International Marketing An Asia Pacific Perspective 6Th Edition Richard Solutions Manual Full Chapter PDF

International Marketing An Asia Pacific
Perspective 6th Edition Richard

Solutions Manual
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Chapter 8
International market selection and entry
Book Content
Learning Objectives
Learning objectives from the textbook per chapter
Discussion Questions
Sample answers to discussion questions from the textbook
Case Study Solutions

Answers to case study questions
International Marketing Edge (IMEDGE)

Guide to using the IMEDGE feature in class
Teaching Notes
Tutorials
Teaching ideas for tutorials and small groups
Lectures
Teaching ideas for lectures and similar learning spaces
Assignments
Ideas for individual or group assignments
Additional Questions
Further questions not in the textbook for assessment and quizzes
Copyright © 2014 Pearson Australia (a division of Pearson Australia Group Pty Ltd)
– 9781442560833/Fletcher/International Marketing/6e
1
Book Content
Learning objectives
After reading this chapter you should be able to:
• identify the different problems faced by firms in international business when

selecting an international market
• assess a country’s attractiveness in terms of its potential, its membership of
trading blocs, its competitive intensity and its entry barriers
• create a portfolio of the most attractive foreign markets to enter given the
circumstances of the firm and the potential offered by the market
• recognise the different available modes for entering an international market
and the advantages and disadvantages of each
• explain the differences between export-based entry modes, manufacturing-
based entry modes and relationship-based entry modes.
Discussion Questions
1. Discuss the pros and cons of:

(a) simultaneous versus incremental entry into international markets
(b) concentrated versus diversified market entry strategies.
(a) Simultaneous versus incremental entry into international markets:
Incremental entry – pros:

• enables a firm to gain international marketing experience at a measured
pace
• involves less exposure risk
• reduced resource commitment
Incremental entry – cons:
• greater competitive risk
• may preclude economies of scale
• could result in a haphazard approach to entering markets
Simultaneous entry – pros:
• economies of scale can be achieved
• experience overseas is acquired rapidly
• likely to preempt competitors in overseas market
Simultaneous entry – cons:
• higher (relative) operating risk
• resource intensive
(b) Concentrated versus diversified market entry strategies:
Return To Beginning of Document

2
Concentrated entry – pros:
• allows for a more focused effort
• reduces operating costs
• reduces operating risks
• benefits from economies of scale
• exploits information and experience acquired quickly
Concentrated entry – cons:
• ‘all eggs in one basket’ (i.e. no spread of risk geographically)
• ignorance of opportunities in other parts of the world
Diversified entry – pros:
• greater strategic flexibility
• broadens knowledge of potential in a variety of markets
• spreads risk exposure geographically
Diversified entry – cons:
• may affect competitive economies of scale
• may require greater management resources at headquarters
• resources may be spread too thin
2. (a) Take a product that you are familiar with and which has not
previously been sold internationally and apply a selection procedure to
arrive at the three most promising markets for the international product.
Answers will vary as this activity requires students to select their own:
• product
• international destination market
• market selection process (see Figure 8.1)
• choice of three markets.
(b) Take a product that you are familiar with and which is already being
sold in several foreign markets and apply a selection procedure to arrive at
the three most promising markets that could be considered when
expanding international business for the product.
See comments and tasks for Question 2(a).
c) What different factors would you consider in the case of a product never
exported compared with the one already exported to several countries?
Factors to be considered are:
• the degree of customisation that the product may require in preparation for
export (e.g. packaging, content, size)
• type of export strategy

3
• level of risk involved in exporting to a particular nation (e.g. risk of
marketing failure, risk of non-payment)
• distance between domestic and export market
• transport mode
• level of corporate resources (e.g. time, money, people) required to export
the product
3. What factors would you consider if you were an Australian or New

Zealand manufacturer of catamarans in choosing between Mexico,
Indonesia and Japan as the next country to enter?
Factors to consider include:

• consumers’ ability to afford such a product in each country, hence each
nation’s economic factors
• size of the target market and potential demand for the product in each of
the countries and the impact of environmental factors such as climate and
lifestyles
• established networks or potential to establish networks in the market
• availability of joint venture equity partners, contract manufacture partners,
export/import agents etc
• the strength of the competition in the market
• mode of transport to each nation and the relative cost of transport to each
nation
• trade barriers for such a product in each nation
• cultural impediments and advantages
• minimum product standards for catamarans in each country, indicating the
degree to which the product might need to be customised for each country
• the possible political conflict or civil unrest in each nation
• whether there is a skilled, trained labour force which (if needed) can make
or service such a product in each country.
4. What would be the advantages and disadvantages of licensing the

manufacture of your product internationally as opposed to manufacture
under a joint venture arrangement?

4
Mode
Advantages Disadvantages
Licensing Minimal commitment of Less control over raw materials and

resources production process, therefore quality
Often the fastest way to may be an issue
enter a market No control over market development,
May gain access to local therefore may give little return
market knowledge Excludes the firm from the market
for the period of the licence
Might be ‘cloning a competitor’
Terms of licence agreement need to
be very clear
Joint venture Reduces the capital and Conflict may occur
other resource There may be problems with
commitment communication
Spreads the risk Cultural differences in management
Gives access to contacts styles
and expertise in
penetration of the local
market
Potentially greater returns
that one would get from
royalties from a licence
5. What aspects of an international market might cause you to settle on

an entry mode which gives you less control over how your product is
marketed but requires less investment of resources?
If there is long-term economic uncertainty or political instability in the overseas

market, a smaller financial investment lessens the likelihood that you will lose large
sums of money. Similarly, if market conditions overseas suggest intense
competition, a large investment may not be advisable if the likelihood is that the
firm’s brand cannot sustain the intense level of competition overseas. Finally, when
you are selling direct to the end user (e.g. Amazon.com) there is little need to have
a costly physical presence (e.g. greenfield operation, contract manufacturing)
overseas.

