'The authors have brought together the most up-to-date information to guide
salespeople through the global marketplace. This book is essential reading for sales
management students and sales managers wishing to succeed in global sales.' - Journal
of International Marketing and Marketing Research
As sales managers are encouraged to manage increasingly global territories, the art of
selling is more complicated than ever and the rules of negotiation more diverse. This book
considers the many facets of cross-cultural sales management, to provide salespeople and
managers with a guide to making the most of the global sales force. Topics covered
include:
Cross-cultural negotiations
Hiring, training, motivating and evaluating the international sales force
Customer Relationship Management (CRM)
Sales territory design and management
Included in the book are 10 case studies, featuring companies from the US, Europe, New
Zealand and Asia, all designed to give both sales students, salespeople and their managers
an explanation of what diverse cultures entails, and the dilemmas, situations and
opportunities that arise when selling across borders. Key examples of case studies: Asia
Hotel Group, New Zealand Wines, Pacifico Software (US), Smith and Nephew (Spain), European
Training Wreck (US-Europe), Mount Juliet Estate (Ireland), BP Fujian: Marketing LPG in
Fuzhou (China).
The authors have international experience of both the theory and practice of selling, and
have brought together the most up-to-date information to guide salespeople through the
global marketplace. Sales Management: A Global Perspective differentiates itself from
existing sales books, in that it clearly addresses the global marketplace, a subject
neglected by most other texts. While still tackling sales from a managerial perspective,
the cross-cultural approach of this volume makes this essential reading for sales
management students and sales managers seeking to succeed in global sales.
Table of Contents:
1. An Introduction to Managing the Global Sales Force
1.1 Introduction, Sales Management in the Global Environment
1.2 Globalization,
Technological Innovations
1.3 Demographic Changes
1.4 Relationship Marketing
1.5 Economic Changes
1.6 Legal Challenges
1.7 Ethical Challenges
1.8 Exhibits: Managing an
International Sales Force and Understanding Different Cultures
2: Culture and Sales
2.1 Introduction
2.2 Acculturation and
Assimilation
2.3 Levels of Cultural
Aggregation (Global, Regional, and National Culture)
2.4 The Components of
Culture (Communication, Religion, Education, Aesthetics, Social Organizations, Technology,
Time, Values, and Norms) and Building Better Relationships with Salespeople
2.5 Tables: Types of
Nonverbal Communication and The Components of Culture.
3: Personal Sales in a Global Context
3.1 Introduction
3.2 Sales Profession
Evolution
3.3 Firm Philosophies
3.4 Importance of Firm
Orientations
3.5 Sales Force Activities
3.6 Personal Selling Jobs
3.7 Ethical Forces
(Teleological versus Deontological philosophies)
3.8 Ethics in the Global
Marketplace (Discrimination, Bribery, Product Issues, and Pricing Issues) and Ethical
Codes of Conduct
3.9 Table: Local Terminology
for Bribery and Exhibit: Bribery Rampant in Eastern Europe.
4: Cross-Cultural Communications, Negotiations, and The Global Selling Process,
Part 1.
4.1 Introduction
4.2 Inter-Personal
Communications Process
4.3 The Negotiation Process
(Antecedents to Negotiation, Individual Differences, Pre-negotiation Expectations, Goal
Compatibility, and Trust)
4.4 Information Variables
(Sense Making and Sense Giving)
4.5 Outcomes
4.6 The Global Selling
Process (Finding Customers, Qualifying, and Preparing)
4.7 Figures: Interpersonal
Communication Process and Cross-Cultural Negotiation Process
4.8 Exhibit: Methods of
Finding Customers.
5: The Global Selling Process,
Part II
5.1 Introduction
5.2 Relationship Building
5.3 Product Offering
(Stimulus Response, Mental States, Needs Satisfaction, Problem Solving, and Consultative
Selling)
5.4 Offer Clarification
5.5 Securing the Purchase
5.6 Maintaining the
Relationship, Ethical Considerations
5.7 Exhibits: Greetings and
Toasts, What is a Buying Center?, Benefits of Canned Sales Presentations, and Consultative
Selling Skill Set, and Forging Global Relationships,
Table: The Salesperson and
Role Conflict.
6: Global Sales Organizations
6.1 Introduction, Analyzing and Building a Sales Organization
6.2 Analyzing the
Environment
6.3 Deciding Upon an
Organization
6.4 Sales Force
Organizational Concepts (Generalist/Specialist, Centralization, Span of Control, and
Line/Staff)
6.5 Selecting the Best
Organizational Option (Geographical, Product, Market, Functional, or Combination)
6.6 Sales Structures in
Global Markets, Multiple Sales Force Options (National and Global Account Management,
Agents, Representatives, Indirect Channels, and Supplemental Sales Methods)
6.7 Technical Support, and
Evaluating the Organization
6.8 Tables: Suggested Span
of Control Ratios, Positive/Negative Aspects of Territory Design, Guidelines for
Organizing the Global Sales Force
6.9 Figures: Analyzing and
Building a Sales Organization, Organizational Level and Planning, and Line and Staff
Positions.
7: Selecting the Global Sales Force
7.1 Introduction
7.2 Importance of Selection
Decisions
7.3 Cultural Impact on
Selection Process
7.4 Global Sales Force
Decisions (Expatriates, Local Hires, Third-Country Hires)
7.5 Characteristics of
Successful Salespersons
7.6 Identifying Successful
Characteristics
7.7 Generating Applicants
7.8 Selection Procedures
(Forms, Tests, Interviews, References, and Physical Exams)
7.9 Making the Job Offer
7.10 Exhibits: Job
Description, Open Sales Advertisement, Blind Sales Advertisement, and Can Testing Reduce
Recruiting Risks
7.11 Table: Structured
Interview Questions and Answers.
