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Student International Marketing 15th Edition Chapter 17
Student International Marketing 15th Edition Chapter 17
Student International Marketing 15th Edition Chapter 17
Overview
Designing the sales force Recruiting marketing and sales personnel Selecting sales and marketing personnel Training for international marketing Motivating sales personnel Designing compensation systems Evaluating and controlling sales representatives Preparing U.S. personnel for foreign assignments Developing cultural awareness The changing profile of the global manager Foreign-language skills
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Virtual expatriates
Manage operations in other countries but dont live there
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Third-country nationals
Expatriates working for a foreign company
Host-country nationals
Work restrictions
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Continual training is important in foreign markets Companies should provide home-office personnel with cross-cultural training The Internet now makes some kinds of sales training much more efficient
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Fringe benefits Compensations comparisons between the home office and abroad Short-term assignment compensation Using a compensation program to recruit, develop, motivate, or retain personnel
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In the U.S., emphasis is placed on individual performance; it can easily be measured by sales revenues generated In many countries evaluation is more complex where teamwork is favored over individual effort In the U.S., the primary tool used by sales managers is the incentive system In other countries, corporate control and frequent interactions with peers and supervisors are the means of motivation and control
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Commit to reassigning expatriates to meaningful positions Create a mentor program Offer a written job guarantee stating what company is obligated to do for returning expatriate Keep the expatriate in touch with headquarters through periodic briefings and headquarter visits Prepare the expatriate and family for repatriation once a return date is set
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Many companies are active in making the foreign experience an integrated part of a successful corporate career
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Foreign-Language Skills
Many believe:
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Learning a language improves cultural understanding and business relationships To be taken seriously in the business community, the expatriate must be at least conversational in the host language
Many companies are making stronger efforts to recruit people who are bilingual or multilingual
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