Imagine that you are the marketing manager for a U.S. 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?


 . 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. 


. You are the marketing manager of a food products company that is considering entering the Indian market.

 The retail system in India tends to be very fragmented. Also, retailers and wholesalers tend to have long- term ties


 with Indian food companies; these ties make access to distribution channels difficult. 

What distribution strategy would you advise the company to pursue? Why? 

4. Price discrimination is indistinguishable from dumping.

 Discuss the accuracy of this statement. 

5. You work for a company that designs and manufactures personal computers. 

Your company’s R&D center is in Michigan.

 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, Great 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, costs are higher than projected, and market acceptance of new products is less than hoped for. 

What might be the source of these problems?

 How would you fix them?