
B)  don't stay in hotels. 
C)  make long visits. 
D)  are glued to their laptops and cell phones. 
E)  maintain their families at home.

Question 7

Studies find that the expatriate manager's lack of cultural awareness was the primary reason for his/her failure to function effectively in a foreign assignment.

Accepted Answer

A) True 
 B)False

Question 8

How important is the family in the success of an expatriate manager?

Accepted Answer

The most important reasons a growing num

Question 9

Continual training may be more important in foreign markets than in domestic ones.

Accepted Answer

A) True 
 B)False

Question 10

When selecting sales and marketing personnel to go abroad, what are the specific characteristics and skills that a company should look for in these personnel?

Accepted Answer

To select personnel for international ma

Question 11

Experts believe that compensation systems are becoming more diversified across the world.

Accepted Answer

A) True 
 B)False

Question 12

Which of the following reasons would best explain why a country such as Germany allows for greater use of expatriates in international sales forces?

Accepted Answer

A)  It is cheap to live there 
B)  The language is easy to master 
C)  It wants to spread its arms to the international community 
D)  It is an information-oriented culture 
E)  It is a multi-cultural society 
A)  It is cheap to live there 
B)  The language is easy to master 
C)  It wants to spread its arms to the international community 
D)  It is an information-oriented culture 
E)  It is a multi-cultural society

Question 13

Why do international sales representatives require lots of stamina?

Accepted Answer

A)  Interacting with other-country colleagues is a stressful procedure. 
B)  Presentations to foreign customers are generally lengthy procedures. 
C)  Most of them are required to work late nights. 
D)  It requires lots of stressful travel and immigration procedures. 
E)  The new market may be physically difficult to access. 
A)  Interacting with other-country colleagues is a stressful procedure. 
B)  Presentations to foreign customers are generally lengthy procedures. 
C)  Most of them are required to work late nights. 
D)  It requires lots of stressful travel and immigration procedures. 
E)  The new market may be physically difficult to access.

Question 14

Virtual expatriates find managing contacts with subordinates and customers easier than before.

Accepted Answer

A) True 
 B)False

Question 15

IBM's revamping of its sales compensation scheme led to some valuable information. Which of the following is NOT one of them?

Accepted Answer

A)  Do involve representatives from key countries. 
B)  Do allow local managers to decide the mix between base and incentive pay. 
C)  Do use consistent performance measures. 
D)  Do allow local countries flexibility in implementations. 
E)  Do assume that cultural differences can be managed through the incentive plan. 
A)  Do involve representatives from key countries. 
B)  Do allow local managers to decide the mix between base and incentive pay. 
C)  Do use consistent performance measures. 
D)  Do allow local countries flexibility in implementations. 
E)  Do assume that cultural differences can be managed through the incentive plan.

Question 16

The historical preference for expatriate managers and salespeople from the home country is giving way to a preference for:

Accepted Answer

A)  outsourcers from the home country. 
B)  virtual managers and salespeople. 
C)  virtual expatriates. 
D)  local nationals. 
E)  visionary expatriates. 
A)  outsourcers from the home country. 
B)  virtual managers and salespeople. 
C)  virtual expatriates. 
D)  local nationals. 
E)  visionary expatriates.

Question 17

Fritz Weaver is a German national working for a U.S. company in Argentina. This would be an example of which of the following types of foreign worker classifications?

Accepted Answer

A)  Outsourcers 
B)  Global specialists 
C)  Global expatriates 
D)  Third-country nationals 
E)  Multi-country nationals 
A)  Outsourcers 
B)  Global specialists 
C)  Global expatriates 
D)  Third-country nationals 
E)  Multi-country nationals

Question 18

A(n) _____ is a person who leaves their home country to work for their domestic employer in a foreign country.

Accepted Answer

A)  home-country manager 
B)  foreign manager 
C)  outsourcer 
D)  other-country manager 
E)  expatriate 
A)  home-country manager 
B)  foreign manager 
C)  outsourcer 
D)  other-country manager 
E)  expatriate

Question 19

Paper-and-pencil ability tests, biographical information, and reference checks are the most effective tools in assessing the personality tools required for an expatriate manager's position.

