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Personal Selling and Sales Management
Chapter 17
McGrawHill/Irwin Copyright © 2013 by The McGrawHill Companies, Inc. All rights reserved.
Learning Objectives
LO1 The role of interpersonal selling in international marketing
LO2 The considerations in designing an international sales force
LO3 The steps to recruiting three types of international salespeople
LO4 Selection criteria for international sales
and marketing positions
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LO5 The special training needs of
The Role of Interpersonal Selling in International
• The salesperson is a company’s most direct tie to the customer
• The sales representative is the final link in the culmination of a company’s marketing and sales efforts
• In relationship-based cultures such as China, it is critical to build long-term alliances through personal selling
• With the cultural differences, designing, building, training, motivating, and 173
compensating an international sales group
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 a
– assignments of sales personnel
• Distribution strategies will often vary from country to country:
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– some markets may require a direct sales
Designing the Sales Force • Selling in information-oriented cultures
such as Germany may also allow for greater use of expatriates
• Relationship-oriented countries such as Japan will require the most complete local knowledge (natives)
• Many advanced operations research tools developed in the U.S. can be adapted to foreign markets
• Many things can differ across cultures: 175
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