Please read the case study Collision Course: Selling High Performance Motorcycles in Japan in your Harvard Coursepack and respond to the following questions:

1. Consider the problems occurring in the case. What is going wrong inside and outside of Tommasi Motorcycles Japan? How are these issues related or connected?

2. Describe the corporate level international strategy that Tommasi Motorcycles European HQ appears to be following. What are the major decisions made?

3. What role is the JNO suppose to play, ideally? Is it performing this role well? What should it change?

4. What are the pros and cons of using expatriate managers in this case? What would be the characteristics of a suitable leader for JNO?

5. Is Katoh part of the problem or part of the solution?

6. How do you manage in a firm where people do not speak the same language? Can you suggest things to make this work better? Do you think the consultants will approach their next assignment differently? If so, how?