Вы находитесь на странице: 1из 22

Chapter 17: Personal Selling and Sales Management

Pebbles Gilbert

Chapter Objectives
L01 The role of interpersonal marketing L02 The considerations in designing an international sales force L03 The steps to recruiting three type of international salespeople L04 Selection criteria for international sales and marketing positions L05 The special training needs of international personnel L06 Motivation techniques for international sales representatives L07 How to design compensation systems for an international sales force L08 How to prepare Americans for foreign assignments The changing profile of the global sales and marketing manager

Designing the Sale Force

Potential Customers Selling Environment Competition Resource Capabilities Characteristics Assignment of Personnel

Hard sells vs. Soft sells Personal selling as a rule has to be localized for even the most global of corporations industries

Recruiting Marketing and Sale Personnel

Size of the operation Three recruiting sources: Expatriates Local Nationals Third-Country Nationals

Is increasing as the volume of world trade increase and as more companies use local to fill marketing position Keep focus on the better choice Salesperson have an advantage of greater technical trading Disadvantage is high cost, cultural, legal barriers and limits number of personnel to live abroad and extended lengths of time

Virtual Expatriate
Employee lives and works in a different country to that of their employer The internet and advances communication Diversity Low travel cost Time zone Cross cultural Communication

Local nationals
Citizens of the host country in which the business is located. Local national knowledge of the country Less expensive to filed and maintain Able to lead a company through unfamiliar distribution systems and referral network Limited English communication skills Lack of availability

Third- Country National

TCNs Describes and individuals of other nationalities hired by a government Expatriates from one country working for a foreign company in a third country.

Host-Country Restrictions
Individuals or organizations from other countries or states are visiting due to government invitation or meeting. Are trained to full local position, have fewer opportunities for sending home country personnel to management position abroad.

Selecting Sales and Market Personnel

Maturity is requisite for expatriate and third country personnel. Managers and sales personnel abroad. Emotional Stability the attitude of the personnel Breadth of Knowledge able to speak different languages Positive outlook seeing the glass as half way full Mary Kay One the world largest direct selling companies

Training for International Marketing

Open minded Learning and communicating Interactive Policies Ethics

Motivating Sale Personnel

Financial Rewarding Comfortable Seniority Stability Effectiveness Promotion

Designing Compensation System

Developing functional plans that use motivation, challenging, flexibility, and balanced. Separation Allowance Cover expense while the personnel is overseas. Compensation Work councils committee that set rules when it come to compensation, for all employee.

Dos and Dont

Do involve representative from key countries Do allow local managers to decide the mix between base and incentive pay. Do use consistent performance measures and emphasis on each measure. Do allow local countries flexibility in implementations. Do use consistent communication and training themes worldwide Dont design the plan centrally and dictate to local offices. Dont create a similar framework for jobs with different responsibilities. Dont require consistency on every performance measure within the incentive plan. Dont assumes cultural differences can be managed through the incentive plan. Dont proceed without the support of senior sale executives worldwide

Evaluating and Controlling Sales Representatives

Observation Sales performance Conflicts Incentive Systems Communicates strategy, motivates employees, and reinforces achievement of organizational goals

Preparing U.S Personnel for Foreign Assignment

International personnel superior have the to plans for the expatriate personnel with there move abroad, stay abroad during the assignment and return personnel back home Repatriation Bring local national back to their home country after their assignments. Overcoming reluctance to accept a foreign assignment. Reducing the rate of early returns Successful Expatriate repatriation

Re-entry process suggest five steps

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 on return. 4. Keep the expatriate in touch with headquarters through periodic briefings and headquarters visits. 5. Prepare the expatriate and family for repatriation once a return date is set

Developing Cultural Awareness

Communication: Verbal and Non Verbal Cultural Different Display Empathic Non judgmental Recognize and control the SRC, such as values, perception, evaluation, and judgment. Emotional stable.

The Changing Profile of the Global Manager

Education Leadership skills Gain management experience Diversity Foreign experience International trainee programs Developing into a career of internationalist

Foreign Language Skills

Being able to speak different language Investing in language classes Great recruiter Coca- cola Disney