Question 1

From an international firm's perspective, which of the following is an advantage associated with virtual assignments?

Accepted Answer

A)  Sales personnel can avoid health risks involved in flying frequently to foreign countries. 
B)  Customer relationship structures may be improved due to direct customer interaction. 
C)  The extra expense involved in an actual executive move may be avoided. 
D)  Problems related to low morale of personnel due to living in hotels can be avoided. 
E)  Misunderstandings due to lack of cultural skills may be completely eliminated. 
A)  Sales personnel can avoid health risks involved in flying frequently to foreign countries. 
B)  Customer relationship structures may be improved due to direct customer interaction. 
C)  The extra expense involved in an actual executive move may be avoided. 
D)  Problems related to low morale of personnel due to living in hotels can be avoided. 
E)  Misunderstandings due to lack of cultural skills may be completely eliminated.

Question 2

Nontaxable perks such as a company vehicle given to an expatriate is an example of a(n):

Accepted Answer

A)  overseas premium. 
B)  family compensation. 
C)  special assessment. 
D)  fringe benefit. 
E)  separation allowance. 
A)  overseas premium. 
B)  family compensation. 
C)  special assessment. 
D)  fringe benefit. 
E)  separation allowance.

Question 3

Which of the following is a disadvantage of working as virtual expatriates?

Accepted Answer

A)  They find it difficult to build close contact with subordinates and customers. 
B)  Their families need to be uprooted. 
C)  The risk of losing out on promotions at corporate headquarters is very high. 
D)  They lack the understanding of how home-office politics influence decisions. 
E)  The top personnel at the headquarters tend to ignore their advice. 
A)  They find it difficult to build close contact with subordinates and customers. 
B)  Their families need to be uprooted. 
C)  The risk of losing out on promotions at corporate headquarters is very high. 
D)  They lack the understanding of how home-office politics influence decisions. 
E)  The top personnel at the headquarters tend to ignore their advice.

Question 4

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

Question 5

Which of the following is the main reason for the failure of individual incentives to motivate employees in Japan?

Accepted Answer

A)  An emphasis on paternalism 
B)  High corruption levels 
C)  Practice of cultural chauvinism 
D)  A democratic form of government 
E)  Encouragement of individualism 
A)  An emphasis on paternalism 
B)  High corruption levels 
C)  Practice of cultural chauvinism 
D)  A democratic form of government 
E)  Encouragement of individualism

Question 6

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 personal career planning 
C)  Lack of aesthetic appeal of the foreign country 
D)  Unsuccessful family adjustment 
E)  Interference from work councils 
A)  Differing customer expectations on product features 
B)  Lack of personal career planning 
C)  Lack of aesthetic appeal of the foreign country 
D)  Unsuccessful family adjustment 
E)  Interference from work councils

Question 7

What are the reasons for the low morale and growing amount of attrition among returning expatriates?

Accepted Answer

Low morale and a growing amount of attri

Question 8

Which of the following practices, with respect to motivating sales personnel, is most common in relationship-oriented countries like Japan?

Accepted Answer

A)  Companies lay greater emphasis on incentives that are based on individual performance. 
B)  Companies do not allow local managers to decide the mix between base and incentive pay. 
C)  Commissions are measured by sales revenues generated by each employee. 
D)  Companies are not very tolerant of poor performers and fire them immediately. 
E)  Companies motivate sales representatives through frequent interaction with supervisors. 
A)  Companies lay greater emphasis on incentives that are based on individual performance. 
B)  Companies do not allow local managers to decide the mix between base and incentive pay. 
C)  Commissions are measured by sales revenues generated by each employee. 
D)  Companies are not very tolerant of poor performers and fire them immediately. 
E)  Companies motivate sales representatives through frequent interaction with supervisors.

Question 9

Which of the following is true of sales compensation practices across the globe?

Accepted Answer

A)  Most companies in Japan have adopted the U.S. system with its emphasis on commissions based on individual performance. 
B)  Government intervention in pay determination aimed at leveling pay scales has gained popularity in European countries. 
C)  Most multinational companies describe their sales compensation plans as global in nature. 
D)  Most European companies emphasize more on performance-based incentives than on base pay, unlike the United States. 
E)  Most companies establish sales compensation practices locally either at the country or regional levels. 
A)  Most companies in Japan have adopted the U.S. system with its emphasis on commissions based on individual performance. 
B)  Government intervention in pay determination aimed at leveling pay scales has gained popularity in European countries. 
C)  Most multinational companies describe their sales compensation plans as global in nature. 
D)  Most European companies emphasize more on performance-based incentives than on base pay, unlike the United States. 
E)  Most companies establish sales compensation practices locally either at the country or regional levels.

Question 10

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 11

Which of the following is a disadvantage associated with a sales force comprising expatriate salespeople?

Accepted Answer

A)  Adverse effect on the prestige of the product 
B)  Inability to effectively communicate and influence headquarters' personnel 
C)  Lack of technological expertise 
D)  Inadequate knowledge of the company 
E)  Large cultural barriers 
A)  Adverse effect on the prestige of the product 
B)  Inability to effectively communicate and influence headquarters' personnel 
C)  Lack of technological expertise 
D)  Inadequate knowledge of the company 
E)  Large cultural barriers

Question 12

Write a short note on virtual expatriates. What are the disadvantages associated with virtual expatriates?

