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Summary (2 of 2) The development of an effective marketing organization calls for careful recruiting, selecting, training, motivating, and compensating of expatriate personnel and their families The most practical method of maintaining an efficient international sales and marketing force is careful, concerted planning at all stages of career development Roy Philip 17-* * The salesperson is a company’s most direct tie to the customer; in the eyes of most customers, the salesperson is the company. Growing global competition, coupled with the dynamic and complex nature of international business, increases both the need and the means for closer ties with both customers and suppliers. This is important as in the ever-changing environment of international business, the tasks of designing, building, training, motivating, and compensation an international sales group generate unique problems at every stage of management and development. Opening Side * * Here is what you will learn in chapter 17: Designing the sales force, Recruiting marketing and sales personnel, Selecting sales and marketing personnel, Training for international marketing, Motivating sales personnel, Designing compensation systems, Evaluating and controlling sales representatives, Preparing U.S. personnel for foreign assignments, Developing cultural awareness, The changing profile of the global manager, and Foreign-language skills. * The perception is that international assignments are glamorous, right? Not necessarily so. Expatriates face myriad challenges abroad as well as when they return home. When accepting the overseas posting they believe it is a good career move that will provide them with valuable international experience and so on. However, while they are away, their companies move on – sometimes they restructure – and the jobs they had before they left could possibly be eliminated. So much for job security. Not only does the expatriate have to adjust to another culture, so does his or her fami
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