Chap 1.GLM

These brands have the same name and similar image and positioning throughout the world. 

• local brands
• b. multinational brands
• c. global brands
• d. international brands

What is/is the additional complication(s) of international marketing? 

• Both A & B
• None of above
• The environments within which the research tools are applied are often different in foreign markets
• Information must be communicated across cultural boundaries

A _____ staffing policy seeks the best people for key jobs throughout the organization, regardless of nationality.

• ethnocentric
• polycentric
• eurocentric
• geocentric

Which is TRUE about regiocentric orientation? 

• See similarities and differences in home and host countries
• See similarities in foreign countries
• Sees similarities and differences in a world region
• Each host country is unique

Export marketing use __________ approaches 

• Regiocentric orientation
• Polycentric orientation
• Geocentric orientation
• Ethnocentric orientation

__________ leads to a localized or adaptation approach that assumes products must be adapted to local market conditions. 

• Geocentric Orientation
• Regiocentric Orientation
• Polycentric Orientation
• Ethnocentric Orientation

Multinational region-by-region marketing use __________ approaches 

• Ethnocentric orientation
• Polycentric orientation
• Regiocentric orientation
• Geocentric orientation

A polycentric approach may be effective for firms pursuing a _____.

• localization strategy
• international strategy
• global standardization strategy
• transnational strategy

Cultural myopia refers to a firm's failure to _______ 

• act confidently in host countries.
• understand host-country cultural differences.
• adapt to certain ethnocentric cultures.
• prevent gender discrimination within the firm.

A Japanese firm prefers expatriate Japanese managers to head its foreign operations because these managers have been socialized into the firm while employed in Japan. This indicates that the firm ________ 

• believes that such managers cannot progress beyond middle-manager positions in their parent company.
• follows an ethnocentric staffing policy to maintain a unified corporate culture
• requires host-country nationals to be recruited to manage subsidiaries.
• is trying to create value by transferring core competencies to a foreign operation.