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1、教教案案International MarketingInternational Marketing国际市场营销国际市场营销教研室：教研室：商务英语教研室教师姓名：教师姓名：姚数萍课程名称授课内容教学目的国际市场营销授课专业和班级商务英语 B091203授课学时4Chapter 13 Personal Selling and Sales Management1)Understanding the crucial role of interpersonal selling in internationalmarketing.2)Accounting for cultural and other

2、differences in designing an internationalsales force.3)Understanding the nuances of recruiting,selecting,evaluating,and motivatinginternational sales representatives.4)How to design training programs and compensation systems forinternationalemployees.5)How to prepare Americans for assignments abroad

3、.6)The important characteristics of the global manager of the 21st century.the crucial role of interpersonal selling,the nuances of recruiting,selecting,evaluating,and motivating international sales representativesStudent-oriented communicative teaching,free discussion and interaction.The teaching p

4、rocess of one lecture:1.Warm-up activities(10 minutes)2.Comments and suggestions(20minutes)3.Detailed studies of this chapter(60 minutes)4.Questiondiscussion(10 minutes)Case analysis and exercises 3-6 on page 343.Multimedia software教学重点教学方法教学过程作业辅助手段教学内容教学内容1.1.Warm-up activitiesWarm-up activitiesPa

5、rt I:Question for discussion:Part I:Question for discussion:Q1:Have you ever been a salesman?Do you think you are a good salesman?If not,do you thinkhow you can improve yourself to become a good salesman?Q2:What role does interpersonal selling play in international marketing?II.Comments and suggesti

6、onsII.Comments and suggestions1.One of the key themes of this chapter is well represented in Exhibit 17-4,that is,Japan is thetoughest market for American firms.More adjustments have to me made in sales forcemanagement there than in any other single country.Case 4-5(National Office Machines)worksqui

7、te well to make the differences between the American and Japanese business systems quiteclear.2.A useful homework assignment is asking students to interview a local foreign executiveasking questions about his/her foreign company prepared them for the overseas assignment.3.A class discussion might be

8、 organized around students from other countries(or Americanstudents who have lived in other countries)talking about what aspects of cultural adjustment weremost difficult when coming to the States.III.Detailed studies of the textIII.Detailed studies of the textLecture outline:Lecture outline:I.Desig

9、ning the Sales ForceII.Recruiting Sales and Marketing PersonnelA.ExpatriatesB.Local NationalsC.Third-Country NationalsD.Host Country RestrictionsIII.Selection of Sales and Marketing PersonnelIV.Training for International MarketersV.Motivating Sales PersonnelVI.Designing Compensations SystemsA.For Ex

10、patriatesB.For A Global Sales ForceVII.Evaluating and Controlling Sales RepresentativesVIII.Preparing U.S.Personnel for Foreign AssignmentsA.Overcoming Reluctance to Accept a Foreign AssignmentB.Reducing the Rate of Early ReturnsC.Successful Expatriate RepatriationIX.Developing Cultural AwarenessX.T

11、he Changing Profile of the Global ManagerXI.Foreign Language SkillsXIISummaryDetailed study of this chapter:Detailed study of this chapter:1.1.Define:Define:Relationship marketing TCNExpatriate“Master of destiny”philosophyLocal nationalsSeparation allowance2.2.Why may it be difficult to adhere to se

12、t job criteria in selecting foreign personnel?WhatWhy may it be difficult to adhere to set job criteria in selecting foreign personnel?Whatcompensating actions might be necessary?compensating actions might be necessary?It may be difficult to adhere to set job criteria in selecting foreign salesmen b

13、ecause there may beseveral different levels of job criteria and the company must move down these levels after havingtrouble hiring individuals who conform to the established criteria.Compensating actions,whichmay be necessary,include sales commissions,as this motivates the better personnel and elimi

14、natesthe receiving of equal wages by both the better and poorer salesmen.3.3.WhyWhy dodo thethe globalglobal salessales forceforce causecause specialspecial compensationcompensation problems?problems?SuggestSuggest somesomealternate solutions.alternate solutions.The global sales force causes special

15、 compensation problems because an imbalance is created,asthe expatriate salesman would normally receivemore than would the foreign salesman,and theforeign salesman will feel aggrieved and mistreated.Motivational devices are valuable inproviding solution but perhaps a foreign sales force managed by e

