Personal Selling and Sales Management
Global Perspective
INTERNATIONAL ASSIGNMENTS ARE GLAMOROUS, RIGHT?
Some challenges associated with an international assignment include job security, readjustment upon return to the U.S. and adjustment to other cultures.
Given these kinds of problems, is that international sales position being offered to we as attractive as it looks? Will it really help wer career?
Particularly in relationship cultures such as China, relationship marketing, built on effective communications between the seller and buyer, focuses on building long-term alliances rather than treating each sale as a one-time event.
Designing the Sales Force
Based on analyses of current and potential customers, the selling environment, competition, and the firm 's resources and capabilities, decisions must be made regarding the numbers, characteristics, and assignments of sales personnel.
Distribution strategies will often vary from country to country. Some markets may require a direct sales force, whereas others may not. How customers are approached can differ as well.
Once decisions have been made about how many expatriates, local nationals, or third=country nationals a particular market requires, then more intricate aspects of design can be undertaken, such as territory allocation and customer call plans.
Recruiting Marketing and Sales Personnel
• Expatriates
• Virtual Expatriates
• Local Nationals
• Third Country Nationals
• Host Country Restrictions
Expatriates
The largest personnel requirement abroad for most companies is the sales force.
The number of companies relying on expatriate personnel is declining as the volume of world trade increases and as more companies use locals to fill marketing positions. However, when products are highly technical, or when selling requires an extensive background of information and applications, an expatriate sales force remains the best choice.
The chief disadvantages of an expatriate sales force are the high cost, cultural and legal
INTERNATIONAL ASSIGNMENTS ARE GLAMOROUS, RIGHT?
Some challenges associated with an international assignment include job security, readjustment upon return to the U.S. and adjustment to other cultures.
Given these kinds of problems, is that international sales position being offered to we as attractive as it looks? Will it really help wer career?
Particularly in relationship cultures such as China, relationship marketing, built on effective communications between the seller and buyer, focuses on building long-term alliances rather than treating each sale as a one-time event.
Designing the Sales Force
Based on analyses of current and potential customers, the selling environment, competition, and the firm 's resources and capabilities, decisions must be made regarding the numbers, characteristics, and assignments of sales personnel.
Distribution strategies will often vary from country to country. Some markets may require a direct sales force, whereas others may not. How customers are approached can differ as well.
Once decisions have been made about how many expatriates, local nationals, or third=country nationals a particular market requires, then more intricate aspects of design can be undertaken, such as territory allocation and customer call plans.
Recruiting Marketing and Sales Personnel
• Expatriates
• Virtual Expatriates
• Local Nationals
• Third Country Nationals
• Host Country Restrictions
Expatriates
The largest personnel requirement abroad for most companies is the sales force.
The number of companies relying on expatriate personnel is declining as the volume of world trade increases and as more companies use locals to fill marketing positions. However, when products are highly technical, or when selling requires an extensive background of information and applications, an expatriate sales force remains the best choice.
The chief disadvantages of an expatriate sales force are the high cost, cultural and legal
Bibliography: International Marketing, Cateora P.R., Graham J.L., 12th ed, pp 500-525. Michele Marchetti and Antonio Langemi, “Gamble,” Sales and Marketing Management, July 1996, p.65-69. David G. Schick and David J. Cichelli, “Developing Incentive Compensation Strategies in a Global Sales Environment,” ACA Journal, Autumn 1996.