Accepted Answer

A) True 
 B)False

Question 20

Better qualified and ambitious personnel decline to go abroad because sometimes expatriate positions do not have clear evidence of advance planning to protect career development. This "out of sight, out of mind" fear is closely linked to the problems of:

Accepted Answer

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

Which of the following is the primary reason for an expatriate's failure to function effectively in a foreign assignment?

What explains the fact that continual training may be more important in foreign markets than in domestic ones?

Which of the following is the most common job in the United States?

According to experts, what form of selling has the best results in Japan?

Mike Assaini has found that his ability to speak several Middle-Eastern languages is a real asset in his chosen career as a salesperson for Shell Oil. Since Mike works one foreign assignment after another and rarely returns to home base in Holland, he is called a(n):

All of the following is true of virtual expatriates EXCEPT that they:

Studies find that the expatriate manager's lack of cultural awareness was the primary reason for his/her failure to function effectively in a foreign assignment.

How important is the family in the success of an expatriate manager?

Continual training may be more important in foreign markets than in domestic ones.

When selecting sales and marketing personnel to go abroad, what are the specific characteristics and skills that a company should look for in these personnel?

Experts believe that compensation systems are becoming more diversified across the world.

Which of the following reasons would best explain why a country such as Germany allows for greater use of expatriates in international sales forces?

Why do international sales representatives require lots of stamina?

Virtual expatriates find managing contacts with subordinates and customers easier than before.

IBM's revamping of its sales compensation scheme led to some valuable information. Which of the following is NOT one of them?

The historical preference for expatriate managers and salespeople from the home country is giving way to a preference for:

Fritz Weaver is a German national working for a U.S. company in Argentina. This would be an example of which of the following types of foreign worker classifications?

A(n) _____ is a person who leaves their home country to work for their domestic employer in a foreign country.

Paper-and-pencil ability tests, biographical information, and reference checks are the most effective tools in assessing the personality tools required for an expatriate manager's position.

Better qualified and ambitious personnel decline to go abroad because sometimes expatriate positions do not have clear evidence of advance planning to protect career development. This "out of sight, out of mind" fear is closely linked to the problems of:

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

Negotiating With International Customers, Partners, and Regulators

Filters

Exam 17: Personal Selling and Sales Management

Which of the following is the primary reason for an expatriate's failure to function effectively in a foreign assignment?

What explains the fact that continual training may be more important in foreign markets than in domestic ones?

Which of the following is the most common job in the United States?

According to experts, what form of selling has the best results in Japan?

Mike Assaini has found that his ability to speak several Middle-Eastern languages is a real asset in his chosen career as a salesperson for Shell Oil. Since Mike works one foreign assignment after another and rarely returns to home base in Holland, he is called a(n):

All of the following is true of virtual expatriates EXCEPT that they:

Studies find that the expatriate manager's lack of cultural awareness was the primary reason for his/her failure to function effectively in a foreign assignment.

How important is the family in the success of an expatriate manager?

Continual training may be more important in foreign markets than in domestic ones.

When selecting sales and marketing personnel to go abroad, what are the specific characteristics and skills that a company should look for in these personnel?

Experts believe that compensation systems are becoming more diversified across the world.

Which of the following reasons would best explain why a country such as Germany allows for greater use of expatriates in international sales forces?

Why do international sales representatives require lots of stamina?

Virtual expatriates find managing contacts with subordinates and customers easier than before.

IBM's revamping of its sales compensation scheme led to some valuable information. Which of the following is NOT one of them?

The historical preference for expatriate managers and salespeople from the home country is giving way to a preference for:

Fritz Weaver is a German national working for a U.S. company in Argentina. This would be an example of which of the following types of foreign worker classifications?

A(n) _____ is a person who leaves their home country to work for their domestic employer in a foreign country.

Paper-and-pencil ability tests, biographical information, and reference checks are the most effective tools in assessing the personality tools required for an expatriate manager's position.

Better qualified and ambitious personnel decline to go abroad because sometimes expatriate positions do not have clear evidence of advance planning to protect career development. This "out of sight, out of mind" fear is closely linked to the problems of:

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

Negotiating With International Customers, Partners, and Regulators

Filters