5
6. Because it is located in the southern hemisphere, Australia’s and New
Zealand’s fruit-growing industries have a counter-seasonal advantage in
many northern hemisphere markets. What entry mode would be most
suitable in view of possible trade barriers in some of these markets?
Given the perishable nature of the product, a form of export-based foreign market
entry mode is best suited. Direct exporting might be preferable if overseas agents
have already established supply chains in their own and other nearby countries.
Exporting is the quickest method of getting this product to the northern
hemisphere. Depending on the mode of transport adopted by the exporter, the
product can be refrigerated so that it arrives fresh into its export market(s).
Case Study Solutions
WalMart’s Entry into Africa: Not business as usual but a leap into unknown
territory
Question 1
Critically evaluate the potential challenges which WalMart is likely to confront in
doing business in South Africa in view of the difficult process it had to go through to
gain entry.
Answer
Students might focus on the following challenges:
• An apprehensive labour movement which might continue to monitor
WalMart’s transition and treatment of workers
• Continued government interest whose focus will be on evaluating whether
their broad economic benefits of the joint venture are being realised
• Adapting their business model and culture to the different South African
retail context
• Aggressive competitors who would be weary of having a global giant ‘in their
backyard ‘.
Question 2
Given WalMart’s experience in entering international markets, did its entry into
South Africa require a detailed screening approach?
Answer
WalMart has a long history of international expansion, therefore under normal
circumstances a detailed screening approach would not have been necessary.
However, since this was WalMart’s first entry into Africa, it was prudent for the
company to carry out a detailed screening process since the challenges that
emerged in South Africa were unique in their own way and required a longer time
frame to solve. Entry into South Africa is a good example of market selection in the
new millennium where WalMart’s strategic objectives to enter into Africa and
attainment of a competitive position were paramount in its decision making.

6
Question 3
Identify and discuss the pros and cons of WalMart’s strategy of entering into a joint
venture with MassMart.
Answer
Pros
• MassMart had expertise in penetration of the South African market
• MassMart had access to key local contacts in the sector, having operated in
South Africa for a long time
• WalMart was able to reduce its capital and resource commitment since this
was being shared with MassMart. In so doing, WalMart also spread its risk of
entering a new market.
Cons
• Possible risk of conflict between WalMart and MassMart on issues such as
strategy and organisational re-structuring of the new entity
• Possible communication and management problems due to the different
culture and language.
Question 4
Assume you have been appointed a consultant to WalMart and have been asked to
review WalMart’s strategy in entering South Africa’s retail sector. What could Wal-
Mart have done differently in its strategy to enter the sector?
Answer
• WalMart could have expanded the scope of its screening process of the
South African market. This would have helped it identify and understand the
nature and extent of influence of stakeholders such as labour unions.
• Whilst joint ventures have been the cornerstone of WalMart’s international
expansion strategy, the company could have considered a short-term
strategic alliance with MassMart before expanding to equity-based joint
venture. This was likely to be viewed differently by the coalition labour and
government since strategic alliances have a broader framework of options to
explore.
• This would have allowed WalMart more time to understand the intricate
dynamics of the different stakeholders such as government and labour.
• Wal-Mart could have provided evidence to dispel concerns raised by the
different lobbyists regarding the company’s dealings with local suppliers .
Wal-Mart could also provide evidence of their fair labour practices from their
other international operations.
Question 5
Now that WalMart has managed to get approval for its joint venture, what
measures can it take in order to ease the tensions that existed between it and the
coalition that was against the venture?
Answer
Measures
• WalMart should continuously engage the coalition on matters that relate to
their initial objections of the venture. This will assist in minimising
antagonism since there is still an element of mistrust from the coalition
• Where possible, WalMart should integrate local suppliers into its supply chain
network as part of its contribution to the general economy
• WalMart should engage in socially responsible marketing activities such as
engaging communities and assisting in programmes such as AIDS-HIV
workshops.

7
International Marketing Edge (IMEDGE)
Concept
The IMEDGE section draws on materials covered in each chapter to give students
an opportunity to undertake a practical and hands-on exercise which covers a
specific international marketing topic. Using information from the chapter and other
extra sources, IMEDGE tasks can be done either as group or individual activities.
What are the potential benefits of IMEDGE?
Students
• It requires students to apply theory to a real life scenario using information
from the sources identified in the chapter.
• It consolidates students’ understanding of key concepts covered beyond the
basic theory.
• Unlike case studies, the task involves collecting current on-going data and
applying it to concepts covered.
Instructors
• It is a very useful teaching aid since it asks students to complete a task
which involves looking for current information and applying principles
covered.
• It encourages students to keep abreast of current international marketing
activities.
• It can complement other blended teaching and learning activities applied by
instructors. For example, discussion questions and research assignments.
Model Answer - IMEDGE - Chapter 8
Using Cavusgil et al’s (2004)’ framework of foreign market opportunity assessment

which places countries into different clusters, students should select one country
each from clusters 6 and 8 and then use the corresponding market potential
indicators and overall market attractiveness index. These two indexes are outlined
in the chapter. The first task for students is to establish and understand the Deus
ex Machina business model since this is an innovative way of marketing surf wear.

8
The dynamic model has potential impact on how the business expands
internationally beyond the US and Indonesia. An understanding of the business
model is always crucial in assisting students in their selection of countries from the
two clusters.
The Deus ex Machina Experience
Deus ex Machina is a break away from the stereotype marketing of surf wear to
one that combines a number of lifestyle elements such as art, film, music and food.
The business is modelled around diversity which encompasses a retail-workshop-
gallery-restaurant concept. This is a concept which is becoming a big trend in
Europe and breaks away from the conventional surf wear marketing used by big
brands such as Billabong. The unorthodox approach is in response to a changing
global target consumer group which are looking for a one-stop shop for its surfing-
related lifestyle and these consumers can be found in different markets across the
globe. The target consumers for these products are not always the domestic
consumers of these products but also tourists.
In selecting their countries, students should:
1. Demonstrate an alignment of the country’s attractiveness with Deus ex

Machina’s unique product offering which is lifestyle oriented. The company
combines a surfing and street culture as part of its strategy to market niche
motorbikes, clothing and books. Therefore, students’ choices of countries within
these clusters should reflect whether there is likely to be an opportunity to market
these products. Is there a likelihood of a surfing and street culture in that country?
2. Students should also demonstrate their ability to identify the fact that Deus ex
Machina market boundaries are not restricted to the basic attractiveness of the
market from the perspective of the market having a domestic consumer who has
potential to buy the Deus experience. They should also note the role of the tourist
segment in determining market potential as illustrated by the decision of Deus ex
Machina to enter the Indonesian market.
3. Based on the clusters and evaluation of market attractiveness, students can

select any of the following and be able to illustrate relevance to Deus ex Machina
based on these countries’ alignment to the strategy of Deus ex Machina.
Cluster 6
Singapore and Czech Republic
• Based on market attractiveness and attraction of international tourists

• Students can then go on to illustrate how the other indicators for these two
countries provide a good marketing opportunity for Deus ex Machina.

