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International Marketing > Chapter 17: Personal Selling and Sales Management > Flashcards

Chapter 17: Personal Selling and Sales Management Flashcards

1
Q

why have expatriates

A

When products are highly technical, or when selling requires an extensive background of information and applications, an expatriate sales force remains the best choice.

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2
Q

What advantage has an expatriate saleperson

A
  • greater technical training better knowledge of the company and its product line and proven dependability.

effective communicators with the headquaters.

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3
Q

what are the disadvantages of expats

A
  • high cost, cultural and legal barriers

limited numer of high-caliber personnel willing to libe abroad for extended periods of time

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4
Q

Virtual expatriates , what are they

A

manage operations in other countries but do not move there.

they stay in hotels, make longer visits and maintain their families at home. some spend up to 75 percent of their working time traveling.

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5
Q

Local Nationals

A

these people are hired to work in their own country

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6
Q

Advantage of hiring a local national

A

they transcend both cultural and legal barriers

better able to lead a company through the maze of unfamiliar distribution systems and referral networks

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7
Q

what are the disadvantage of hiring local nationals

A

Headquarters personell ignore their advice

they dont speak good enough english

their lack avaiulability

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8
Q

third country nationals (TCN), what are they

A

expatriates from their own countries working for a foreign company in a third country

ex: german working in Argentina for a us company

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9
Q

advantages of TCNs

A

they speak several languages and know an industry or foreign country well.

More and more companies feel that talent should flow to opportunity, regardless of one’s home country.

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10
Q

Traits of International Sales and Marketing Personnel

A

required skills: maturity, independence, and emotional stability

must possess cultural sensitivity, language skills, and a positive outlook on international assignments

Adaptability, cultural empathy, and stamina and enjoy for travel

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11
Q

Selection criteria for sales and marketing personnel

A

must be localized to fit specific country cultures and markets, as traits valued in one country may not be important in others.

Selection mistakes can be costly, leading to wasted expenses and lost time, especially in expatriate assignments.

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12
Q

why is the salesperson important

A
  • companys most direct tie to customer
  • final link in culmination of marketing sales efforts
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13
Q

things to consider in designing force

A
  • analyses of current and potential customers
  • the selling environment
  • competition
  • the firms resources and capabilities
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14
Q

advantages of virtual expatriate personnel

A

Can manage operations and enjoy diversity-driven
creativity without having to uproot family and move.

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15
Q

disadvantages of virtual expatriate personnel

A
  • Close contact with customers tougher to maintain.
  • Travel is still needed and can be dangerous.
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16
Q

host country restrictions

A
  • host governemnet attitudes towards foreign workers
  • fear of foreign corporate domination
  • concerns about local unemploymenet
17
Q

how to asses traits for a international sales person

A

*Interviews and role-playing exercises can be
used.

  • Referrals often best way to recruit personnel.
  • Some traits vary in importance by culture.
  • Selection criteria must be localized to target market.
18
Q

importance of selection

A
  • mistakes are costly
  • the selection of locals to work for foreign companies within their home country
  • laws protecting workes rights must be followed in each country
19
Q

natures of training programs varies

A
  • depends on the culture
  • Content depends on type of sales personnel selected
  • the internet may make training more efficient
20
Q

motivating sales personnel

A

complicated by culture
- extreme sensitivity to different behavioral patterns is important
- individual incentives are not always effective in each culture

key motivators

  • communications are important
  • opportunities for promotiamns need to be clear

blending company and personal objectives a goal

21
Q

why is it difficult to design equitable compensation for
companies, especially

A
  • Those that operate in number of countries.
  • Those with personnel who work in a number of
    countries.
  • Those with a sales force of expatriate and local
    personnel.
22
Q

designing compensation systems for a global sales force

A

Plans for American companies vary around the globe.

  • Reflect economic, legal, and cultural differences.
  • Asia and Western Europe require more localization.
  • Personal income tax rates are relatively low in U.S. and
    Japan.
  • Work councils (internal labor union committees) set rules about compensation in Europe.
23
Q

Recommendations for a global compensation plan

A
  • Allow local managers to decide mix of incentive versus base pay.
  • Use consistent training and communication schemes worldwide.
  • Don’t assume cultural differences can be managed
    through incentive plan.
24
Q

Evaluating and controlling sales representatives

A

USA: Emphasis placed on individual performance and sales. a good representative produces big numbers.

Elsewhere: teamwork is favoured over individual effort.
closer supervision is expected and appreciated

25
Q

Preparing U.S. Personnel for Foreign Assignments

A

planning process is important

repatriation is a goal

managing expatriates presents unique problems

26
Q

Main reasons workers refuse assignment

A

Uprooting family to move to unfamiliar environment
Fear that absence will adversely affect career advancement

27
Q

How to overcome
reservations

A

Return expatriates to home office at right moment

Reward expatriates with subsequent promotions
at home

Provide special compensation packages for
hardship

28
Q

Reducing the Rate of Early Returns

A

Higher salaries motivate expatriates to remain abroad.

Emphasis on collectivism lowers perceived workload and increases job satisfaction.

Consider families in cultural adjustment process.

29
Q

Successful Expatriate Repatriation

A

low morale and attrition of returnees are common

family related problems: financial and lifestyle readjustments

decreased standard of living after returning to home country

career-related problems: Lack of detailed plan for future career.

30
Q

Developing Cultural Awareness

A

Cultural Intelligence is Important

many businesses only focus on functional skills

there is a growing need to develop cultural awareness

30
Q

successful expatriate repatriation. Steps for success

A
  1. Commit to reassigning expatriates to meaningful
    positions
  2. Create a mentor program
  3. Offer a written job guarantee stating what the
    company is obligated to do for the expatriate upon
    return
  4. Keep the expatriate in touch with headquarters
  5. Prepare the expatriate and family for repatriation
    and cultural readjustment
31
Q

People with cultural skills can:

A
  • Communicate a positive regard and sincere interest in people.
  • Tolerate ambiguity and cope with cultural differences.
  • Display empathy by understanding others’ needs and differences from their point of view.
  • Remain nonjudgmental about the behavior of others.
  • Recognize and control the self-reference criterion.
  • Laugh things off.
32
Q

factors in company leader choice.

A
  • Increase in international competition.
  • Globalization of companies.
  • Technology.
  • Demographic shifts.
  • The speed of overall change.
33
Q

why do many recruiters actively seek multilingual candidates.

A
  • Shows cultural understanding and overall
    intelligence.
  • Studies show that lack of language proficiency
    can cause power struggles and out-group affect
    in global teams.
  • Language limitations complicate cross-cultural
    adjustments and damage multinational
    companies financially.
34
Q

what are keys to sucess

A

Flexibility and adaptability

International Marketing (13 decks)

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