Chapter 17 : Personal Selling and Sales Management

The first step in managing a sales force is making a decision regarding its design.

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For selling in relationship-oriented countries, a sales force consisting of American expatriates proves to be most efficient.

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Only a limited number of American high-caliber sales personnel are willing to live abroad for extended periods of time as expatriates.

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A chief disadvantage of an expatriate sales force is the high cost for a company.

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With advances in communications technologies, virtual expatriates find it easy to maintain close contact with subordinates and customers.

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Since expatriates are not locals, they often have a negative effect on the prestige of the company and its product line in the eyes of foreign customers.

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Local salespeople are better able to lead a company through the maze of unfamiliar distribution systems and referral networks of a foreign country.

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The main disadvantage of hiring local nationals for an international sales force is the tendency of headquarters personnel to ignore their advice.

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In relationship-oriented cultures, sales representatives tend to be on the bottom rung of the social ladder.

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For an American company, one of the disadvantages of recruiting a U.S. home-country national for a foreign sales assignment is the cost of double taxation.

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