9
Cluster 8
Any of the countries in this cluster would provide an opportunity for Deus. New
Zealand could initially provide an easier platform for expansion compared to
Canada or the Nordic countries. This is due to its proximity and similar environment
unlike the other two which have ‘hostile’ weather, although there are good
opportunities for surfing lifestyle products in these countries. Students cannot use
Australia since the company is already in Australia.
i. Recommended entry strategy
The market attractiveness analysis and alignment of Deus ex Machina’s strategy

with the selected market should provide some guidance on the entry mode to
be used by the company. This could also be assessed from the viewpoint of the
firm’s current strategy of establishment of a physical presence by setting up
shops. Advantages of this strategy include:
• establishes measure of control of operations

• creates consumer confidence
• cuts down on middlemen costs
• enables company to manage distribution of its products.
The major downside would be the initial costs of setting up shops.
Key Information sources

1. Cavusgil,S.T., Kiyak,T. and Yeniyurt,S. (2004) ’Complimentary Approaches to Preliminary Foreign
Market Opportunity Assessment: Country Clustering and Country Ranking’, Industrial Marketing
Management, vol.33, pp.607-17
2. Paroz, M. (2012), ”The New wave of surfwear”, The Australian, November 23
3. Deus ex Machina (2012), About http:// http://au.deuscustoms.com/
Teaching Notes
Tutorials
1. A small Australian company manufactures gas barbeque grills. Have students

select two offshore markets that hold potential, discuss the advantages and
disadvantages of various market entry options and make a recommendation to the
company. The following grid could be used.

10
Market entry options Advantages Disadvantages
Indirect exporting
Direct exporting
Overseas sales office
Licensing
Franchising
Joint venture
Consortia
Acquisition/Greenfield
Strategic alliance
The purpose is to get students to identify two markets that have potential and then
critically evaluate the different market entry options, taking into consideration the
resources that would be needed (e.g. high for acquisition/greenfield), risk (low for
indirect exporting), need for country knowledge (e.g. low for indirect exporting)
etc. Students should also consider, for example, the type of product (gas barbeque
grills), the company’s country knowledge and experience, potential markets
selected and any restrictions/requirements, what the company has to offer (e.g.
what would they license, what would a franchisee be buying) and the company’s
productive capacity (company billed as a ‘small’ producer).
2. A medium-sized New Zealand company produces a range of cheese products

usually sold in supermarkets (assume it currently sells its cheese in Australia and
New Zealand). Have students select two offshore markets that hold potential,
discuss the advantages and disadvantages of various market entry options and
make a recommendation to the company. The following grid could be used.
Market entry options Advantages Disadvantages

Indirect exporting
Direct exporting
Overseas sales office
Licensing
Franchising
Joint venture
Consortia

11
Acquisition/Greenfield
Strategic alliance
The purpose is to get students to identify two markets that have potential and then
critically evaluate the different market entry options, taking into consideration the
resources that would be needed (e.g. high for acquisition/greenfield), risk (low for
indirect exporting), need for country knowledge (e.g. low for indirect exporting)
etc. Students should also consider, for example, the type of product (cheese), the
company’s country knowledge and experience, potential markets selected and any
restrictions/requirements, what the company has to offer (e.g. what would they
license, what would a franchisee be buying) and the company’s productive capacity
(company billed as a ‘medium sized’ producer).
An option would be for the lecturer to select the two countries to be considered and
then randomly assign students either Question 1 or Question 2. Students assigned
the same question could compare their recommendations (to illustrate the range of
options) and then responses for each question could be compared e.g. a particular
entry mode might be suitable for the small company in a given country but not for
the medium sized company or a particular entry mode might be suitable for grills
but not perishable products such as cheese.
Lectures
1. When discussing assessing market potential, students should critically evaluate

the following statement: There is potential in every market – the question is how
much and for whom? Many marketers, some at their own peril and often great
expense, are attracted to markets such as China, lured by the numbers e.g. 1
billion consumers. Even a large market like China does not hold potential for every
product or doesn’t offer enough potential to warrant entry (costs etc). Smaller
companies looking at large markets often underestimate the scale required to
service the market – for example, a ‘small test’ order from China may require a
significant proportion of annual production. Marketers need to critically evaluate
markets for the potential for their particular product and can often service that
market by making adjustments to the marketing mix e.g. single sachets of
shampoo in markets like Burkina Faso.

12
2. When discussing market entry options, students should be encouraged to
provide examples from Australia and abroad. International students in particular
should be encouraged to share examples from their home countries. The purpose is
to expose students to the range of different companies that pursue similar or
different market entry strategies. With franchising, for example, students will likely
discuss international franchises such as McDonald’s and Starbucks and, with
licensing, discuss Coke. Lecturers can prompt them to broaden their thinking by
providing a couple of closer-to-home examples. Students may be surprised to learn
about home-grown franchises such as Fastway Couriers (www.fastway.co.nz). This
company started in New Zealand in 1983 with one van. It is now the world’s largest
courier franchise with 1,500 franchisees in 10 countries. Les Mills (Bodypump etc)
started in 1968 with one gym in Auckland NZ but has expanded through licensing
with 75,000 instructors in over 14,000 licensed gyms in 75 countries.
Students should also realise that companies might select different market entry
options for different markets – or change in response to market needs or demands.
For example, Annies (producer of dried fruit bars) started exporting from New
Zealand into Australia using an Australian-based distributor. As the need to ‘look
and feel’ Australian became apparent, the company set up a fully owned subsidiary
in Australia to handle all Australian marketing and distribution. When Foster’s
entered Vietnam, it chose to open its own brewery. The company believed this was
the best way to ensure product quality even though the high up-front costs meant
it took many years to turn a profit.
Assignments
1. Explain why there is not one ‘right’ entry mode and how resources and risk affect
market entry decisions. Use examples to illustrate.
This assignment requires students to critically evaluate the different market entry
options, with particular focus on the resource commitments required of each and
the risk inherent in each form. Students should realise that a range of factors have
to be considered e.g. the type of product, production capacity, managerial
experience and expertise, country-specific knowledge, competition,
cultural/economic/legal/technological environments, need to protect intellectual

