Question 1

What is the reason for the failure of individual incentives to motivate employees in Japan?

Accepted Answer

Japan's emphasis on paternalism and coll

Question 2

Norman, a German national, works as a sales manager for Black Oil Corporation in the Middle-East. Given the benefits associated with the job, he works on one foreign assignment after another and rarely returns to the headquarters in Germany. In view of the given information we can say that Norman is a:

Accepted Answer

A)  virtual manager. 
B)  virtual expatriate. 
C)  third-country national. 
D)  professional expatriate. 
E)  native salesperson. 
A)  virtual manager. 
B)  virtual expatriate. 
C)  third-country national. 
D)  professional expatriate. 
E)  native salesperson.

Question 3

What are the advantages and disadvantages of using an expatriate sales force?

Accepted Answer

Among the advantages of hiring an expatr

Question 4

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

Accepted Answer

A) True 
 B)False

Question 5

Considering the specific characteristics of Japan's culture, which of the following strategies would be most successful in motivating employees in Japanese organizations?

Accepted Answer

A)  Individual commission systems 
B)  Group bonus schemes 
C)  Company cars 
D)  Birthday gift vouchers 
E)  Best employee awards 
A)  Individual commission systems 
B)  Group bonus schemes 
C)  Company cars 
D)  Birthday gift vouchers 
E)  Best employee awards

Question 6

In the context of designing an international sales force, which of the following is true of information-oriented cultures?

Accepted Answer

A)  They require the most complete local knowledge possessed only by natives. 
B)  Personal selling has to be localized for even the most global of corporations. 
C)  People belonging to such cultures are hostile toward third-country nationals. 
D)  Such cultures allow for greater use of expatriates in the sales force. 
E)  Virtual expatriates are more efficient in selling consulting services in these countries. 
A)  They require the most complete local knowledge possessed only by natives. 
B)  Personal selling has to be localized for even the most global of corporations. 
C)  People belonging to such cultures are hostile toward third-country nationals. 
D)  Such cultures allow for greater use of expatriates in the sales force. 
E)  Virtual expatriates are more efficient in selling consulting services in these countries.

Question 7

Compensation packages in eastern European countries typically involve a substantially greater emphasis on performance-based incentives than in the United States.

Accepted Answer

A) True 
 B)False

Question 8

Which of the following is likely to be most effective in making home-office personnel aware of the problems of foreign operations?

Accepted Answer

A)  Cross-cultural training. 
B)  Global selling techniques. 
C)  Advanced technical skills. 
D)  Telecommuting and teleconferencing. 
E)  Email etiquettes. 
A)  Cross-cultural training. 
B)  Global selling techniques. 
C)  Advanced technical skills. 
D)  Telecommuting and teleconferencing. 
E)  Email etiquettes.

Question 9

The training of foreign employees is likely to be most effective when:

Accepted Answer

A)  a standard method is used to ensure uniformity. 
B)  it is tailored to the recipients' ways of learning. 
C)  national differences are ignored during motivational sessions. 
D)  the superiority of their culture is emphasized over others. 
E)  it is different from the familiar ways of communication. 
A)  a standard method is used to ensure uniformity. 
B)  it is tailored to the recipients' ways of learning. 
C)  national differences are ignored during motivational sessions. 
D)  the superiority of their culture is emphasized over others. 
E)  it is different from the familiar ways of communication.

Question 10

In the context of American sales representatives' performance, poor performers typically stay with the company and are seldom fired.

Accepted Answer

A) True 
 B)False

Question 11

In the context of designing an international sales force, which of the following is true of Japan?

Accepted Answer

A)  Japan has an information-oriented culture. 
B)  Japan allows for greater use of expatriates. 
C)  In Japan, personal selling need not be localized. 
D)  Japan is not a member of World Trade Organization. 
E)  In Japan, complete local knowledge is important for salespeople. 
A)  Japan has an information-oriented culture. 
B)  Japan allows for greater use of expatriates. 
C)  In Japan, personal selling need not be localized. 
D)  Japan is not a member of World Trade Organization. 
E)  In Japan, complete local knowledge is important for salespeople.

Question 12

The main disadvantage of hiring local nationals for an international sales force is the tendency of headquarters personnel to ignore their advice.

Accepted Answer

A) True 
 B)False

Question 13

In the context of the rewards from work, Japanese and American salespersons are similar barring one aspect which the Japanese rate as more important than their American counterparts. Identify this aspect.

Accepted Answer

A)  Job security 
B)  Promotion 
C)  Accomplishments 
D)  Social recognition 
E)  Personal growth and development 
A)  Job security 
B)  Promotion 
C)  Accomplishments 
D)  Social recognition 
E)  Personal growth and development

Question 14

When hiring new personnel for international marketing, which of the following is considered to be the best way to assess the traits necessary for success?

Accepted Answer

A)  Paper-and-pencil ability tests. 
B)  Interviews and role-playing exercises. 
C)  Biographical information. 
D)  Checking references. 
E)  Handwriting analysis. 
A)  Paper-and-pencil ability tests. 
B)  Interviews and role-playing exercises. 
C)  Biographical information. 
D)  Checking references. 
E)  Handwriting analysis.

