Đang chuẩn bị liên kết để tải về tài liệu:
Lecture International marketing (15/e): Chapter 17 - Philip R. Cateora, Mary C. Gilly, John L. Graham

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,. | International Marketing 15th edition Philip R. Cateora, Mary C. Gilly, and John L. Graham Overview Designing the sales force Recruiting marketing and sales personnel Selecting sales and marketing personnel Training for international marketing Motivating sales personnel Designing compensation systems Evaluating and controlling sales representatives Preparing U.S. personnel for foreign assignments Developing cultural awareness The changing profile of the global manager Foreign-language skills Roy Philip Recruiting Marketing and Sales Personnel (1 of 2) The largest personnel requirement abroad for most companies is the sales force Expatriates Numbers are declining Important for highly technical or involved products High cost Cultural and legal barriers Limited number of high-caliber personnel willing to live abroad Virtual expatriates Manage operations in other countries but don’t live there Roy Philip Recruiting Marketing and Sales Personnel (2 of 2) Local nationals Transcend both cultural and legal barriers Familiar with distribution systems and referral networks Headquarters personnel may ignore their advice Lack of availability Sales positions viewed negatively Third-country nationals Expatriates working for a foreign company Host-country nationals Work restrictions Roy Philip Selecting Sales and Marketing Personnel Management must define precisely what is expected of people Prime requisites Maturity Emotional stability Breadth of knowledge Positive outlook Flexibility Cultural empathy Energetic and enjoy travel Mistakes can be costly A manager’s culture affects personnel decisions Roy Philip Training for International Marketing The nature of the training program depends on: The home culture of the sales person The culture of the business system and foreign market Continual training is important in foreign markets Companies should provide home-office personnel with cross-cultural training The Internet now makes some kinds of | International Marketing 15th edition Philip R. Cateora, Mary C. Gilly, and John L. Graham Overview Designing the sales force Recruiting marketing and sales personnel Selecting sales and marketing personnel Training for international marketing Motivating sales personnel Designing compensation systems Evaluating and controlling sales representatives Preparing U.S. personnel for foreign assignments Developing cultural awareness The changing profile of the global manager Foreign-language skills Roy Philip Recruiting Marketing and Sales Personnel (1 of 2) The largest personnel requirement abroad for most companies is the sales force Expatriates Numbers are declining Important for highly technical or involved products High cost Cultural and legal barriers Limited number of high-caliber personnel willing to live abroad Virtual expatriates Manage operations in other countries but don’t live there Roy Philip Recruiting Marketing and Sales Personnel (2 of 2) Local .