Chapter sales management. After studying this chapter you will be able to understand: How global marketing management differs from international marketing management, the need for planning to achieve company goals, the important factors for each alternative marketentry strategy, the increasing importance of international strategic alliances.
Trang 2Chapter Overview
1 Market Entry Options and Salesforce Strategy
2 Cultural Considerations
3 Impact of Culture on Sales Management and
Personal Selling Process
4 Cross-Cultural Negotiations
5 Expatriates
Chapter 14 Copyright © 2017 John Wiley & Sons,
Trang 3• The salesperson is the front line for the company.
• The success or failure of the company rests largely
on the ability of its salesforce.
• International sales management can be divided into two categories: (1) international strategy
considerations, and (2) intercultural considerations.
• Careful selection, training, supervision, and
evaluation are an integral part of sending
salespersons overseas.
Trang 4Exhibit 14-1: International Sales Strategy
and Intercultural Considerations
Chapter 14 Copyright © 2017 John Wiley & Sons,
Trang 51 Market Entry Options and Sales Force Strategy
• The salesforce management “process” starts with setting objectives and strategy.
• Other issues include: recruiting, training,
supervising, and evaluating In addition, market
entry methods and level of integration are equally important (Exhibit 14-2).
Trang 6Exhibit 14-2: Degree of Involvement and
Sales Management Issues
Chapter 14 Copyright © 2017 John Wiley & Sons,
Trang 71 Market Entry Options and Sales Force Strategy
• Low-Involvement Approaches
– Export Management Companies (EMCs)
– Export Trading Companies (ETCs)
• Sogoshosha (Japanese general trading companies)
– Examples: Mitsubishi, Mitsui, Sumitomo, and Marubeni– Licensing
• Limited Involvement Approach
• Mid-level Involvement Approach
• High-Involvement Approach
• Role of Foreign Governments
– Issues of host countries’ rules and practices
– Companies as “corporate citizens” in the host
countries
Trang 8– Personal selling is predominantly a personal activity.
Chapter 14 Copyright © 2017 John Wiley & Sons,
Trang 9Avon Sales Representative in Brazil
Trang 103 Cultural Generalization
• Cultural Generalization
• Corporate (Organizational) Culture
• Relationship Marketing
• Myers–Briggs Type Indicator—MBTI (Exhibit 14-4)
Popular tool for characterizing people which addresses their cognitive styles and is based on the following four
1 Extrovert versus Introvert
2 Intuitive and Sensing
3 Thinking versus Feeling
4 Judging versus Perceiving
Chapter 14 Copyright © 2017 John Wiley & Sons,
Trang 124 Impact of Culture on Sales Management
and Personal Selling Process
• Sales force management consists of:
• Setting salesforce objectives
• Designing salesforce strategy
• Recruiting and selecting salespeople
Trang 134 Impact of Culture on Sales Management
and Personal Selling Process
Trang 144 Impact of Culture on Sales Management
and Personal Selling Process
Trang 155 Cross-Cultural Negotiations
• Conducting successful cross-cultural negotiations is
a key ingredient for many international business
Trang 16Exhibit 14-5: Negotiation Styles and Guidelines in Five Countries
Chapter 14 Copyright © 2017 John Wiley & Sons,
Trang 175 Cross-Cultural Negotiations
• Cross-Cultural Negotiation Strategies
a Employ an agent or adviser
b Involve a mediator
c Induce the counterpart to follow one’s own
negotiation script
d Adapt the counterpart’s negotiation script
e Coordinate adjustment of both parties
f Embrace the counterpart’s script
g Improvise an approach
h Effect symphony
Trang 185 Cross-Cultural Negotiations
• Consider these steps prior to strategy selection.
1 Reflect on your culture’s negotiation practices
2 Learn the negotiation script common in the
counterpart’s culture
3 Consider the relationship and contextual clues
4 Predict or influence the counterpart’s approach
5 Choose a strategy
Chapter 14 Copyright © 2017 John Wiley & Sons,
Trang 196 Expatriates
• Expatriates are home country personnel sent
overseas to manage local operations in the foreign market.
Trang 206 Expatriates
• The Return of the Expatriate—Repatriation
– Repatriation is the return of the expatriate employee from overseas
– There are a number of effective ways to reduce
attrition rates These include providing:
• Chances to use international experience
• Position choices upon return
• Recognition
• Repatriation career support
• Improving performance evaluation
• Family repatriation support
Chapter 14 Copyright © 2017 John Wiley & Sons,
Trang 21– Expatriates are especially important in complex
operating environments, when elevated political risk requires constant monitoring, or when a high cultural distance separates the home and host countries