Question 15

What are the specific characteristics and skills that a company should look for when selecting sales and marketing personnel for international marketing positions?

Accepted Answer

To select personnel for international ma

Question 16

Social recognition is a more important motivating factor for an American sales representative as compared to a Japanese salesperson.

Accepted Answer

A) True 
 B)False

Question 17

In Europe, work councils are involved in setting compensation rules for sales people.

Accepted Answer

A) True 
 B)False

Question 18

Overseas premiums that are paid to the family of expatriates during short-term assignments if they do not relocate to the foreign country are called:

Accepted Answer

A)  resettlement claims. 
B)  pension plans. 
C)  displacement reserves. 
D)  official benefits. 
E)  separation allowances. 
A)  resettlement claims. 
B)  pension plans. 
C)  displacement reserves. 
D)  official benefits. 
E)  separation allowances.

Question 19

Which of the following is the reason for the fact that continual training is more important in foreign markets than in domestic ones?

Accepted Answer

A)  Slow adaptation of foreign markets to innovative products. 
B)  Technological inferiority of domestic cultures. 
C)  The need to establish the superiority of domestic cultures. 
D)  Lack of technical knowledge among foreign salespersons. 
E)  Lack of routine contact with the parent company. 
A)  Slow adaptation of foreign markets to innovative products. 
B)  Technological inferiority of domestic cultures. 
C)  The need to establish the superiority of domestic cultures. 
D)  Lack of technical knowledge among foreign salespersons. 
E)  Lack of routine contact with the parent company.

Question 20

In the context of international marketing, training for expatriates focuses on the company, its products, technical information, and selling methods.

Accepted Answer

A) True 
 B)False

What is the reason for the failure of individual incentives to motivate employees in Japan?

What are the advantages and disadvantages of using an expatriate sales force?

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

Considering the specific characteristics of Japan's culture, which of the following strategies would be most successful in motivating employees in Japanese organizations?

In the context of designing an international sales force, which of the following is true of information-oriented cultures?

Compensation packages in eastern European countries typically involve a substantially greater emphasis on performance-based incentives than in the United States.

Which of the following is likely to be most effective in making home-office personnel aware of the problems of foreign operations?

The training of foreign employees is likely to be most effective when:

In the context of American sales representatives' performance, poor performers typically stay with the company and are seldom fired.

In the context of designing an international sales force, which of the following is true of Japan?

The main disadvantage of hiring local nationals for an international sales force is the tendency of headquarters personnel to ignore their advice.

In the context of the rewards from work, Japanese and American salespersons are similar barring one aspect which the Japanese rate as more important than their American counterparts. Identify this aspect.

When hiring new personnel for international marketing, which of the following is considered to be the best way to assess the traits necessary for success?

What are the specific characteristics and skills that a company should look for when selecting sales and marketing personnel for international marketing positions?

Social recognition is a more important motivating factor for an American sales representative as compared to a Japanese salesperson.

In Europe, work councils are involved in setting compensation rules for sales people.

Overseas premiums that are paid to the family of expatriates during short-term assignments if they do not relocate to the foreign country are called:

Which of the following is the reason for the fact that continual training is more important in foreign markets than in domestic ones?

In the context of international marketing, training for expatriates focuses on the company, its products, technical information, and selling methods.

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

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

What is the reason for the failure of individual incentives to motivate employees in Japan?

What are the advantages and disadvantages of using an expatriate sales force?

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

Considering the specific characteristics of Japan's culture, which of the following strategies would be most successful in motivating employees in Japanese organizations?

In the context of designing an international sales force, which of the following is true of information-oriented cultures?

Compensation packages in eastern European countries typically involve a substantially greater emphasis on performance-based incentives than in the United States.

Which of the following is likely to be most effective in making home-office personnel aware of the problems of foreign operations?

The training of foreign employees is likely to be most effective when:

In the context of American sales representatives' performance, poor performers typically stay with the company and are seldom fired.

In the context of designing an international sales force, which of the following is true of Japan?

The main disadvantage of hiring local nationals for an international sales force is the tendency of headquarters personnel to ignore their advice.

In the context of the rewards from work, Japanese and American salespersons are similar barring one aspect which the Japanese rate as more important than their American counterparts. Identify this aspect.

When hiring new personnel for international marketing, which of the following is considered to be the best way to assess the traits necessary for success?

What are the specific characteristics and skills that a company should look for when selecting sales and marketing personnel for international marketing positions?

Social recognition is a more important motivating factor for an American sales representative as compared to a Japanese salesperson.

In Europe, work councils are involved in setting compensation rules for sales people.

Overseas premiums that are paid to the family of expatriates during short-term assignments if they do not relocate to the foreign country are called:

Which of the following is the reason for the fact that continual training is more important in foreign markets than in domestic ones?

In the context of international marketing, training for expatriates focuses on the company, its products, technical information, and selling methods.

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

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