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Personal selling and sales management - Coggle Diagram
Personal selling and sales management
Designing sales force
Cultural influence on sales management
Recruiting marketing and sales personal (expatriates, local nationals, third-country national)
Selecting sales and marketing personal
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
Costly
Training for international marketing
Nature of training programs vary
Depends on culture involved (continual training in foreign markets)
Depend type sales personal
Expatriates: customs and sales problems in foreign culture
Local personnel: the company and products, technical information, selling methods
Motivation sales personnel
Key motivators
Communications are important
Blending company and personal objectives a goal
Preparing U.S. Personnel for Foreign Assignments
Planning process is important
High cost of sending and supporting expatriate
Repatriation a goal (Costly if unsuccessful; loss of morale and experienced personnel)
Managing expatriates presents unique problems
Overcoming Reluctance to Accept a Foreign 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
Reducing the rate of early returns
-Higher salaries motivate expatriates to remain abroad
-Emphasis on collectivism lowers perceived work load and increases job satisfaction
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
Commit to reassigning expatriates to meaningful positions
Offer a written job guarantee stating what the company is obligated to do for the expatriate upon return
Prepare the expatriate and family for repatriation and cultural readjustment
Developing cultural awareness
Cultural intelligence important
Many businesses only focus on functional skills (Lack of understanding cultural differences is main cause for expatriate failures)
Growing cultural awareness (World becoming more interdependent with companies depending on foreign earnings , bicultural marketers)
Cultural skills
Communicate a positive regard and sincere interest in people
Display empathy by understanding others’ needs and differences from their point of view
Tolerate ambiguity and cope with cultural differences
Remain nonjudgmental about the behavior of others
Recognize and control the self-reference criterion
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
Foreign-language skills
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
Language limitations complicate cross-cultural adjustments and damage multinational companies financially
Multilingual individuals also have intercultural sensitivity and they can think more efficiently.
Have opportunity for working in niche markets that require not only your language skills, but also your other career skills
