电子教案Chap013

1教案InternationalMarketing国际市场营销教研室：商务英语教研室教师姓名：姚数萍课程名称国际市场营销授课专业和班级商务英语B091203授课内容Chapter13–PersonalSellingandSalesManagement授课学时4教学目的1)Understandingthecrucialroleofinterpersonalsellingininternationalmarketing.2)Accountingforculturalandotherdifferencesindesigninganinternationalsalesforce.3)Understandingthenuancesofrecruiting,selecting,evaluating,andmotivatinginternationalsalesrepresentatives.4)Howtodesigntrainingprogramsandcompensationsystemsforinternationalemployees.5)HowtoprepareAmericansforassignmentsabroad.6)Theimportantcharacteristicsoftheglobalmanagerofthe21stcentury.教学重点thecrucialroleofinterpersonalselling,thenuancesofrecruiting,selecting,evaluating,andmotivatinginternationalsalesrepresentatives教学方法Student-orientedcommunicativeteaching,freediscussionandinteraction.教学过程Theteachingprocessofonelecture:1.Warm-upactivities(10minutes)2.Commentsandsuggestions(20minutes)3.Detailedstudiesofthischapter(60minutes)4.Questiondiscussion(10minutes)作业Caseanalysisandexercises3-6onpage343.辅助手段Multimediasoftware2教学内容1.Warm-upactivitiesPartI:Questionfordiscussion:Q1:Haveyoueverbeenasalesman?Doyouthinkyouareagoodsalesman?Ifnot,doyouthinkhowyoucanimproveyourselftobecomeagoodsalesman?Q2:Whatroledoesinterpersonalsellingplayininternationalmarketing?II.Commentsandsuggestions1.OneofthekeythemesofthischapteriswellrepresentedinExhibit17-4,thatis,JapanisthetoughestmarketforAmericanfirms.Moreadjustmentshavetomemadeinsalesforcemanagementtherethaninanyothersinglecountry.Case4-5(NationalOfficeMachines)worksquitewelltomakethedifferencesbetweentheAmericanandJapanesebusinesssystemsquiteclear.2.Ausefulhomeworkassignmentisaskingstudentstointerviewalocalforeignexecutiveaskingquestionsabouthis/herforeigncompanypreparedthemfortheoverseasassignment.3.Aclassdiscussionmightbeorganizedaroundstudentsfromothercountries(orAmericanstudentswhohavelivedinothercountries)talkingaboutwhataspectsofculturaladjustmentweremostdifficultwhencomingtotheStates.III.DetailedstudiesofthetextLectureoutline:I.DesigningtheSalesForceII.RecruitingSalesandMarketingPersonnelA.ExpatriatesB.LocalNationalsC.Third-CountryNationalsD.HostCountryRestrictionsIII.SelectionofSalesandMarketingPersonnelIV.TrainingforInternationalMarketersV.MotivatingSalesPersonnelVI.DesigningCompensationsSystemsA.ForExpatriatesB.ForAGlobalSalesForceVII.EvaluatingandControllingSalesRepresentativesVIII.PreparingU.S.PersonnelforForeignAssignmentsA.OvercomingReluctancetoAcceptaForeignAssignmentB.ReducingtheRateofEarlyReturnsC.SuccessfulExpatriateRepatriationIX.DevelopingCulturalAwarenessX.TheChangingProfileoftheGlobalManagerXI.ForeignLanguageSkillsXIISummaryDetailedstudyofthischapter:1.Define:RelationshipmarketingTCNExpatriate“Masterofdestiny”philosophy3LocalnationalsSeparationallowance2.Whymayitbedifficulttoadheretosetjobcriteriainselectingforeignpersonnel?Whatcompensatingactionsmightbenecessary?Itmaybedifficulttoadheretosetjobcriteriainselectingforeignsalesmenbecausetheremaybeseveraldifferentlevelsofjobcriteriaandthecompanymustmovedowntheselevelsafterhavingtroublehiringindividualswhoconformtotheestablishedcriteria.Compensatingactions,whichmaybenecessary,includesalescommissions,asthismotivatesthebetterpersonnelandeliminatesthereceivingofequalwagesbyboththebetterandpoorersalesmen.3.Whydotheglobalsalesforcecausespecialcompensationproblems?Suggestsomealternatesolutions.Theglobalsalesforcecausesspecialcompensationproblemsbecauseanimbalanceiscreated,astheexpatriatesalesmanwouldnormallyreceivemorethanwouldtheforeignsalesman,andtheforeignsalesmanwillfeelaggrievedandmistreated.Motivationaldevicesarevaluableinprovidingsolutionbutperhapsaforeignsalesforcemanagedbyexpatriatesalesmenisbest.4.Underwhatcircumstancesshouldexpatriatesalesmenbeutilized?Expatriatesalesmenshouldbeusedwhenamoretechnicalapproachisnecessary,whencommunicationwiththeparentcompanyisvital,whenlegalbarriersdictatetheuseofexpatriatesalesmen,orwhenthemarketswillnotsupportfull-timesalesmen.5.Discusstheproblemswhichmightbeencounteredinhavinganexpatriatesalesmanagersupervisingforeignsalesmen.Problemsencounteredwouldincludethefollowing:legalbarriers,alackofcommunicationbetweenthe¬expatriatesalesmanagerandtheforeignsalesforce,andtheexpatriate’sinabilitytoadapttotheforeignenvironment.6.“Tosomeextent,theexigenciesofthemanpowersituationwilldictatetheapproachtooverseassalesorganization.”Discuss.Salesorganizationapproachwillvaryforanumberofreasonswhichare:inadequatelytrainedforeignpersonnel(soexpatriatepersonnelarerequired),foreignpersonnelmustbeemployedforlegalreasons,expatriatesalesmenareunwillingorunavailabletoenterthemarket,andforeignpersonnelareunwillingorunavailabletoenterthemarket.7.Howdolegalfactorsaffectinternationalsalesmanagement?Legalfactorsmayaffectinternationalsalesmanagementbecausesomecountriesrequirethatthesalesforcebecomposedallorpartlyofnatives.Inothercases(suchasinArgentina),severeregulationsregardingthefiringordischargingofpersonnelforcecompaniestohireexpatriatesorbestuckwithincompetentornoncooperativenationalswhocannotbedischargedwitho