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xv | |
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xvi | |
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xvii | |
Foreword |
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xix | |
A guide for the reader |
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xxi | |
Acknowledgments |
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xxiii | |
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Part I INTRODUCTION AND CULTURE |
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1 | (34) |
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An Introduction to Managing the Global Sales Force |
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3 | (14) |
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Sales management in the global environment |
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4 | (8) |
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6 | (2) |
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Technological innovations |
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8 | (1) |
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9 | (1) |
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9 | (1) |
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10 | (1) |
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11 | (1) |
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11 | (1) |
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12 | (5) |
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Topical approach of the book |
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14 | (1) |
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15 | (1) |
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15 | (2) |
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17 | (18) |
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Acculturation and assimilation |
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19 | (1) |
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The levels of cultural aggregation |
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19 | (4) |
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19 | (1) |
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20 | (1) |
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20 | (2) |
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22 | (1) |
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Managerial considerations |
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22 | (1) |
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The components of culture |
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23 | (8) |
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23 | (4) |
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27 | (1) |
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28 | (1) |
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28 | (1) |
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29 | (1) |
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29 | (1) |
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30 | (1) |
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30 | (1) |
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Building better relationships as a manager with salespeople |
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31 | (2) |
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33 | (2) |
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33 | (1) |
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33 | (2) |
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Part II GLOBAL PERSONAL SELLING |
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35 | (54) |
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Personal Sales in a Global Context |
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37 | (18) |
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38 | (1) |
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Sales profession evolution |
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38 | (2) |
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40 | (3) |
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40 | (1) |
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40 | (1) |
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41 | (1) |
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41 | (1) |
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41 | (1) |
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42 | (1) |
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Importance of firm orientations |
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42 | (1) |
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43 | (1) |
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44 | (1) |
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44 | (1) |
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44 | (1) |
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45 | (1) |
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45 | (1) |
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45 | (1) |
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45 | (6) |
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46 | (1) |
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47 | (1) |
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Ethics in the global marketplace |
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47 | (3) |
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50 | (1) |
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51 | (4) |
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52 | (1) |
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52 | (3) |
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Cross-Cultural Communication, Negotiation, and the Global Selling Process I |
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55 | (18) |
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56 | (1) |
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The interpersonal communication process |
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56 | (1) |
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57 | (6) |
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Antecedents to negotiation |
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58 | (3) |
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61 | (1) |
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62 | (1) |
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The global selling process |
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63 | (7) |
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63 | (6) |
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69 | (1) |
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70 | (3) |
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70 | (1) |
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71 | (2) |
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The Global Selling Process II |
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73 | (16) |
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74 | (1) |
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74 | (1) |
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75 | (6) |
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77 | (1) |
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77 | (2) |
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79 | (1) |
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79 | (1) |
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79 | (1) |
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79 | (2) |
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81 | (1) |
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82 | (1) |
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Maintaining the relationship |
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82 | (1) |
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83 | (2) |
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85 | (4) |
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86 | (1) |
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86 | (3) |
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Part III GLOBAL HUMAN RESOURCES |
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89 | (124) |
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Global Sales Organizations |
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91 | (18) |
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92 | (1) |
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Analyzing and building a sales organization |
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93 | (3) |
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Analyzing the environment |
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93 | (1) |
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94 | (1) |
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Market and buyer behavior |
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95 | (1) |
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95 | (1) |
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Deciding upon an organization |
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96 | (1) |
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Sales force organizational concepts |
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96 | (5) |
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Generalist versus specialist |
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96 | (1) |
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96 | (1) |
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97 | (1) |
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Line versus staff positions |
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97 | (1) |
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Selecting the best organizational option |
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98 | (3) |
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Sales structures in global markets |
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101 | (1) |
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Multiple sales force options |
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102 | (2) |
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National account management |
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102 | (1) |
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Global account management |
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102 | (1) |
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103 | (1) |
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Supplemental sales methods |
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104 | (1) |
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Evaluating the organization |
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105 | (1) |
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105 | (4) |
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106 | (1) |
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106 | (3) |
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Selecting the Global Sales Force |
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109 | (18) |
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110 | (1) |
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Importance of selection decisions |
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110 | (2) |
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Cultural impact on selection process |
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110 | (1) |
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Global sales force decisions |
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111 | (1) |
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Characteristics of successful salespersons |
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112 | (3) |
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What is known about successful salespersons |
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112 | (1) |
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Identifying successful characteristics |
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113 | (2) |
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115 | (3) |
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115 | (1) |
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115 | (3) |
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118 | (5) |
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118 | (1) |
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119 | (1) |
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119 | (3) |
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122 | (1) |
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123 | (1) |
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123 | (1) |
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123 | (4) |
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124 | (1) |
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124 | (3) |
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Sales Training for a Worldwide Marketplace |
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127 | (18) |
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128 | (1) |
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Cultural impact on sales training |
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129 | (1) |
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The need for sales training |
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129 | (1) |
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The sales training process |
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129 | (1) |
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130 | (1) |
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Subjective assessment methods |
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130 | (1) |
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Objective assessment methods |
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130 | (1) |
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General assessment methods |
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131 | (1) |
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131 | (1) |
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132 | (5) |
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132 | (4) |
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136 | (1) |
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Conducting sales training |
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137 | (1) |
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138 | (2) |
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139 | (1) |
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139 | (1) |
