Đang chuẩn bị liên kết để tải về tài liệu:
Lecture International marketing - Chapter 17: Personal selling and sales management

What you should learn from chapter 17: The role of interpersonal selling in international marketing, the considerations in designing an international sales force, the steps to recruiting three types of international salespeople, selection criteria for international sales and marketing positions,. | Personal Selling and Sales Management Chapter 17 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 LO5 The special training needs of international personnel LO6 Motivation techniques for international sales representatives LO7 How to design compensation systems for an international sales force LO8 How to prepare Americans for foreign assignments LO9 The changing profile of the global sales and marketing manager 2 The Role of Interpersonal Selling in International Marketing 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 compensating an international sales group is a challenge 3 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: some markets may require a direct sales force, whereas others may not the hard sell that may work in some countries can be inappropriate in others 4 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: the length | Personal Selling and Sales Management Chapter 17 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 LO5 The special training needs of international personnel LO6 Motivation techniques for international sales representatives LO7 How to design compensation systems for an international sales force LO8 How to prepare Americans for foreign assignments LO9 The changing profile of the global sales and marketing manager 2 The Role of Interpersonal Selling in International Marketing 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 .