13
property etc. As such, there is no ‘one option fits all’ and that companies not only
chose the best option for a given market but may also pursue other options in other
markets e.g. joint venture in one, sales office in another, direct exporting in yet
another.
2. Discuss when a company might enter an overseas market via an inward form of
international involvement. When would a company contemplate a linked form of
market entry and how would the companies ensure the relationship is beneficial to
both parties?
At the end of the chapter it was suggested that ‘a more holistic view of market
entry should be adopted catering for inward, outward and linked forms of
international behaviour’ (see Chapter 8: Summary). This assignment requires
students to do additional research to determine what constitutes inward, outward
and linked forms of international behaviour. An example of an inward form would
be through an initial licensing agreement. For example, an Australian firm that has
a licence for an international product in Australia may get the rights to export that
product to another country (e.g. New Zealand).
A linked form of market entry should be contemplated in the following conditions:

• If there is a viable market in underdeveloped nations, countertrade gives the
international firm an opportunity to participate in international marketing
where, under normal trading conditions (invoice cash payment for delivered
goods), these markets would not be considered at all.
• Strategic alliances allow the international firm to share its capital, resources
and expertise in exchange for the capabilities that the firm does not have, so
that both parties can jointly access a market. Without the alliance, either
party may not consider international marketing viable or desirable.
• Contract manufacturing involves contracting an overseas firm to
manufacture your goods in their (overseas) manufacturing plant. You may
contemplate contract manufacturing if:
o the cost of labour overseas is relatively cheaper in the long term
o the cost of raw materials purchased from overseas is cheaper in the
long term
o the overseas market size justifies manufacturing the product in that
country.

14
The maintenance of the relationship to ensure that it is beneficial to both parties
requires both parties to have an explicit understanding of:
• the goals of the relationship
• the roles each party is required to play to sustain the relationship
• the rewards each party is to receive for their role in the relationship.
Additional Questions
1. Briefly explain what is meant by the term ‘born global’ firm and provide
an example.
‘Born globals’ are firms that either from inception or shortly thereafter begin trading
in international markets rather than first serving their local market and then slowly
expanding into other countries. The internet has made it easier to be ‘born global’
regardless of the actual location of the company’s headquarters or its
manufacturing facilities. For example, Amazon.com was born global from the day it
started in 1995. ‘Born globals’ are usually created by people who are
entrepreneurial and who have large extensive international personal and business
networks. Research has shown not only that their entry mode is often dictated by
the circumstances of their industry, but also that in small isolated economies, such
as New Zealand, born global firms can occur in traditional as well as knowledge-
intensive industries.
2. Discuss the five theoretical explanations for strategic alliances.
Each of the five theories reflects differing motivations for entering into strategic
alliances. The five theoretical explanations for strategic alliances are:
• Transaction costs: Firms form strategic alliances to minimise both costs and
risks. The firm can internalise all necessary processes, reducing uncertainty
and gaining control.
• Resource dependence: Strategic alliances provide a way for firms to access
resources in areas where they are not self-sufficient in a timely and cost-
efficient manner.
• Organisational learning: Specific knowledge can be transferred through
contractual agreements such as licensing but the tacit knowledge embedded

15
in individuals can only be transferred by working with the individuals. In
strategic alliances, firms can gain both types of knowledge.
• Relationship marketing: Strategic alliances allow firms to form strong
relationships with customers and suppliers to provide superior value.
• Strategic behaviour: Firms form strategic alliances when they believe it will
allow them to better meet their strategic objectives and maximise profits.
3. Explain Williamson’s transaction cost approach.
Williamson’s transaction cost approach argues that the foreign entry mode selected
is the one that maximises long-run efficiency measured in terms of risk-adjusted
rate of return on investment. Williamson suggests that control is the most
important determinant of risk and return. High-control modes (e.g. wholly owned
subsidiaries) increase return but also risk while low-control modes such as licensing
require less resource commitment but also produce lower returns. Williamson
suggests that the extent to which the chosen entry mode should provide control is
a function of:
• transaction-specific assets e.g. proprietary processes
• external uncertainty e.g. unpredictability in the chosen market due to
economic and political factors
• internal uncertainty e.g. difficulty controlling international agents due to lack
of familiarity with business customs
• free-riding potential e.g. agent’s ability to exploit the relationship for
personal gain.
High-control modes should be chosen when the firm has transaction-specific assets,
external uncertainty is high, agents are difficult to control and there are
opportunities for agents to take advantage of the relationship.

16
Another random document with
no related content on Scribd:
The Project Gutenberg eBook of Captain
Mary Miller
This ebook is for the use of anyone anywhere in the United
States and most other parts of the world at no cost and with
almost no restrictions whatsoever. You may copy it, give it away
or re-use it under the terms of the Project Gutenberg License
included with this ebook or online at www.gutenberg.org. If you
are not located in the United States, you will have to check the
laws of the country where you are located before using this
eBook.
Title: Captain Mary Miller

A drama
Author: Harriet Jane Hanson Robinson
Release date: November 5, 2023 [eBook #72038]
Language: English
Original publication: Boston: Walter H Baker & Co, 1887
Credits: Bob Taylor, and the Online Distributed Proofreading

Team at https://www.pgdp.net (This file was produced
from images generously made available by The
Internet Archive)
*** START OF THE PROJECT GUTENBERG EBOOK CAPTAIN

MARY MILLER ***
CAPTAIN MARY MILLER.
A Drama
BY
HARRIET H. ROBINSON.
“But, if you ask me what offices women may fill, I reply—any. I do not care what case you
put; let them be sea-captains if you will.”—MARGARET FULLER (in 1844).
BOSTON:
CHARACTERS:
Nathan Gandy A retired sea-captain.

A down-East skipper, afterwards captain
William Miller
of the Creole Bride.
Mr. Romberg A ship-owner.
Hank (or Henry)
The cook, a Nantucket boy.
Mudgett
Patsy Hefron Mate of the Creole Bride.
Josephus Herodotus,
The Captain’s boy.
called Phus[1]
Lorany Gandy Wife of Captain Gandy.
Mary Gandy Daughter of Capt. and Mrs. Gandy.
Leafy Jane Gandy
John Quincy Adams Children of Capt. and Mrs. Gandy.
Gandy
FOOTNOTES:
[1] This part may be changed to that of a girl, named
Phusephony (Persephone) Herodias.
Copyright, 1887, by George M. Baker.

