Based on the chapter and the case incident, compile a list of 10 international HR mistakes Mr. Fisher has made so far. Central Steel Door Corp. has been in business for 20 years, successfully selling a line of steel industrial-

grade doors, as well as the hardware and fittings for them. Focusing mostly in the United States and Canada, the company had gradually increased its presence from the New York City area, first into New England and then down the Atlantic Coast, then through the Midwest and West, and finally into Canada. The company’s basic expansion strategy was always the same:

Choose an area, open a distribution center, hire a regional sales manager, and then let that regional sales manager help staff the distribution center and hire local sales reps.

Unfortunately, the company’s traditional success in finding sales help has not extended to its overseas operations. With the introduction of the new European currency, Mel Fisher, Central Steel Door’s president, decided to expand his company abroad, into Europe. However, the expansion has not gone smoothly. He tried for 3 weeks to find a sales manager by advertising in the International Herald Tribune, which is read by businesspeople in Europe and by American expatriates living and working in Europe.

Although the ads placed in the Tribune also run for about a month in the Tribune’s Internet Web site, Mr. Fisher so far has received only five applications. One came from a possibly viable candidate, whereas four came from candidates whom Mr. Fisher refers to as “lost souls”’—

people who seem to have spent most of their time traveling aimlessly from country to country, sipping espresso in sidewalk cafés. When asked what he had done for the last 3 years, one told Mr. Fisher he’d been on a “walkabout.”