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Multilateral public sector institutions created in the latter days of the Second World War or early in the ''Cold War'' are experiencing considerable pressure as various stakeholders question their relevance amidst a vastly changed global environment. This paper examines one such organization--the International Monetary Fund--whose active pursuit of new product development during 1986-94 has resulted in a significant repositioning for the IMF. Lessons of this strategy are drawn for both international marketing executives and managers of other public sector institutions.
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