CAPTAIN MARY MILLER.
ACT I.
Nathan Gandy’s house, near the wharf in Annisport.

Living-room. Fireplace, r. Doors, r. and l. and back.
Table, r. c., on which is a braided-rag mat, partly
done. Chairs, pictures of ships, a mourning piece
(weeping willow hanging over a tomb) Mrs. Gandy
with a broom. She sweeps carefully away from the
middle of the room.
Mrs. G. There! there’s that plaguy money for me to sweep raound
agin! I’m tired to death on it, I be; an’ that’s a fac’, I can’t half sweep
my floor! But, I snum, I won’t pick it up! I told Nathan I wouldn’t, an’ I
won’t!
(Enter Captain Gandy, l., singing.)
“On Springfield’s maountins there did dwell

A lovelye youth, an’ known full well,
Leftenant Carter’s onlie son,
A galliant youth, nigh twenty-one.”
(Sees his wife, who does not look up.)

Capt. G. Hullo, Lorany! didn’t know yer was thar. What makes yer
so glum? (Aside) Oh, the caarf, I bet! Say, Lorany, I’m plaguy sorry I
sold the caarf. I’d buy her back, but the fellers ’d laf at me. I told
some on ’em haow bad yer felt, daown to the store. And old Pete
Rosson, he was a-sittin’ on a kintle o’ salt fish; he said: “Wimmin’s
rights! I s’pose Mis’ Gandy went ter the meetin’ and heerd the lectur’-
woman. I guess Mis’ Rosson wouldn’t dare ter complain ef I sold one
o’ her caarfs. I’d let her know they was mine, double quick.” Won’t
yer take up yer money, Lorany?
Mrs. G. (dusting). No! Nathan, I won’t! So, there! It ’ill hev to stay
there, wher’ it dropped, for all o’ me; for I’ll never pick it up as long as
I live. I tho’t all we had was aourn together, and that everything
belonged as much ter me as it does ter you. But I see naow that it’s
as the lectur’-woman sed. I read it in the Transkip:—“Husband and
wife is one, but that one is the husband.” I shouldn’t ’a’ tho’t o’ sellin’
yaour caarf or yaour best caow. You call ’em yaourn, an’ the caarf
was allus called mine. An’, then, little Sally, that’s gone, tho’t so
much on’t! (Wipes her eyes.)
Capt. G. Hang it! don’t take on so. (Aside) Darn them fellers,
flingin’ their wimmin’s right at me! (To her) Who cares what the
lectur’-woman says? Some darned old maid, or divorced widder, I
s’pose. Didn’t I buy suthin’ for yer with the money! Didn’t I buy yer a
gaown, a shawl, an’ a bunnit! An’, when yer didn’t like ’em, didn’t I
give yer all the money back, and yer wouldn’t take it! An’ didn’t yer
fling it daown on the floor, an’ vaow you wouldn’t pick it up!
Mrs. G. Yes, but yer never as’d me! an’ I didn’t want her sold,
nuther! You know haow I took care o’ that caarf. Her mother died, an’
never saw her. I almost feel as if she was mine; for I brought her up
like a baby, and she sucked milk from my finger before she could
stan’. I’m sure I’m as much her mother as harf the hens are mothers
of their chickens: for they never see some o’ the eggs till they are put
under ’em to hatch, an’ they don’t know which is which.
Capt. G. Waal! yaou’ve got yer new things, hain’t ye? an’ I’m glad
on’t. I’m abaout sick o’ them black clo’es o’ yourn. They look so
maugre. For my part, I want ter see yer in suthin’ bright.
Mrs. G. I sh’d think yer did! Yer tho’t I was abaout sixteen, didn’t
yer? (Opens the door at the back, and produces a very showy piece
of dress goods, a shawl of a very loud pattern, and a bonnet trimmed
with green and red and yellow) Look a’ that! What do you think o’
them things! Young enough for Mary, or Leafy Jane, either. I never
wore such bright things when I was a gal; an’ I’m sure I ain’t a-gwine
ter begin naow.
Capt. G. I don’t see why, Lorany! They ain’t no brighter than the
marygoolds, pecuniaries (petunias), and dadyoluses, yer like so well,
in the garden, or even the persalter roses.
Mrs. G. That’s a different thing. I ain’t a flower-garden; I do wish
the men-folks ’d let their wives buy their own clo’es, or give ’em the
money to buy ’em with. (Sits down and braids on her mat.)
Capt. G. Why, Lorany! the wimmen folks ain’t used to layin’ out
money. We can make it spend a great deal better ’n they can.
Mrs. G. P’r’aps yer can; but we’d like what we bought ourselves a
great deal better; I do wish they’d let us buy our own clo’es, I say, or
give us the money to buy ’em with, so’s we could suit ourselves.
Capt. G. Wall, I snum, yer as bad as the lectur’-woman Pete
Rosson told on. He said she said wimmen ortter have their own
private pusses, same’s the men, and other things tew; and that the
Legislater ort to see tew’t, but that they was tew busy,—trying to
settle the size of a bar’l o’ cramberries, an’ talkin’ baout sellin’ eggs
by weight, and sich things,—to care what becomes o’ wimmin’s
rights. Sellin’ eggs by weight! what durned nonsense! Some on ’em
would take twenty to make a paound, and some wouldn’t take mor’n
eight, an’ where’d yer cookin’ go ter, I’d like ter know?
Mrs. G. Waal, Nathan, I don’t care nuthin’ abaout that! I shall put
twelve eggs inter my old-fashioned paound cake, as the recipee sez,
whether they’re big or little. But I do care about the caarf. I’d almost
rather you’d ’a’ sold me!
Capt. G. Wall, I vum to vummy!
Mrs. G. You knew haow much I allus tho’t on her ’cause little Sally
loved her so; an’ ’afore she died she’d be’n a-readin’ some o’ them
old pictur’-books, an’ she said the caarf had eyes just like one on
