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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 17­2 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: 17­4 – 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 ... - tailieumienphi.vn
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