Please enable JavaScript.
Coggle requires JavaScript to display documents.
Chapter 10: Personal Selling And Sales Management - Coggle Diagram
Chapter 10: Personal Selling And Sales Management
International Selling
Importance of the Salesperson: They will force potential buyer and
contribute to company revenue
Relationship Marketing
Designing the Sales Force:
it is the first step
things to consider
The selling environment
Competition
The firm’s resources and capabilities
Analyses of current and potential
customers
Pertinent conditions and circumstances in international markets makes design challenging
Cultural influences on sales management
Recruiting Marketing And Sales Personnel
Three Recruitment Sources
Expatriates
Local Nationals
Third Country Nationals
Company’s staffing pattern may include all three sources
Depends on qualifications, availability, and company needs
Expatriates
Home-country personnel move to foreign market
Advantages:
Greater technical training
Better knowledge of company and product line
-Proven dependability
Disadvantages:
High cost
-Cultural and legal Barriers
Limited number of high caliber personnel willing to live abroad
Virtual Expatriates
-New breed of expatriate being increasingly used
-Advantages of virtual expatriate personnel
Disadvantages of virtual expatriate
personnel
LOCAL NATIONALS
Advantages:
-More knowledgeable about country’s business structure
-More capable of adapting sale pitch to customers
Less cost to maintain
Disadvantages:
advice tends to be ignored by headquarters’ personnel
-Difficult to recruit high-quality sales people
HOST-COUNTRY RESTRICTIONS
Host government’s attitudes toward foreign workers
Most countries have specific rules restricting foreign work
Third Country National
•New pool of expatriate created •Internationalization of business a cause
SELECTING SALES AND
MARKETING PERSONNEL
Necessary Qualities
•Maturity
•Emotional stability
•Breadth of knowledge
Assessment of Traits
Interviews and role-playing exercises can be used
Referrals often best way to recruit personnel - Some traits vary in importance by culture \
Importance of Selection
Mistakes are costly
TRAINING FOR 5 INTERNATIONAL MARKETING
Nature of training programs vary
•Depends largely on cultures involved •Content depends on type of sales personnel selected
•The Internet sometimes makes training more efficient
MOTIVATING SALES 6 PERSONNEL
•Manager must consider differences of personnel
Key Motivators
•Communications are important
•Blending company and personal objectives a goal
DESIGNING COMPENSATION
SYSTEMS
FOR EXPATRIATES
Designing equitable compensation difficult for companies
Fringe benefits play a major role in many countries
Difference in pay makes it hard to repatriate personnel
Short- versus long-term assignment benefits
FOR A GLOBAL SALES FORCE
Plans for American countries vary around the globe
Plans around world generally similar to U.S. approach RECOMMENDATIONS FOR GLOBAL COMPENSATION PLAN
Allow local managers to decide mix of incentive versus base pay
Use consistent training and communication schemes worldwide
Don’t assume cultural differences can be managed through incentive plan
EVALUATING AND CONTROLLING
SALES REPRESENTATIVES
SIMPLE PROCESS IN UNITED STATES •Emphasis placed on individual performance and sales
•A good representative produces big numbers •Incentives effective as motivators
PREPARING U.S. PERSONNEL
FOR FOREIGN ASSIGNMENTS
Planning Process Is Important
•High cost of sending and supporting expatriate •Repatriation a goal
•Managing expatriates presents unique problems
OVERCOMING RELUCTANCE TO
ACCEPT A FOREIGN ASSIGNMENT
•MAIN REASONS WORKERS REFUSE ASSIGNMENT
•Uprooting family to move to strange environment •Fear that absence will adversely affect career advancement
•HOW TO OVERCOME RESERVATIONS
•Select candidates thoughtfully
•Return expatriates to home office at right moment •Reward expatriates with subsequent promotions at home
•Provide special compensation packages for hardship
SUCCESSFUL EXPATRIATE
REPATRIATION
•Low morale and attrition of returnees common •Family-related problems: financial and lifestyle readjustments •Decreased standard of living after returning to home country •Career-related problems: lack of detailed plan for future of career
•STEPS FOR SUCCESS
1.Commit to reassigning expatriates to meaningful positions
2.Create a mentor program
3.Offer a written job guarantee stating what the company is obligated to do for the expatriate upon return
4.Keep the expatriate in touch with headquarters 5.Prepare the expatriate and family for repatriation and cultural readjustment
REDUCING THE RATE OF EARLY
RETURNS
Higher salaries motivate expatriates to remain abroad
•Emphasis on collectivism lowers perceived work load and increases job satisfaction
•Consider families in cultural adjustment process
DEVELOPING CULTURAL
AWARENESS
CULTURAL INTELLIGENCE IMPORTANT
•Many businesses only focus on functional skills •Growing need to develop cultural awareness CULTURAL SKILLS
•Provide individual ability to relate to a different culture
•People with cultural skills can:
•Communicate a positive regard and sincere interest in people
•Tolerate ambiguity and cope with cultural differences
THE CHANGING PROFILE OF
THE GLOBAL MANAGER
GLOBAL LEADER MUST BE MULTIFACETED
•Factors in Company Leader Choice
•Increases in international competition •Globalization of companies
•Technology
•Demographic shifts
•The speed of overall change
•Few companies limit search for senior-level executive talent to their home countries
FOREIGN-LANGUAGE SKILLS
Some do not see second language as important
Many recruiters actively seek multilingual candidates
•Shows cultural understanding and overall intelligence
•Studies show that lack of language proficiency can cause power struggles and out-group affect in global teams