Global Marketing Management Masaaki Kotabe & Kristiaan Helsen Second Edition John Wiley & Sons, Inc., 2001 Chapter 15 Kotabe & Helsen's Global Marketing Management, Second Edition

Kotabe & Helsen's Global Marketing Management, Second Edition Chapter 15 Sales Management Chapter 15 Kotabe & Helsen's Global Marketing Management, Second Edition

Kotabe & Helsen's Global Marketing Management, Second Edition Chapter Overview 1. Market Entry Options and Sales Force Strategy 2. Cultural Considerations 3. Impact of Culture on Sales Management and Personal Selling 4. Expatriates Chapter 15 Kotabe & Helsen's Global Marketing Management, Second Edition

Kotabe & Helsen's Global Marketing Management, Second Edition Introduction The salesperson is the front line for the company. The success or failure of the company rests largely on the ability of the sales force. International sales management can be divided into two categories: (a) international strategy considerations, and (b) intercultural considerations. Issues such as recruiting, training, supervising, and evaluating sales force are an integral part of international sales management. Chapter 15 Kotabe & Helsen's Global Marketing Management, Second Edition

1. Market Entry Options and Sales Force Strategy The sales 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 (see exhibit 15-2). Low-Involvement Options Export Management Company (EMCs) Export Trading Companies (ETCs) Sogoshosha (Japanese general trading companies) Chapter 15 Kotabe & Helsen's Global Marketing Management, Second Edition

1. Market Entry Options and Sales Force Strategy (contd.) Role of Foreign Governments Foreign governments’ rules and practices Companies as “corporate citizens” in the country Chapter 15 Kotabe & Helsen's Global Marketing Management, Second Edition

2. Cultural Considerations Personal Selling Cultural Generalization Corporate Culture Myers-Briggs Type Indicator – MBTI (see Exhibit 15-4) Popular tool for characterizing people which addresses their cognitive styles and is based on the following four personal dimensions: 1. Extrovert vs. Introvert Chapter 15 Kotabe & Helsen's Global Marketing Management, Second Edition

2. Cultural Considerations (contd.) 2. Sensing vs. Intuitive 3. Thinking vs. Feeling 4. Judging vs. Perceiving Chapter 15 Kotabe & Helsen's Global Marketing Management, Second Edition

3. Impact of Culture on Sales Management and Personal Selling Process Sales force management consists of the following six steps: Setting sales force objectives Designating sales force strategy Recruiting and selecting salespeople Training salespeople Supervising salespeople Evaluating salespeople Chapter 15 Kotabe & Helsen's Global Marketing Management, Second Edition

Kotabe & Helsen's Global Marketing Management, Second Edition 3. Impact of Culture on Sales Management and Personal Selling Process (contd.) Sales Force Objectives Sales Force Strategy Recruiting and Selecting Training Supervising Motivation and Compensation Management Style Chapter 15 Kotabe & Helsen's Global Marketing Management, Second Edition

Kotabe & Helsen's Global Marketing Management, Second Edition 3. Impact of Culture on Sales Management and Personal Selling Process (contd.) Ethical Perceptions Evaluating Quantitative evaluations Qualitative evaluations Chapter 15 Kotabe & Helsen's Global Marketing Management, Second Edition

Kotabe & Helsen's Global Marketing Management, Second Edition 4. Expatriates Expatriates are home-country personnel sent overseas to manage local operations in the foreign market. Advantages of Expatriates Better Communications Development of Talent Difficulties of Sending Expatriates Abroad Cross-Cultural Training Motivation Compensation Chapter 15 Kotabe & Helsen's Global Marketing Management, Second Edition

Kotabe & Helsen's Global Marketing Management, Second Edition 4. Expatriates (contd.) Family Discord The Return of the Expatriate – Repatriation Repatriation is the return of the expatriate employee from overseas. Black, Gregersen, and Mendenhall proposed the following suggestions for enhancing repatriation adjustment: Post-arrival training. A repatriation center to help employees reform their objectives with the company. Chapter 15 Kotabe & Helsen's Global Marketing Management, Second Edition

Kotabe & Helsen's Global Marketing Management, Second Edition 4. Expatriates (contd.) 3. Increased contact with the home office while abroad. 4. Pre-return training. 5. Increased contact with the home office while abroad. 6. Setting up a “sponsor” or partner back in the home office to keep the expatriate up-to-date and in touch. Chapter 15 Kotabe & Helsen's Global Marketing Management, Second Edition

Kotabe & Helsen's Global Marketing Management, Second Edition 4. Expatriates (contd.) Generalizations About When Expatriates is Good or Bad Expatriates are important whenever communication with the home country office is at a premium. Expatriates are especially important in complex operating environments, or when elevated political risk requires constant monitoring. Chapter 15 Kotabe & Helsen's Global Marketing Management, Second Edition

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