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This study aims to examine the relation between the purchase intention of Peruvian maca and each of the following variables: Peru’s country image, maca’s product image, Peru’s country familiarity and maca’s product familiarity.

To compile primary information, a survey of closed questions was applied to students in two countries with different levels of familiarity with Peru: France and the USA.

There is a direct association between the studied variables in the cases where the foreign consumer has a high familiarity with Peru. Similarly, there is a positive association between maca’s product image, Peru’s country familiarity and maca’s product familiarity with the consumer purchase intention of maca from Peru in the cases where the consumer has low familiarity with Peru.

The characteristics of the sample did not allow to analyze the purchase intention according to gender, age and socioeconomic level.

This study provides innovative insights to design international marketing strategies for Peruvian maca entrepreneurs and export promotion policies to policymakers, to support them to overcome the increase of the global competitive environment of maca.

The paper helps maca producers and exporters to develop international marketing strategies to position their maca products in markets with high or low familiarity with Peru.

The uniqueness of this paper is based on the study of the purchase intention of agricultural products such as maca, which is a developing product available in Peru.

This study examines fifteen business cases, focusing on change management in ten countries on three continents between 1996 and 2007. The companies are from different sectors (industrial and services), sizes (from 30 to 10,000 employees; from 1 million euros turnover up to 1,000 million euros), and different cultural and ethnographic backgrounds. The research, based in case studies and action research, introduces a model to implement strategic change in order to generate sustainable competitive advantage in companies under situations of deep change or crisis. From the conceptual point of view this model breaks some of the basic principles of strategy formulation. The model does not begin with a strategic diagnosis that influences the implementation of planned strategic decisions. The model begins instead after the detection of a need for deep strategic change, and forces outside the organization have already determined some of the required changes (market recession, for instance). The model is also atypical regarding the basic principles of implementing strategic change, because existing literature ignores competitive advantage during crisis management, probably because the firm’s executives assume that the firm has no competitive advantage, and only after the implementation of the required changes will conditions exist to create a competitive advantage. Nevertheless, the model introduces competitive advantage as a central element when managers implement change, and takes the long-term strategic requirements into consideration without forgetting the challenge for short-term management brought about by deep crisis.