Chapter 17: Personal Selling & Sales Management
1.Salespeople
a.The salesperson is the company's most direct tie tothe customer
i.In the eyes of the customer, the salesperson is thecompany
b.Sales representatives present company offerings andgather customer information
i.The final link in the culmination of a company’s marketingand sales
efforts
c.Growing global competition and the dynamic & complexnature of international
business increases the need & the means for closerties with both customers and
suppliers
d.Relationship marketing, where culture can complicateand assist in the selling
task, is built on effective communications between buyer and seller
e.Focuses on building long-term alliances rather thantreating each sale as a
one-time event
i.Particularly important in relationship-based cultures
f.The first step in managing a sales force is its design
i.Coordinating efforts of account managers, both globaland local, is
becoming more complex
g.Based on analyses of current and potential customers,the selling environment,
competition, and the firm’s resources & capabilities,decisions must be made
regarding the numbers, characteristics, and assignmentsof sales personnel
2.Differences in Sales Forces
a.Some markets may require a direct sales force, whereasothers may not
i.How big is the market?
1.Big market = direct sales force
ii.How important is the market to us?
b.How customers are approached can differ as well
i.The hard sell that may work in some countries canbe inappropriate in
others
c.The size of accounts certainly makes a difference
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Abstract :
The world trade grew from $200 million to almost two trillion dollars over a period of 20 years which made finding the appropriate strategy for managing an international salesforce a primary concern for any international trader. In developing a strategy, firms should evaluate first the international market's heterogeneity and cultural diversity and then, develop a strategy that would balance the unique needs of both clients and salesforce. Firms should also remember that by owning an international salesforce and avoiding the use of intermediaries, the buyer-seller relationship develops faster.
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Copyright: COPYRIGHT 1997 Emerald Group Publishing, Ltd.
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Gale Document Number: GALE|A20057208
3cards
Kang S.
- Marketing
- International Marketing
In the context of interpersonal selling, a company's most direct tie to the customer is the:
salesperson
Which of the
following is the reason why an international sales force in Germany can make greater use of expatriates?
It is an information-oriented culture.
An expatriate sales force is most likely to have an advantage over a native sales force when selling:
requires an extensive background of information