It's Too Soon To Say Au Revoir To Quebec

1. If you were the manager, would you replace Amy in Quebec?

If I were the manager, I would replace Amy. I would take in to consideration the following scenarios: What would happen to business if she stays in Quebec, and what would happen if she leaves Quebec?

For example, the articles I chose were based on the toy company Mattel. Last year Mattel purchased The Learning Company, and it's high expectations for productivity fell when the company took a huge fumble this quarter. They are now forced with the what-to-do-next decision.

Like Mattel, Amy's manager is forced to make a decision to increase the company's productivity and ultimately profit. If I were the manager in this case, I would organize better by hiring a Quebecois distributor to replace Amy in Quebec, but also keep Amy on in the States, for the simple reason that she is doing well and producing profit for the company in the States. Even though I would be aware that profit margins would be thin for a period of time, I would hire a new distributor in Quebec with the following assumption: That, in a timely fashion, the new distributor would begin bringing in new business and new profit, while, at the same time, Amy excelled in the States.

2. How should Amy overcome the problems she is facing with her customers in Quebec?

If the manager chooses to grant Amy more time to prove herself in Quebec, she will have to overcome the problems she is facing and produce results. First, she would need to acquaint herself better with people from Quebec. In general, it was smart for her to brush up on her French, but she should also focus on her people skills.

Being a native of Canada and spending ample time in Quebec I know that, unfortunately, they are one of the rudest and "cliquey" provinces of Canada. In my opinion, Amy should take time and observe the people and how they do business. Not to say she should approach people and be rude, but try to get a feel for their way of doing business. I also feel, from experience, that she should focus on speaking English. Though Quebec is primarily a French speaking culture, over 90% of the residents, especially people in these certain fields also speak English, and it has been clearly spelled out to me by Quebec natives that even though it is called French, the language differs significantly from France's, French. So, as not to annoy her clients, it is more beneficial for her to speak English and not to offend anyone by creating more of a language barrier.

I also feel, given enough time, Amy would prove great in Quebec, but in the interim, would lose money for her company as well as prospective clients she's approached.

3. What does this case tell you about international business?

This case shows me that as a manager, I would need to do more planning to meet the needs of international business. Though business between Canada and the States is considered international, a common faux pas made is that because it is so close and similar to the States, it will do business the same way. When in fact it should be stressed that it is a completely different country and, is considered international business. If blame would need to be placed, I would not place it on Amy, though she will feel the repercussions. I see this as the manager's responsibility to make sure the workers under him are adequately equipped to handle international business. Thus, knowing before hiring Amy the position required her to travel out of the States, I would not have hired her for the position.

Bibliography

Works Cited:

Boston Globe

Word Count: 630