Accepted Answer

Virtual expatriates manage operations in

Question 13

In the context of motivating sales personnel, expatriate managers fear that they will lose opportunities for promotion because they will be forgotten by the home office.

Accepted Answer

A) True 
 B)False

Question 14

George, an American citizen, works as the sales manager at Blue Inc. He is posted at the company headquarters in the U.S. and manages operations in China. He makes long visits to conduct business meetings with his colleagues in China. George may be considered to be a:

Accepted Answer

A)  repatriate. 
B)  virtual expatriate. 
C)  third-country national. 
D)  professional expatriate. 
E)  local sales manager. 
A)  repatriate. 
B)  virtual expatriate. 
C)  third-country national. 
D)  professional expatriate. 
E)  local sales manager.

Question 15

Since expatriates are not locals, they often have a negative effect on the prestige of the company and its product line in the eyes of foreign customers.

Accepted Answer

A) True 
 B)False

Question 16

Describe third-country nationals (TCNs). Why do American companies favor third-country nationals over other English-speaking countries for overseas assignments?

Accepted Answer

The internationalization of business has

Question 17

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

Accepted Answer

A) True 
 B)False

Question 18

Which of the following is a trait of a person with good cultural skills?

Accepted Answer

A)  They have a clear set of principles and do not tolerate ambiguity. 
B)  They take pride in their culture and practice cultural chauvinism. 
C)  They monitor the behavior of their employees and judge them accordingly. 
D)  They convey a sincere interest in people and their culture. 
E)  They try to propagate their culture and make others follow them. 
A)  They have a clear set of principles and do not tolerate ambiguity. 
B)  They take pride in their culture and practice cultural chauvinism. 
C)  They monitor the behavior of their employees and judge them accordingly. 
D)  They convey a sincere interest in people and their culture. 
E)  They try to propagate their culture and make others follow them.

Question 19

Expatriates working in high-tax countries prefer direct income instead of fringe benefits as part of their compensation package.

Accepted Answer

A) True 
 B)False

Question 20

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 the 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 the World Trade Organization. 
E)  In Japan, complete local knowledge is important for salespeople.

From an international firm's perspective, which of the following is an advantage associated with virtual assignments?

Nontaxable perks such as a company vehicle given to an expatriate is an example of a(n):

Which of the following is a disadvantage of working as virtual expatriates?

Which of the following is the main reason for the failure of individual incentives to motivate employees in Japan?

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

What are the reasons for the low morale and growing amount of attrition among returning expatriates?

Which of the following practices, with respect to motivating sales personnel, is most common in relationship-oriented countries like Japan?

Which of the following is true of sales compensation practices across the globe?

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

Which of the following is a disadvantage associated with a sales force comprising expatriate salespeople?

Write a short note on virtual expatriates. What are the disadvantages associated with virtual expatriates?

In the context of motivating sales personnel, expatriate managers fear that they will lose opportunities for promotion because they will be forgotten by the home office.

George, an American citizen, works as the sales manager at Blue Inc. He is posted at the company headquarters in the U.S. and manages operations in China. He makes long visits to conduct business meetings with his colleagues in China. George may be considered to be a:

Since expatriates are not locals, they often have a negative effect on the prestige of the company and its product line in the eyes of foreign customers.

Describe third-country nationals (TCNs). Why do American companies favor third-country nationals over other English-speaking countries for overseas assignments?

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

Which of the following is a trait of a person with good cultural skills?

Expatriates working in high-tax countries prefer direct income instead of fringe benefits as part of their compensation package.

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

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

From an international firm's perspective, which of the following is an advantage associated with virtual assignments?

Nontaxable perks such as a company vehicle given to an expatriate is an example of a(n):

Which of the following is a disadvantage of working as virtual expatriates?

Which of the following is the main reason for the failure of individual incentives to motivate employees in Japan?

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

What are the reasons for the low morale and growing amount of attrition among returning expatriates?

Which of the following practices, with respect to motivating sales personnel, is most common in relationship-oriented countries like Japan?

Which of the following is true of sales compensation practices across the globe?

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

Which of the following is a disadvantage associated with a sales force comprising expatriate salespeople?

Write a short note on virtual expatriates. What are the disadvantages associated with virtual expatriates?

In the context of motivating sales personnel, expatriate managers fear that they will lose opportunities for promotion because they will be forgotten by the home office.

George, an American citizen, works as the sales manager at Blue Inc. He is posted at the company headquarters in the U.S. and manages operations in China. He makes long visits to conduct business meetings with his colleagues in China. George may be considered to be a:

Since expatriates are not locals, they often have a negative effect on the prestige of the company and its product line in the eyes of foreign customers.

Describe third-country nationals (TCNs). Why do American companies favor third-country nationals over other English-speaking countries for overseas assignments?

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

Which of the following is a trait of a person with good cultural skills?

Expatriates working in high-tax countries prefer direct income instead of fringe benefits as part of their compensation package.

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

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