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

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

3. 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
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Kotabe & Helsen's Global Marketing Management, Second Edition

4. 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.
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Kotabe & Helsen's Global Marketing Management, Second Edition

5. 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)
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Kotabe & Helsen's Global Marketing Management, Second Edition

6. 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

7. 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

8. 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

9. 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
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Kotabe & Helsen's Global Marketing Management, Second Edition

10. 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
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Kotabe & Helsen's Global Marketing Management, Second Edition

11. 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
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Kotabe & Helsen's Global Marketing Management, Second Edition

12. 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
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Kotabe & Helsen's Global Marketing Management, Second Edition

13. 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.
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14. 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.
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Kotabe & Helsen's Global Marketing Management, Second Edition

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

16. Copyright © John Wiley & Sons, Inc., 2001
Chapter 15
Kotabe & Helsen's Global Marketing Management, Second Edition