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140 | (1) |
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140 | (1) |
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140 | (1) |
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141 | (1) |
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141 | (4) |
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142 | (1) |
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142 | (3) |
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Managing the Global Sales Territory |
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145 | (16) |
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146 | (1) |
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Company sales force or agents? |
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146 | (2) |
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146 | (2) |
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148 | (1) |
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148 | (2) |
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Determining sales force size |
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150 | (6) |
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Three methods of determining |
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150 | (3) |
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153 | (1) |
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154 | (1) |
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Salesperson travel planning |
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155 | (1) |
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Ethical issues of territory design |
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156 | (1) |
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Distributors and channel partners |
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157 | (1) |
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157 | (4) |
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158 | (1) |
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158 | (3) |
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Motivating the Sales Force |
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161 | (16) |
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162 | (1) |
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162 | (1) |
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Motivation: the determinants of action and inaction |
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163 | (6) |
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What motivates salespeople? |
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164 | (2) |
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How do salespeople choose their actions? |
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166 | (3) |
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169 | (1) |
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Motivating the global sales force |
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169 | (4) |
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Cultural differences and motivation |
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170 | (1) |
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171 | (2) |
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Motivation, job satisfaction, and performance |
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173 | (1) |
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173 | (4) |
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174 | (1) |
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174 | (3) |
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Compensating the Global Sales Force |
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177 | (18) |
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178 | (5) |
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179 | (1) |
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180 | (1) |
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181 | (2) |
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Ethical compensation issues |
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183 | (1) |
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184 | (3) |
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184 | (1) |
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184 | (1) |
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185 | (1) |
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185 | (1) |
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Promotion and management of contests |
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185 | (1) |
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186 | (1) |
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187 | (1) |
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187 | (1) |
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187 | (1) |
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188 | (1) |
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188 | (1) |
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188 | (4) |
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189 | (1) |
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189 | (1) |
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190 | (2) |
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192 | (1) |
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192 | (3) |
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Evaluation in the Global Marketplace |
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195 | (18) |
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196 | (1) |
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Global evaluation guidance |
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197 | (1) |
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Evaluating sales force performance |
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197 | (4) |
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198 | (1) |
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198 | (1) |
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199 | (1) |
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Conducting sales, cost, and profit analyses |
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200 | (1) |
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201 | (7) |
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201 | (3) |
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204 | (1) |
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204 | (1) |
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205 | (1) |
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Bias in performance appraisal |
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206 | (1) |
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207 | (1) |
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Evaluating sales team performance |
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207 | (1) |
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Diagnosing salesperson performance |
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207 | (1) |
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208 | (1) |
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208 | (1) |
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208 | (1) |
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Modifying the performance setting |
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209 | (1) |
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209 | (4) |
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210 | (1) |
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210 | (3) |
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Part IV GLOBAL STRATEGIC MANAGEMENT ISSUES |
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213 | (56) |
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Identifying and Forecasting Global Markets |
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215 | (18) |
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216 | (1) |
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217 | (3) |
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217 | (1) |
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218 | (1) |
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219 | (1) |
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219 | (1) |
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220 | (1) |
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220 | (5) |
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211 | (11) |
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222 | (1) |
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223 | (1) |
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223 | (1) |
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224 | (1) |
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Final suggestions for market size estimation |
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225 | (1) |
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225 | (2) |
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Salesperson and market fit |
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227 | (1) |
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228 | (1) |
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The market potential assessment checklist |
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229 | (4) |
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230 | (1) |
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230 | (1) |
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231 | (2) |
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Sales Force Strategies in the Global Marketplace |
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233 | (18) |
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234 | (1) |
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234 | (1) |
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235 | (1) |
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235 | (4) |
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235 | (1) |
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236 | (1) |
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236 | (1) |
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236 | (1) |
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236 | (3) |
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239 | (1) |
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239 | (3) |
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240 | (1) |
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240 | (1) |
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240 | (1) |
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241 | (1) |
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241 | (1) |
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241 | (1) |
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242 | (6) |
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243 | (1) |
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244 | (1) |
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245 | (2) |
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Core competency assessment |
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247 | (1) |
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247 | (1) |
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248 | (1) |
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248 | (3) |
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248 | (1) |
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249 | (2) |
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Customer Relationship Management |
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251 | (18) |
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Customer relationship management defined |
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252 | (1) |
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Evolution of customer relationship management |
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253 | (1) |
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Determinants of customer relationship management |
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253 | (2) |
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Stages in the development of a customer relationship |
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255 | (2) |
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Functions of customer relationship management |
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257 | (2) |
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The role of salespeople as relationship builders and promoters |
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259 | (1) |
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Models of customer relationship management |
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259 | (3) |
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Managing customer relationships |
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262 | (2) |
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264 | (1) |
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265 | (4) |
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266 | (1) |
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266 | (3) |
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269 | (26) |
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269 | (2) |
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2 BP Fujian: marketing LPG in Fuzhou |
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271 | (3) |
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3 Dell Computer Corporation |
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274 | (2) |
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4 The European train(ing) wreck! |
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276 | (3) |
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5 Motivation and turnover: the case of a southern European salesperson |
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279 | (2) |
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6 Selling a luxury destination in turbulent times: the Mount Juliet Estate |
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281 | (2) |
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7 Relationship marketing in the New Zealand wine industry |
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283 | (4) |
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287 | (1) |
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9 Smith and Nephew and Innovex |
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288 | (4) |
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292 | (3) |
Index |
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295 | |