’em in it, an’ so she named the caarf May Donna, or some sich
name. (Wipes her eyes.)
Capt. G. Consarn it all! Lorany, don’t cry! There! There! I’ll pick up
the money, Lorany, I’ll pick up the money. (Aside) I wonder if there is
anything in them wimmin’s rights, after all! (Puts the money in his
pocket. Sits in chair tipped back against the wall, and eats an apple,
cutting it with his jack-knife.)
(Enter Leafy Jane and John Quincy Adams, the latter dragging a
small log of wood.)
Mrs. G. (looking up). Where yer be’n all the arternoon?
J. Q. A. Ben to the wharf, chippin’.
L. J. (lisping). Yeth, we chipped and got our bathkeths full, and the
thkipperth (skipper’s) boy, he thed, ‘There, take a log’—and we took
one.
Capt. G. The skipper’s boy!—who’s he?
J. Q. A. He’s the skipper’s son.
Capt. G. What skipper’s son?
J. Q. A. Why! the captain of the Betsey Ludgitt. He’s down there to
the wharf, unloadin’ his wood. And his boy, he’s real hunkey! He give
me all these butnuts (shows them) and this gum,—see this gum,—
real spruce gum!—none o’ your Burgundy pitch and candle-grease,
such as you buy to the store.
Mrs. G. Gum! Then I s’pose you’ll go to chawin’ agin!
J. Q. A. I’ll bet I will. Its rippin’ good! (Chews.)
L. J. (lisps). Marm, he sthiks hith cud on the head-board, and it
makth a white plathe. I theen it when I make the bed.
Mrs. G. Sticks his cud on the head-board! What on airth do you
mean?
L. J. Yeth, hith cud o’ gum. He doth it motht every night, when he
hath gum.
Mrs. G. What do you do that for?
J. Q. A. I stick it there when I go to sleep, so when I wake up in the
middle of the night I can have a good chaw to pass away the time.
Capt. G. Haw! Haw! Haw!
Mrs. G. John Quincy Adams Gandy! What’ll yer do next!
J. Q. A. Go a-fishin’, I guess, marmy. (Kisses her.)
Capt. G. What’s the skipper’s name?
J. Q. A. Miller—Solomon Miller; and his son’s name’s William.
L. J. And the cook’th name ith Henry Mudgett.
Mrs. G. The cook! What der yer know abaout the cook?
L. J. He’th real nithe. I thaw him lath fall. Hith mother an’
grandfather live down to Nantucket. Hith grandfather thalth (salts)
down fith, nam’th (name’s) Zabulon, and they have a big houth an’ a
lot of land.
Capt. G. A lot o’ sand, I guess you mean. Haow’d yer come ter
know ’em so well?
J. Q. A. Oh! They was up here in the fall when we went a-chippin’
with Mary, and they talked with us a good deal.
L. J. Yeth, an’ the thkipper’th thon kept lookin’ at Mary.
J. Q. A. Yes, and so did Hank at you.
L. J. Hith name ain’t Hank! it’h Henry!
J. Q. A. Oh, Lawks!
Mrs. G. Whar is Mary?
J. Q. A. We left her down to the wharf, an’ she was a talkin’ to the
skipper’s son.
L. J. Yeth, and the thkipper came out, and he talked, an’ they all
laughed, and he thed to John Pin, “Run along, Totty, with your log o’
wood. They’ll foller ye, an’ tell yer pa an’ ma all about it.”
J. Q. A. I guess I aint Totty! (Chewing.) I seen ’em an’ after they
done it,—
L. J. Oh, John Pin Ad! you muthn’t thay ‘I theen,’ Mary theth. You
can’t thay ‘theen’ nor ‘done,’ unleth you can thay have’ before it; an’
you can’t thay ‘I theed,’ at all.
J. Q. A. I guess I can too. Mary needn’t feel so big ’cause she’s
ben to Bradford ’cademy three months.
L. J. Yeth, you mutht thay ‘I have thawed,’ and ‘I hain’t theen,’ and
‘I have did,’ and ‘I hain’t done it,’ and you’ll be right.
J. Q. A. Poh! you ain’t right at all! Hear me. You must say ‘I have
done, I have seen,’ or ‘I saw and I did’; and you must never say ‘I
seed, I sawed, I seen,’ nor ‘I done it.’ That’s what Mary says.
L. J. Father thayth ‘I theen and I done’; and I gueth what father
theth ith about right.
Capt. G. O child! Yer mustn’t talk as I do. Mary knows what’s
proper to say, better’n yer old dad. He never had no edication. There
was no ’cademy for him.
Mrs. G. Nor me, nuther. Gals wa’n’t ’lowed to go to school in my
time, daown to Plymouth, when my folks lived there. There was too
many boys wanted to go; and the gals had to stay ter hum, to make
room for ’em.
(Enter Mary and William.)
Mary. Father, here’s Captain Miller’s son. I made his acquaintance
down at the wharf last fall. (Goes to Mrs. G., seats herself on a stool
near her, and arranges rags, and hands them to her.)
Capt. G. (rising and shaking hands with Will). Is that so?
Will. Yes! and, when I went home, I told the folks all about her
and the children, and the Captain and Mrs. Gandy; and mother said
one of her girl friends, a real intimate, married a Gandy.
Mrs. G. What was her name afore she was married?
Will. Johnson.
Mrs. G. Plumy Johnson, as I’m alive!
Will. Yes, her name was Plumy—Plumy Johnson.
Mrs. G. (shaking his hand) Wal, if ain’t right glad ter see yer. Set
right daown an’ tell us all abaout your folks.
Will (sitting). There ain’t much to tell. Father, he’s skipper of the
Betsey Ludgitt, and we live in North Pittston, Maine. We’ve got a nice
little place there, and there’s ten of us children. I am the oldest.
Capt. G. (sitting). Haow long yer be’n skippin’?
Will. About five years. I’ve got so now I can handle a boat, and
one of the other boys is going to take my place.
Capt. G. What are you goin’ ter dew?
Will. There’s a man out West, clear beyond the Ohio, that wants
me to run a boat on the Mississippi, up and down. It’s a steamboat.