16、xpatriate salesmen is best.4.4.Under what circumstances should expatriate salesmen be utilized?Under what circumstances should expatriate salesmen be utilized?Expatriate salesmen should be used when a more technical approach is necessary,whencommunication with the parent company is vital,when legal

17、barriers dictate the use of expatriatesalesmen,or when the markets will not support full-time salesmen.5.5.DiscussDiscuss thethe problemsproblems whichwhich mightmight bebe encounteredencountered inin havinghaving anan expatriateexpatriate salessalesmanager supervising foreign salesmen.manager super

18、vising foreign salesmen.Problems encountered would include the following:legal barriers,a lack of communicationbetween the expatriate sales manager and the foreign sales force,and the expatriates inability toadapt to the foreign environment.6.6.“To some extent,the exigencies of the manpower situatio

19、n will dictate the approach to“To some extent,the exigencies of the manpower situation will dictate the approach tooverseas sales organization.”Discuss.overseas sales organization.”Discuss.Sales organization approach will vary for a number of reasons which are:inadequately trainedforeign personnel(s

20、o expatriate personnel are required),foreign personnel must be employed forlegal reasons,expatriate salesmen are unwilling or unavailable to enter the market,and foreignpersonnel are unwilling or unavailable to enter the market.7.7.How do legal factors affect international sales management?How do le

21、gal factors affect international sales management?Legal factors may affect international sales management because some countries require that thesales force be composed all or partly of natives.In other cases(such as in Argentina),severeregulations regarding the firing or discharging of personnel fo

22、rce companies to hire expatriates orbe stuck with incompetent or noncooperative nationals who cannot be discharged without a legalstruggle.8.8.How does the sales force relate to company organization?To channels of distribution?How does the sales force relate to company organization?To channels of di

23、stribution?The sales force may be a domestic salesman working from the parent company,expatriatesalesmen and/or foreign salesmen.Home office management or decentralization of the above varywith the type of sales force.If a market is small,chances are that it will not be serviced by aresident expatri

24、ate salesman or foreign salesmen but by a domestic salesman from the parentcompany.9.9.“It is costly to maintain an international sales force.”Comment.“It is costly to maintain an international sales force.”Comment.It is certainly more expensive to maintain an international sales force than a domest

25、ic sales forcebecause travel,living expenses,interpreters,training and establishing a sales force,etc.,allcontribute to higher expenses.However,the increasing number of companies going overseasindicates it is well worth it.10.10.AdaptabilityAdaptability andand maturitymaturity areare traitstraits ne

26、ededneeded byby allall salesmen.salesmen.WhyWhy shouldshould theythey bebesingled out as especially important for international salesmen?singled out as especially important for international salesmen?These two traits are singled out as especially important for international salesmen because theforei

27、gn market is extremely different from the domestic market and calls for different policies andmore independent decisions and commitments.The traits are credited with being two of the primecauses for failure of international salesmen.11.11.Can a person develop good cultural skills?Can a person develo

28、p good cultural skills?Yes.Good cultural skills just as good social skills can be developed.Cultural skills provide theindividual with the ability to relate to a different culture,even when the individual is unfamiliarwith the details of that particular culture.Anyone being sent to another culture s

29、hould receivetraining to develop cultural skills.In addition,they should receive specific schooling on thecustoms,values,and the social and political institutions of the host country.There are a variety oforganizations that provide intercultural training.12.12.Describe the six attributes of a person

30、 with good cultural skills.Describe the six attributes of a person with good cultural skills.Someone with cultural skills can:(1)communicate respect and convey verbally and nonverbally apositive regard and sincere interest in people and their culture;(2)tolerate ambiguity and copewith cultural diffe

31、rences and the frustration that frequently develops when things are different andcircumstances change;(3)display empathy by understanding other peoples needs and differencesfrom their viewpoint rather than from the individuals own viewpoint;(4)be nonjudgmental,avoidjudging the behavior of others on

32、their own value standards;(5)recognize and control the SRC,that is,recognize their own cultural values as an influence on their perceptions,evaluations,andjudgment in a situation;and(6)laugh things off,a good sense of humor helps when frustrationlevels rise and things do not work out as planned.13.I

