Curses, Foiled Again in France A U.S. manufacturer of kiosk photo printers with an affiliate in Dijon, France, decided to create the position in “international liaison.” This person would spend about five days per month in Dijon in the role of home-office representative. The liaison would offer some advice to European operations and function as the intermediary between the home office and Dijon. Erin Barker, a product development manager, was a logical choice for the new position. In addition to being technically competent, Baker had good interpersonal skills and spoke French. She had studied French in high school and college and had spent one semester in France as part of her college program. In recent years, she had taken two vacations in France. Erin still retained her position as product development manager. She planned to work at her new position about half time. Some of her responsibilities as product development manager were delegated to two specialists in the product development department. Erin was somewhat skeptical about occupying a liaison position, because it was by nature nebulous. The Dijon group would have to respect her authority because she represented company headquarters. However, the Dijon group really reported to the company CEO, not to her. Erin prepared herself mentally for her first trip to Dijon. She gathered relevant facts and figures about the company’s European business headquartered in Dijon, and listened to French language-learning CD’s for two weeks. With a dry throat and determination in her heart, Erin walked into the Dijon conference room one Monday morning for her first meeting with the French group. Barker greeted the management team at the plant in French: “Bonjour. Je suis enchance` de faire votre connaissance. Mon se`jour sera pour plusieurs jours. Je voudrais apprendre votre ope`ration. Aussi, je voudrais expliquer les ope`rations du sie`ge et re`ponder a` vos questions.” [Hello, It’s a pleasure to meet you. My stay will be several days. I would like to learn about your operation. Also, I would like to explain the operations of headquarters and answer you questions.] “Oh, how nice, you speak a little French,” said plant manager Gilles Naulleau, in English. Erin was taken aback that Naulleau and the other French managers seemed intent on speaking English. She interpreted it as a sign of their not taking her interest in them seriously. Erin also thought that her first few days in Dijon were strictly ceremonial. She felt more like a visitor on a plant tour than an executive conducting business. When Erin touched on business topics such as sales and production forecasts, the Dijon representative would typically shrug and change the subject. The following month, Erin revisited Dijon and again met with Naulleau and Pierre Chevalier, the sale manager for France. She opened the meeting with these words: “Ma dernie`re visite chez vous `etait tre`s agre`able. J’ai appre`cie I’opportunite` a connaitre les cadres.

1. Curses, Foiled Again in France
A U.S. manufacturer of kiosk photo printers with an affiliate in
Dijon, France, decided to create the position in “international
liaison.” This person would spend about five days per month in
Dijon in the role of home-office representative. The liaison
would offer some advice to European operations and function as
the intermediary between the home office and Dijon.
Erin Barker, a product development manager, was a logical
choice for the new position. In addition to being technically
competent, Baker had good interpersonal skills and spoke
French. She had studied French in high school and college and
had spent one semester in France as part of her college program.
In recent years, she had taken two vacations in France. Erin still
retained her position as product development manager. She
planned to work at her new position about half time. Some of
her responsibilities as product development manager were
delegated to two specialists in the product development
department. Erin was somewhat skeptical about occupying a
liaison position, because it was by nature nebulous. The Dijon
group would have to respect her authority because she
represented company headquarters. However, the Dijon group
really reported to the company CEO, not to her.
Erin prepared herself mentally for her first trip to Dijon. She
gathered relevant facts and figures about the company’s
European business headquartered in Dijon, and listened to
French language-learning CD’s for two weeks. With a dry throat
and determination in her heart, Erin walked into the Dijon
conference room one Monday morning for her first meeting with
the French group.
Barker greeted the management team at the plant in French:
“Bonjour. Je suis enchance` de faire votre connaissance. Mon
se`jour sera pour plusieurs jours. Je voudrais apprendre votre
ope`ration. Aussi, je voudrais expliquer les ope`rations du
sie`ge et re`ponder a` vos questions.” [Hello, It’s a pleasure to

2. meet you. My stay will be several days. I would like to learn
about your operation. Also, I would like to explain the
operations of headquarters and answer you questions.]
“Oh, how nice, you speak a little French,” said plant manager
Gilles Naulleau, in English. Erin was taken aback that Naulleau
and the other French managers seemed intent on speaking
English. She interpreted it as a sign of their not taking her
interest in them seriously. Erin also thought that her first few
days in Dijon were strictly ceremonial. She felt more like a
visitor on a plant tour than an executive conducting business.
When Erin touched on business topics such as sales and
production forecasts, the Dijon representative would typically
shrug and change the subject.
The following month, Erin revisited Dijon and again met with
Naulleau and Pierre Chevalier, the sale manager for France. She
opened the meeting with these words: “Ma dernie`re visite chez
vous `etait tre`s agre`able. J’ai appre`cie I’opportunite` a
connaitre les cadres de Dijon. Maintenant je voudrais discuter
les projects lie`s au succe`s de notre entreprise.” [My last visit
here was very pleasant. I appreciated the opportunity to get to
know the Dijon managers. Now, I would like to discuss projects
linked to the success of our business.] Again, Naulleau talked
mostly about superficial topics, but he did respond in a few
words of French. The other managers spoke among themselves
in French in her presence but held back on talking about serious
business issues. Back at headquarters, Erin met with the CEO.
She discussed her seemingly slow progress in getting down to
serious business with the Dijon managers. The CEO then asked
whether she would like the company to assign somebody else to
the job. Erin responded, “I’m not willing to say goodbye to
Dijon quite yet. Give me more time to prove myself.”
Questions
1. How should Erin conduct herself in her future visits to the
Dijon operation in order to get down to business?
2. Should the company replace Erin with another person for the
position of international liaison? Explain your answer.