He’s got a good mate for her that knows all about the ingine, and he
says I can learn the ropes about that fast enough. But I don’t know. I
hate to go so far from home, and almost alone too. (He looks
conscious.)
Mrs. G. I should think yer would. Don’t stand gawpin’ raound,
Leafy Jane. Go ’long and git yer knittin’-work. (L. J. obeys and seats
herself on the log. J. Q. A. bothers her.) And yer marm, what does
she say?
Will. Oh! marm, she hates to have me go; but she’s more willing
than she would be, ’cause Hank Mudgitt, a likely Nantucket boy,
wants to go with me, to be the cook. He’s been cooking for father.
His marm was a Folger, and knew my marm when she lived to
Nantucket, and she says I’d better not lose the chance.
Capt. G. Folger? Folger? Why! I’ve heerd that name afore. I knew
a Captain Folger onct, of the barque Hulda Griggs. He had a lot o’
boys, an’ one on ’em went to college, and turned out a smart lawyer.
I guess yer’d better not lose the chance. Lots o’ boys go West, and
they do well, or they don’t come back to tell us. Horace Greeley told
’em all to go West, in his Trybune, you know, when he wrote the
whole on’t. “Go West, young man,” he says, though he didn’t go
himself. But I s’pose his advice was jest as good, same as the guide-
board p’ints the way it never goes.
Will. The man that wants me says it’s a good steamboat, with a
nice, clean cabin for a family to live in, if a captain had one.
Capt. G. Is it a side-wheeler or a skre-you?
J. Q. A. Oh! father, all them Mississippi steamboats are side-
wheelers, and they have to be made flat-bottomed on account of the
snags in the river, and the shallow water, so’s they can run ’em right
up to the shore, where there’s no landing. Oliver Optic says so in
one of his books.
Capt. G. Dew tell! I’d ruther have a sailin’ vessel. Give me a good
three-masted schaouner, with a spankin’ breeze to make her go, and
a bower anchor to cast when she comes inter port.
Will. The man says he’ll pay me so much a year, enough to live
on, and give me a certain per cent on the freight, and a chance to
buy into the vessel in two years.
Capt. G. A smackin’ good chance, I should say. I advise yer to
snap at it. When does he want ye?
Will. Right off, in a month or so, and now, if I could get anybody,
besides Hank Mudgitt, to go with me (looks at Mary), I shall write
right off and accept the offer.
Capt. G. Somebody ter go with ye besides Hank! What do you
want anybody else for? Ain’t he a good cook?
Mrs. G. What on airth do you mean?
Will. (to Capt. G.) Yes, but I want somebody, somebody to be—
my—wife.
Capt. G. Dew tell! What kind of a wife do yer want? Not one o’
them gals that wears bangs an’ boot-heels, an’ go a-teetering along
the road?
Will. No, I don’t want one of that kind. Mary—Mary says she’ll go
with me if you are both willing.
Mrs. G. Aour Mary! Mary Gandy!
Capt. G. Wal, I swan to man!
Mrs. G. Why! Mary, where’d he git a chance to ask yer?
Mary. I saw him first, mother, as I told you, last fall, when I went
down to the wharf with the children, chipping. You know you didn’t
want them to go alone. He said then he should come back in the
spring, and hoped he’d see me again.
Will. And I have seen her several times; and the other day I told
her about the steamboat, and she ’lowed she was willing to go with
me.
Mrs. G. I thought she was ’mazin’ fond o’ chippin’ all to onct.
Mary. I guess you mean that ‘I promised,’ don’t you, William?
Will. Yes, you promised, and I told father; and he said he
guessed it was all right. He’d known o’ Captain Gandy quite a spell.
The Nancy Paige lay at the wharf alongside the Betsey Ludgitt once,
down to Castine.
J. Q. A. (trying to mend a whip-lash). By darn!
L. J. My Thunday-thkool teacher theth you muthn’t thay by darn;
but if you mutht thay by anything, you can thay by jollerth (jollers).
J. Q. A. I saw the skipper’s son kiss Mary, and she kissed him just
as he give me a log o’ wood. (Singing derisively.) Kissin’ the fellers,
kissin’ the fellers!
(Will rises in confusion, and goes to back of stage.)
Mrs. G. Stop! John Quincy Adams Gandy!
Capt. G. (walking about). I snum to pucker. Wal! seein’ it’s all
made up between yer, I don’t see as we have anything to do abaout
it.
Mrs. G. I don’t know as it would do any good for me to say no,
even if I wanted to. (To William) Haow long you goin’ to be raound
here?
Will. Another week. Then I must go home with father to get my
things and what money I’ve saved up, then come back and buy the
fixings to furnish the cabin with. If Mary’s ready by that time, we will
start for the Mississippi about the first of June.
Capt. G. Better come here every day, and let us see something of
ye. P’r’aps Mary will conclude not to go, if she sees too much on ye.
Mrs. G. Yes. Come right here and stay. I feel as if Plumy
Johnson’s son must be a good boy; an’, if Mary is set on havin’ ye, I
want to get some acquainted with my new son-in-law. (Mary rises
and crosses to William.)
L. J. I geth he ain’t the only thon-in-law you’ll have, mother.
Mrs. G. I hope he’ll be so good that I shall want another.
J. Q. A. (trying to snap L. J.’s ears). I s’pose you want to be a
loveress, too. (Makes up a face.)
L. J. You won’t be.
J. Q. A. I will, too.
L. J. You won’t, nuther. (Makes up a face.)
Old Phin Gan-dowdy,