8: Sales Training for a Worldwide Marketplace
8.1 Introduction
8.2 Cultural Impact on Sales
Training
8.3 The Need for Sales
Training
8.4 The Sales Training
Process (Needs Assessment, Training Objectives, Planning, Conducting, and Evaluating)
8.5 Other Evaluation Methods
8.6 Follow-Up Training
8.7 Exhibit: Training Faux
Pas in Egypt
8.8 Tables: Commonly Used
High Tech Training Methods and Sales Evaluation Problems Encountered in Global Markets
8.9 Figures: Sales Training
Process and Sales Training Content.
9: Managing the Global Sales Territory
9.1 Introduction
9.2 Company Sales Force or
Sales Agents?
9.3 Making the Correct
Decision
9.4 Selecting Partners
9.5 Determining Sales Force
Size
9.6 Sales Administration
9.7 Sales Management Control
9.8 Salesperson Travel
Planning
9.9 Ethical Issues of
Territory Design. Distributors and Channel Partners 9.10 Table: Advantages and
Disadvantages of Salesperson Types 9.11 Figures: Break-Even Graph and Example and
Composite Sales Force Size Method.
10: Motivating the Sales Force
10.1 Introduction 10.2 Motivation Defined 10.3 What Motivates Salespeople? (Needs
Hierarchy, Two Factor Theory, ERG Theory) 10.4 How Do Salespeople Choose Their Actions?
(Equity, Expectancy, Attribution, Goal Setting, and Reinforcement) 10.5 Stimulating
Motivation (Cultural Differences and Motivational Tools) 10.6 Motivation 10.7 Job
Satisfaction and Performance 10.8 Figures: Maslow's Hierarchy of Needs, Expectancy Theory
of Motivation, and Operant Conditioning.
11: Compensating the Global Sales Force
11.1 Introduction 11.2 Compensation Plans 11.3 Types of Compensation (Salary, Commission,
and Combination Plans) 11.4 Ethical Compensation Issues 11.5 Sales Contests 11.6
Non-Financial Incentives 11.7 Sales Expense Plans (Unlimited, Per Diem, and Limited) 11.8
Exhibit: Merit Pay Around the Globe 11.9 Tables: World's Most Expensive Cities, District
Sales Managers Compensation in Selected Global Economies, Per Diem Rates.
12: Evaluation in the Global Marketplace
12.1 Introduction 12.2 Global Evaluation Guidance 12.3 Evaluating Sales Force Performance
12.4 Conducting Sales, Cost, and Profit Analyses 12.5 Performance Appraisal (Activities,
Ratios, Outcome, and Qualitative Measures) 12.6 Bias in Performance Appraisal, Evaluation
and Action 12.7 Tables: Sales Analysis by Region, Cost Analysis for Sales Force
Compensation and Training, and Output Measures U.S. Firms Use to Evaluate the Sales Force.
13: Identifying and Forecasting Global Markets
13.1 Introduction 13.2 Useful Criteria for Cross-Cultural Market Assessment (Population,
Income, Consumption, Economic Development, Cultural Factors, Market Size, Estimation by
Analogy, Trade Audit, Maximum Market Potential, Chain Ratio Method, Extrapolation, Final
Comments, Political/Legal Factors, Salesperson and Market Fit, Competition, Market
Potential Assessment Checklist, Figures: Market Assessment Criteria and Market Potential
Assessment Checklist).
14: Sales Force Strategies in the Global Marketplace
14.1 Introduction 14.2 The Strategic Planning Process and the Sales Function (Budgeting,
Annual Planning, Goals, Objectives, Sales Strategies, and Tactics) 14.3 Budgeting (All You
Can Afford, Percent of Past Sales, Percent of Future Sales, and Objective and Task) 14.4
Long Range Planning, Changes That Affect Strategies 14.5 Strategic Planning (Mission
Statement, Vision Statement, Decision Support System, Situational Assessment, Competitor
Assessment, Core Competency Assessment) 14.6 Contingency Planning 14.7 SWOT Analysis 14.8
Table: Sales Force Expenditures as a Percent of Sales 14.9 Figures: Strategic Perspective
Enhancement Tools and Porter's Five Forces Model For a Sales Context.
15: Customer Relationship Management
15.1 Introduction 15.2 Customer Relationship Management Defined 15.3 Evolution of CRM 15.4
Determinants of CRM 15.5 Stages in the Development of a Customer Relationship 15.6
Functions of CRM 15.7 The Role of Salespeople as Relationship Builders and Promoters 15.8
Models of CRM 15.9 Managing Customer Relationships and The Way Forward. 15.10 Figures: The
stages in the Development of a Customer Relationship, A Relationship Life Cycle Model,
Value Based Strategies, Effective Relationship Marketing, A Model of Selling Partner
Relationship Effectiveness and Qualifying Prospects for Relationship Building.
Author Biography:
Earl D. Honeycutt is Professor of Business Administration at Elon University, North
Carolina, USA.
John B. Ford is Professor of Marketing and International Business at Old Dominion
University, Virginia, USA.
Antonis Simintiras is Professor of Marketing and Director of the European Business
Management School at the University of Wales, Swansea.
306 pages
