Voyevodins' Library _ "International Business: Competing in the Global Marketplace" / Charles W.L. Hill ... Chapter 17 ... patent, performance ambiguity, personal controls, pioneering costs, political economy, political risk, political system, polycentric staffing, positive-sum game, power distance, predatory pricing, price discrimination, price elasticity of demand, privatization, product life-cycle theory, production, projected rate, property rights, pull strategy, purchasing power parity (PPP), push strategy, regional economic integration, relatively efficient market, representative democracy, right-wing totalitarianism, royalties, short selling, sight draft, Single European Act, Smoot-Hawley Tariff, social democrats, social mobility, social strata, social structure, socialism, society, sogo shosha, sourcing decisions, specialized asset, specific tariff, spot exchange rate, staffing policy, state-directed economy, stock of foreign direct investment, strategic alliances, strategic commitment, strategic trade policy, strategy, Structural Impediments Initiative Voevodin's Library: patent, performance ambiguity, personal controls, pioneering costs, political economy, political risk, political system, polycentric staffing, positive-sum game, power distance, predatory pricing, price discrimination, price elasticity of demand, privatization, product life-cycle theory, production, projected rate, property rights, pull strategy, purchasing power parity (PPP), push strategy, regional economic integration, relatively efficient market, representative democracy, right-wing totalitarianism, royalties, short selling, sight draft, Single European Act, Smoot-Hawley Tariff, social democrats, social mobility, social strata, social structure, socialism, society, sogo shosha, sourcing decisions, specialized asset, specific tariff, spot exchange rate, staffing policy, state-directed economy, stock of foreign direct investment, strategic alliances, strategic commitment, strategic trade policy, strategy, Structural Impediments Initiative


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Chapter 17 Outline

Critical Discussion Questions

  1. Imagine you are the marketing manager for a US manufacturer of disposable diapers. Your firm is considering entering the Brazilian market. Your CEO believes the advertising message that has been effective in the United States will suffice in Brazil. Outline some possible objections to this. Your CEO also believes that the pricing decisions in Brazil can be delegated to local managers. Why might she be wrong?

  2. Within 20 years, we will have seen the emergence of enormous global markets for standardized consumer products. Do you agree with this statement? Justify your answer.

  3. You are the marketing manager of a food products company that is considering entering the South Korean market. The retail system in South Korea tends to be very fragmented. Also, retailers and wholesalers tend to have long-term ties with South Korean food companies, which makes access to distribution channels difficult. What distribution strategy would you advise the company to pursue? Why?
  1. Price discrimination is indistinguishable from dumping. Discuss the accuracy of this statement.

  2. You work for a company that designs and manufactures personal computers. Your company's R&D center is in North Dakota. The computers are manufactured under contract in Taiwan. Marketing strategy is delegated to the heads of three regional groups: a North American group (based in Chicago), a European group (based in Paris), and an Asian group (based in Singapore). Each regional group develops the marketing approach within its region. In order of importance, the largest markets for your products are North America, Germany, Britain, China, and Australia. Your company is experiencing problems in its product development and commercialization process. Products are late to market, the manufacturing quality is poor, and costs are higher than projected, and market acceptance of new products is less then hoped for. What might be the source of these problems? How would you fix them?
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