3. 3. What message or messages about global business
relationships do you extract from this case history?
Catapult Workshops
Catapult Workshops: The Meis Student Development Center
was created by the Scott College of Business to offer our
students professional development opportunities as they
progress through their college career. This program is known as
Catapult and offers different workshops, networking events, and
professional panels covering many different topics and also
works with ISU’s Career Center to offer workshops, resume
advice, mock interviews, etc.
You must attend three Catapult workshops and submit a 500
word summary of your experience including what you liked
best/worst. You need to include a list of the events you
attended with your summary. You will attend these workshops
on your own time so plan accordingly.
Your participation in Catapult is worth 25
Social Media in the job Search
Presenter(s) of the catapult: Matthew Hetzel
The three most important points that you learned from the
catapult are:
(2 points)_
The first important point that I have learned from the catapult is
the fact that many employers use the social media in job search.
This is because it is an inexpensive and easy way of screening
people. Therefore being present in the social media network can
help me identify job opportunities. It can also help me interact
with employers and market myself online. (2 points)
The second important thing that I learned from the catapult is

4. the way I can use the social media networks to help me search
for a job. Employers are present in the social media networks
and the way I present myself is important. I learned about the
employer’s turn on and turn offs. My social presence should
match with the professional image that I would want this
employers to see. I also need to show passion and interest in my
future profession. (2points)
The third important thing that I learned from the catapult is how
I can use linked in to get a job. I learned that linked in is a site
where I can manage my professional identity. It is very different
from Facebook in how I connect with people and how I manage
my profile. I learnt about the basic skills of connecting to
people in positions of interest and how to stay connected. I
learned that linked in is a great way of getting my C.V. online
showcasing my skills and experience.
Provide a specific example of how and where you will use/apply
item 1 above in your marketing plan (1 point) ____
The first item that I learnt is knowing that employers use social
media networks in job search. In my marketing plan I will
ensure that I am clear with what I want, who I am and what I
can offer. I will also decide on what I will reveal. For example,
I will avoid personal entries, use a professional photo and leave
high value comments on the social media networks.
Provide a specific example of how and where you will use/apply
item 2 above in your marketing plan (1 point) ____
Item 2 is the way I can use the social networks in searching for
a job. In my marketing plan I will apply this by managing my
online profile. I will create a good and professional public
image. For example, on my professional accounts, I will
describe my skills and experiences. I will also ensure that my
social presence conforms to my professional image.
Provide a specific example of how and where you will use/apply
item 3 above in your marketing plan (1 point) ____
The third item is how to use linked in. linked in being a
platform where I can mange my identity, I will fully complete
my profile in the marketing plan. I will then place this link on

5. Facebook, on twitter and on my email footer. I will also update
my CV regularly using activities that will enhance my
profitability. I will then connect to people in positions of my
interest.
Problem Solving : Tools for Effective Problem Solving: College
& Beyond
The three most important points that you learned from the
catapult are:
• (2 points)_
It is important to identify the problem and define it in a clear
manner. Only when this occurs can a solution be found to the
problem.• (2 points)
Several alternatives should be generated based on research so
that the most feasible solution for the problem is determined.•
(2points)
The optimal solution should be selected and implemented to
solve the problem.
Provide a specific example of how and where you will use/apply
item 1 above in your marketing plan (1 point) ____
Item 1 will be applied when analyzing the factors that hinder
the success and penetration of the product in the market. An
example is when a product is performing poorly in the market.
There should be an analysis to determine what causes this poor
performance, whether it is the use of an ineffective marketing
plan or the product is low quality and unattractive to customers.
Provide a specific example of how and where you will use/apply
item 2 above in your marketing plan (1 point) ____
Item 2 will be applied when developing the right strategy to use
to penetrate the market. Various options will be considered,
these will then be evaluated based on their strengths and

6. weaknesses. Some of the options that are considered are
whether to use on line marketing or interactive marketing such
as giving samples to the target market.
Provide a specific example of how and where you will use/apply
item 3 above in your marketing plan (1 point) ____
Given that the problem has already been determined and various
options developed top deal with the issue. Item 3 involves the
selection of the most feasible solution to the problem. This will
then be implemented within the organization.
Third catapult:
The presentation is a panel of recent ISU(Indiana state
university) alums now in their careers.
the speakers have some very good insights into moving from
student to professional.