33、nterview a local company which has a foreign sales operation.Draw an organization chartfor the sales function and explain why that that company used particular structure.Individual project.14.14.Evaluate the three major sources of multinational manpower.Evaluate the three major sources of multinatio

34、nal manpower.Expatriatesdeclining in importance as foreign nationals are found to fill marketing positions.The cost of an expatriate is often much greater than a foreign national.The advantages of theexpatriate are more adequate technical training,better knowledge of the firm and its product,andofte

35、n better communication with the parent company.The weakness is that the expatriate oftensuffers from the cultural differences existing in the host company.Cosmopolitan personneltype of expatriate who is not a national of the parent companyscountry.Reflects the growing nature of international busines

36、s.Used nearly exclusively at the toplevel of management.Foreign nationalan increase in the mobility of foreign nationals is making them more useful tothe firm.At the sales level,the foreign national is at an advantage.Salary levels are lower for themas well as their selling expenses,because they are

37、 able to transcend legal and cultural barriers.However,they sometimes are too close to the culture which impedes their effectiveness.Theysometimes are too close to the culture which impedes their effectiveness.They are most effectivein situations which do not require great technical training.15.15.W

38、hich factors complicate the task of motivating the foreign sales force?Which factors complicate the task of motivating the foreign sales force?The biggest factor is the cultural differences that occur,which cause motivation and behavior tovary from the domestic salesmen.The cultural differences revi

39、ewed in Chapters 4 and 7 affect themotivational pattern of the foreign sales force.16.16.Why do companies include an evaluation of their employees families among selectionWhy do companies include an evaluation of their employees families among selectioncriteria?criteria?An evaluation of employees fa

40、milies is becoming more important for overseas assignments sinceit is recognized that the familys ability to adjust to a foreign environment may be the mostimportant factor determining whether or not an employee will stay in a foreign assignment for thelength of time the company desires.17.17.Concer

41、n for career and family is the most frequently mentioned reason for managers toConcern for career and family is the most frequently mentioned reason for managers torefuse a foreign assignment.Why?refuse a foreign assignment.Why?The most important career-related reservation is that a two-or three-yea

42、r absence will adverselyaffect opportunities for advancement.This“out of sight,out of mind”fear is closely linked to theproblems of repatriation.Without evidence of forward planning to protect career development,thebetter qualified and ambitious personnel may decline the offer to go abroad.Concern f

43、or onesfamily may also interfere with many accepting an assignment abroad.Initially,most potentialcandidates are concerned with the problems of uprooting a family and taking them into a strangeenvironment.Such questions as the education of the children,isolation from relatives and friends,proper med

44、ical and health care,and,in some countries,the potential for violence reflect themisgivings the family may have about relocating in another country.18.18.DiscussDiscuss andand givegive examplesexamples whywhy returningreturning U.S.U.S.expatriatesexpatriates areare dissatisfied.dissatisfied.HowHow c

45、ancanthese problems be overcome?these problems be overcome?Low morale among returning U.S.expatriates and a growing amount of attrition among returneeshave many reasons.Some of the complaints and problems are family related,while others arecareer related.The family-related problems generally deal wi

46、th financial and lifestylereadjustments.For example,some expatriates find that in spite of the higher compensationprogram received,their net worth has not increased.Many have found,on returning home,thatwith inflation of intervening years they are not able to buy a home comparable to the one they so

47、ldon leaving.The hardship compensation program used to induce the executive to go abroad createsreadjustment problems on the return home.Such compensation benefits permittedthe family tolive at a much higher level abroad than at home.Since most compensation benefits are withdrawnwhen the employee re

48、turns to the home country,the standard of living decreases and the familymust readjust.Another objection to returning to the United States is the location of the newassignment;frequently,the new location is not considered as desirable as the location before theforeign tour.While family dissatisfacti

49、on may cause stress within the family on returning home,the problem is not as severe as career related complaints.A returning expatriates dissatisfaction with the perceived future is usually the reason many resigntheir positions after returning to the United States.The most frequently heard complain

50、t involvesthe lack of a defined plan for the expatriates career when returning home.New home-countryassignments are frequently mundane and do not reflect the experience gained or the challengesmet during the foreign assignment.Some feel that their time out of the“mainstream”of corporateaffairs has m