 We are talking about the major constraints that affect the international performance management process and in this topic we are going to talk about the variable level of maturity of markets. You know that the multinationals, they are working in different types of markets and it is possible that a market of a particular product is in a different phase than it is in another country. So it is possible that the product that has been initially launched in one country but has an established market in another country. So in this case it would be difficult to compare the performance of the product which has been initially launched in a market and a performance of the product which is already existing in another market. So there could be one of the issues of this variable levels of maturity of markets could be the market development in parent company market. So if you are trying to develop your market of a new product in the parent company country for example if there is a product in America in which the multinationals have headquarters and they are launching that product in America then they have an established market for their other products which can, what can it do, it can you know establish brands they can support new products. So for example if there is already a line of products available that is related with that brand and a new product is introduced in the same existing market which is of the parent country it would be helpful for that product to take flight because there are already established brands which are related with that multinationals and therefore people are going to respond more quickly and promptly in that particular situation. Then new business ideas they can be cross subsidized by other divisions. So if you are trying to launch a new business idea in your own parent country market that can be subsidized cross subsidized by other divisions so they can absorb the initial losses which are which may take place because you know you are launching a new business idea. So that is a situation in which you have more support to develop the market of a new product in the parent country whereas market development in the foreign subsidiary market it is always stored due to lack of established network. So if what if you are entering a new market in a foreign country where your multinational does not has an established network what will happen is that the support that you get in your parent country market that support is not going to be present in the foreign country. So comparing the growth the development and the performance of a product in your parent country and comparing it with the growth and performance of the product in a foreign country is something which must take into account the difference in this context that they are actually doing it they are actually performing in the parent country and the other product is performing in the foreign country. And then there are variable customs and work practices work practices they differ significantly in various parts of the world people do not work in the same way they are not that ambitious they are not that they are not that productive in various part of the world for example if you go to New York then in New York you will find that there people are going fast forward as compared to Pakistani environment here people's walking speed in New York people's walking speed is probably one and a half or two times so that means that those people they are more productive they are more geared towards performance whereas in Pakistan people have a little bit more laid back they have a laid back attitude similarly if you compare even within the countries if you compare between Lahore and Karachi the attitude the body language and the performance standards are different in these two cities in Karachi the performance standards are very much high and they expect people to perform professionally whereas in Lahore it is a little bit more collective kind of a situation in which people support each other and they are more lenient and they are more they are not that concerned about achieving performance standards so there could be variations in customs and work practices that is explained by an example over here the author says that one does not fire a Mexican manager because worker productivity is half the American average so Mexico may work a productivity driver half then the American average so in Mexico that would mean that this manager is working at a level three or four times as high as the average Mexican industrial plant so if a Mexican person is working in an American company and you put American standards in front of him it means that you are expecting that the local standards will work more than three or four times here we need relevant comparative data not absolute numbers our harassed Mexican manager has to live with Mexican constraints not European or American ones and these can be very different the way we measure worker productivity is exactly the same but the numbers come out differently because of that environmental difference from this example you can see that the multinational is measuring performance on the same standards but they are taking into account that the work standards of that particular local country they are much lower than the American standards and therefore if you expect that the person will perform according to the American standard that is going to be actually a sort of harassment for him so this is something which must be taken into account and must be incorporated in the performance management process of an international organization.