Why may it be difficult to adhere to set job criteria in selecting foreign personnel? What compensating actions might be necessary?
Why does a global sales force cause special compensation problems? Suggest some alternative solutions.
Under which circumstances should expatriate salespeople be utilized?
Discuss the problems that might be encountered in having an expatriate sales manager supervising foreign salespeople.
“To some extent, the exigencies of the personnel situation will dictate the approach to the overseas sales organization.” Discuss.
How do legal factors affect international sales management?
How does the sales force relate to company organization? To channels of distribution?
“It is costly to maintain an international sales force.” Comment.
Adaptability and maturity are traits needed by all salespeople. Why should they be singled out as especially important for international salespeople?
Can a person develop good cultural skills? Discuss.
Describe the attributes of a person with good cultural skills.
Interview a local company that has a foreign sales operation. Draw an organizational chart for the sales function and explain why that particular structure was used by that company.
Evaluate the three major sources of multinational personnel.
Which factors complicate the task of motivating the foreign sales force?
Why do companies include an evaluation of an employee’s family among selection criteria for an expatriate assignment?
“Concerns for career and family are the most frequently mentioned reasons for a manager to refuse a foreign assignment.” Why?
Discuss and give examples of why returning U.S. expatriates are often dissatisfied. How can these problems be overcome?
If “the language of international business is English,” why is it important to develop a skill in a foreign language? Discuss.
The global manager of 2020 will have to meet many new challenges. Draw up a sample résumé for someone who could be considered for a top-level executive position in a global firm.
