31. (p. 498) The largest personnel requirement abroad for most companies is: 
A. the management team.
B. the service department.
C. the purchasing professionals.
D. the advertising specialists.
E. the sales force.

32. (p. 498) In which of the following scenarios is an expatriate sales force the best choice for a company? 
A. When the product is customized
B. When the product is mass-marketed
C. When the product caters to a niche market
D. When the product is highly technical
E. When the product is global in nature

33. (p. 498) Which of the following is one of the advantages of using an expatriate salesperson? 
A. Greater technical training
B. Increases the diversity mix of the organizational profile
C. Usually more experienced than local nationals
D. Other-country teams are more accepting of an expatriate manager
E. Lesser risk of employee-poaching in a foreign market

34. (p. 498) A(n) _____ is a person who leaves their home country to work for their domestic employer in a foreign country. 
A. home-country manager
B. foreign manager
C. outsourcer
D. other-country manager
E. expatriate

35. (p. 498) All of the following are advantages that an expatriate salesperson has in representing his or her company in a foreign market; however, one of these advantages stands out above the others. Which one is it? 
A. Greater technical training
B. Better knowledge of the company and its product line
C. Proven dependability
D. Adds prestige to the product line, in the eye of the buyer
E. The ability to communicate with and influence headquarter's personnel

36. (p. 498) All of the following are disadvantages to having an expatriate salesperson in a foreign market EXCEPT: 
A. high cost.
B. cultural barriers.
C. willingness to live abroad for extended periods.
D. unverified dependability.
E. legal barriers.

37. (p. 498) Which of the following is the major deterrent for executives offered an expatriate position? 
A. The threat of international terrorist attacks in foreign markets
B. The loss of visibility at corporate headquarters
C. The steep increase in living costs in a foreign location
D. The lack of proper communication technology
E. The loss of deep-rooted friendships at the home-country office

38. (p. 498) What strategy do companies take to ensure that executives accept expatriate positions? 
A. Promote overseas stint as a ticket to top management
B. Mandate expatriate positions for all executives
C. Shift a part of the head-office to the new location
D. Transfer a support team along with the expatriate manager
E. Find a mentor in the new country to guide the executive

39. (p. 498) 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): 
A. rover.
B. castaway.
C. wanderer.
D. professional expatriate.
E. troubleshooter.

40. (p. 499) Because of new advances in communications technology, a new form of expatriate has emerged. What is the name of this new form of expatriate? 
A. The geek expatriate
B. The virtual expatriate
C. The e-com expatriate
D. The dotcom expatriate
E. The visionary expatriate

31. (p. 498) The largest personnel requirement abroad for most companies is: 
A. the management team.
B. the service department.
C. the purchasing professionals.
D. the advertising specialists.
E. the sales force.

32. (p. 498) In which of the following scenarios is an expatriate sales force the best choice for a company? 
A. When the product is customized
B. When the product is mass-marketed
C. When the product caters to a niche market
D. When the product is highly technical
E. When the product is global in nature

33. (p. 498) Which of the following is one of the advantages of using an expatriate salesperson? 
A. Greater technical training
B. Increases the diversity mix of the organizational profile
C. Usually more experienced than local nationals
D. Other-country teams are more accepting of an expatriate manager
E. Lesser risk of employee-poaching in a foreign market

34. (p. 498) A(n) _____ is a person who leaves their home country to work for their domestic employer in a foreign country. 
A. home-country manager
B. foreign manager
C. outsourcer
D. other-country manager
E. expatriate

35. (p. 498) All of the following are advantages that an expatriate salesperson has in representing his or her company in a foreign market; however, one of these advantages stands out above the others. Which one is it? 
A. Greater technical training
B. Better knowledge of the company and its product line
C. Proven dependability
D. Adds prestige to the product line, in the eye of the buyer
E. The ability to communicate with and influence headquarter's personnel

36. (p. 498) All of the following are disadvantages to having an expatriate salesperson in a foreign market EXCEPT: 
A. high cost.
B. cultural barriers.
C. willingness to live abroad for extended periods.
D. unverified dependability.
E. legal barriers.

37. (p. 498) Which of the following is the major deterrent for executives offered an expatriate position? 
A. The threat of international terrorist attacks in foreign markets
B. The loss of visibility at corporate headquarters
C. The steep increase in living costs in a foreign location
D. The lack of proper communication technology
E. The loss of deep-rooted friendships at the home-country office

38. (p. 498) What strategy do companies take to ensure that executives accept expatriate positions? 
A. Promote overseas stint as a ticket to top management
B. Mandate expatriate positions for all executives
C. Shift a part of the head-office to the new location
D. Transfer a support team along with the expatriate manager
E. Find a mentor in the new country to guide the executive

39. (p. 498) 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): 
A. rover.
B. castaway.
C. wanderer.
D. professional expatriate.
E. troubleshooter.

40. (p. 499) Because of new advances in communications technology, a new form of expatriate has emerged. What is the name of this new form of expatriate? 
A. The geek expatriate
B. The virtual expatriate
C. The e-com expatriate
D. The dotcom expatriate
E. The visionary expatriate

31. (p. 498) The largest personnel requirement abroad for most companies is: 
A. the management team.
B. the service department.
C. the purchasing professionals.
D. the advertising specialists.
E. the sales force.

32. (p. 498) In which of the following scenarios is an expatriate sales force the best choice for a company? 
A. When the product is customized
B. When the product is mass-marketed
C. When the product caters to a niche market
D. When the product is highly technical
E. When the product is global in nature

33. (p. 498) Which of the following is one of the advantages of using an expatriate salesperson? 
A. Greater technical training
B. Increases the diversity mix of the organizational profile
C. Usually more experienced than local nationals
D. Other-country teams are more accepting of an expatriate manager
E. Lesser risk of employee-poaching in a foreign market

34. (p. 498) A(n) _____ is a person who leaves their home country to work for their domestic employer in a foreign country. 
A. home-country manager
B. foreign manager
C. outsourcer
D. other-country manager
E. expatriate

35. (p. 498) All of the following are advantages that an expatriate salesperson has in representing his or her company in a foreign market; however, one of these advantages stands out above the others. Which one is it? 
A. Greater technical training
B. Better knowledge of the company and its product line
C. Proven dependability
D. Adds prestige to the product line, in the eye of the buyer
E. The ability to communicate with and influence headquarter's personnel

36. (p. 498) All of the following are disadvantages to having an expatriate salesperson in a foreign market EXCEPT: 
A. high cost.
B. cultural barriers.
C. willingness to live abroad for extended periods.
D. unverified dependability.
E. legal barriers.

37. (p. 498) Which of the following is the major deterrent for executives offered an expatriate position? 
A. The threat of international terrorist attacks in foreign markets
B. The loss of visibility at corporate headquarters
C. The steep increase in living costs in a foreign location
D. The lack of proper communication technology
E. The loss of deep-rooted friendships at the home-country office

38. (p. 498) What strategy do companies take to ensure that executives accept expatriate positions? 
A. Promote overseas stint as a ticket to top management
B. Mandate expatriate positions for all executives
C. Shift a part of the head-office to the new location
D. Transfer a support team along with the expatriate manager
E. Find a mentor in the new country to guide the executive

39. (p. 498) 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): 
A. rover.
B. castaway.
C. wanderer.
D. professional expatriate.
E. troubleshooter.

40. (p. 499) Because of new advances in communications technology, a new form of expatriate has emerged. What is the name of this new form of expatriate? 
A. The geek expatriate
B. The virtual expatriate
C. The e-com expatriate
D. The dotcom expatriate
E. The visionary expatriate

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