He’th an’ old rowdy.
J. Q. A. This is the way you’ll look when you are a loveress.

(Imitates a fine young lady.) How are you, Hank! Mrs. Henry Mudgitt!
L. J. Go way—you gump!
Mrs. G. Do, children, stop yer bickerin’! (To Mary) I declare for’t’ I
hate to hev yer go so far from hum. But, then (with a sigh), my
mother lives e’en a’most to the jumpin’-off place daown East; and I
hain’t seen her this five year.
Capt. G. (goes to Mrs. G. and puts hand on her shoulder). It’s the
way o’ natur’, mother. The Bible says: “A man shall leave his father
and mother, an’ shall be united to his wife.”
J. Q. A. Well, father, it don’t say she shall. It says he.
Capt. G. It means the same, any way. The Bible allus means she
when it says he. It means ’em both. Genesis says, yer know, chap.
V., verse 2, Male and female created he them, an’ blessed them, an’
called their name Adam, in the day when they was created. The
Bible said that in the beginning. Even old Pete Rosson allows that.
Mrs. G. I wonder yer hadn’t thought o’ that when yer sold my
caarf, aour caarf, mine as well as yourn.
Capt. G. (walking off). I van! I never did.
Mrs. G. If he did creat’ men an’ wimmin ekal, an’ call their name
Adam, just as we call aourn Gandy, one on us has no right to sell the
things that belong to both without askin’ each other’s leave.
Capt. G. (returning). I don’t s’pose they have, Lorany. If yer don’t
beat ’em all in an argiment. (Aside) Hang that caarf! Come, mother,
don’t let’s bicker any more abaout that. (To Mary) Yer’ll have quite a
weddin’ tower, won’t ye, Mary, ’way out onto the Mississippi? Yer’ll
have ter work spry ter git yer weddin’ toggery ready. Whar yer goin’
ter be married; ter hum?
Mrs. G. Lucky I saved my old receipee for weddin’ cake.
Will. We think we’d better go to the minister’s, and have it done
quiet like, the very morning before we start. We sha’n’t feel like
making much of a touse about it, ’cause everybody ’ll be crying to
see Mary go off.
Mrs. G. And, then, our relations live so far off, they couldn’t any
on’ em come. Lucky yer made them sheets, Mary. Yer wouldn’t ’a’
had half time enough naow to get ’em done.
Capt. G. I van! mother. It reminds me o’ the time when we went to
live on the Nancy Paige.
Mrs. G. So it does me.
Capt. G. There’s nothing like the sea to live on, is there, mother?
(Sings.)
“I’m on the sea,

I am where I would ever be,
The deep, the dark, the rolling sea.”
Mary. You’ll have to sing it “river” for us, father.

J. Q. A. (takes up the refrain, and snaps his whip at the end of
each line).
I am where I would ever be-iver,

The deep, the dark, the rolling re-iver.
L. J. Thtop! you thap-head (sap-head), you thilly coot! (William

and Mary whisper together.)
Capt. G. I guess I’ll go an’ fodder them caows. (Humming.)
“An’ turnin’ raound he straight did feel

A pywison sarpient byite hywis hee-ee-el.”
(Exit r.)
Will. (taking Mary by both hands). Be all ready, now Mary, when I
come back? If I can, I’ll come on so as to stay a day or two before
we’re married. But I’ll be here in season, any way. You fix the day,
and let me know. And write often (whispers), dear Mary, won’t you?
Mary. Yes, William.
Will. Good-by!
Mary. Good-by! (Exit William, l.)
J. Q. A. Good-by! Good-by! Smack, smack!
Disposition of characters at end of Act I. Mrs. G. sitting at table
braiding mat. Mary standing at left, with her hands clasped before
her, looking down. J. Q. A. and L. J. in centre, bickering.
ACT II.
Cabin of the Creole Bride, a Mississippi steamboat cosily

furnished. Doors r. and l. Table and cradle c.
Pictures. Four books on a little shelf. A parasol and
handkerchief lie on the table. Mary, the Captain’s
wife, sits by the cradle sewing.
Mary (sings).
“By low baby,

By low baby,
By low baby,
By low by.”
(Rises.)
There! he’s asleep at last. He keeps awake just as long as he can,
I do believe. (Takes a book from the shelf.) I don’t know what I
should do this stormy weather, I am sure, if it weren’t for these
books. Away up here, on this river, where we don’t get a newspaper
but once in two weeks! (Turns over the books.) I am tired of “Baxter’s
Saint’s Rest,” and I know “Alonzo and Melissa” by heart. I suppose I
ought to read my Bible more, but here’s this book on navigation.
(Reads.) “Thoms’ Navigator,” by Janet Thorms, a Yankee
schoolmarm, they say, up near Boston. It seems fresh all the time. I
like to study it, too, when I am rocking the cradle. (Sits and reads.)
Somehow, it seems to come natural to me to know all about a boat,
and I love any kind of a one. How they skip round the bend of the
river, and over the sea, at home! I wonder why they call a vessel
she! Father says they ought to call steamboats he, because they
smoke so. Dear father! how I should like to see him, and hear him
sing!
(Enter Phus, r.)
Phus (in a loud voice). Mis’, de cap’n say—

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International Marketing An Asia Pacific

Perspective 6th Edition Richard

Case Study Solutions

International Marketing Edge (IMEDGE)

• identify the different problems faced by firms in international business when

1. Discuss the pros and cons of:

(a) Simultaneous versus incremental entry into international markets:

Incremental entry – pros:

(b) Concentrated versus diversified market entry strategies:

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See comments and tasks for Question 2(a).

Factors to be considered are:

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3. What factors would you consider if you were an Australian or New

Factors to consider include:

4. What would be the advantages and disadvantages of licensing the

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Licensing Minimal commitment of Less control over raw materials and

5. What aspects of an international market might cause you to settle on

If there is long-term economic uncertainty or political instability in the overseas

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Case Study Solutions

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What are the potential benefits of IMEDGE?

Model Answer - IMEDGE - Chapter 8

Using Cavusgil et al’s (2004)’ framework of foreign market opportunity assessment

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The Deus ex Machina Experience

In selecting their countries, students should:

1. Demonstrate an alignment of the country’s attractiveness with Deus ex

3. Based on the clusters and evaluation of market attractiveness, students can

Singapore and Czech Republic

• Based on market attractiveness and attraction of international tourists

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i. Recommended entry strategy

The market attractiveness analysis and alignment of Deus ex Machina’s strategy

• establishes measure of control of operations

The major downside would be the initial costs of setting up shops.

Key Information sources

1. A small Australian company manufactures gas barbeque grills. Have students

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2. A medium-sized New Zealand company produces a range of cheese products

Market entry options Advantages Disadvantages

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1. When discussing assessing market potential, students should critically evaluate

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A linked form of market entry should be contemplated in the following conditions:

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2. Discuss the five theoretical explanations for strategic alliances.

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3. Explain Williamson’s transaction cost approach.

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Title: Captain Mary Miller

Author: Harriet Jane Hanson Robinson

Release date: November 5, 2023 [eBook #72038]

Original publication: Boston: Walter H Baker & Co, 1887

Credits: Bob Taylor, and the Online Distributed Proofreading

*** START OF THE PROJECT GUTENBERG EBOOK CAPTAIN

Nathan Gandy A retired sea-captain.

Copyright, 1887, by George M. Baker.

Nathan Gandy’s house, near the wharf in Annisport.