sales management across cultures,jonah guo, queen's mba

22
By Sales Management Across Cultures Allen Ekaterina Patrick Darshan Jonah Apr 12th

Upload: jonah-zhenhua-guo

Post on 08-May-2015

661 views

Category:

Business


2 download

TRANSCRIPT

Page 1: Sales management across cultures,Jonah Guo, Queen's MBA

By

Sales Management Across Cultures

Allen

Ekaterina

Patrick Darshan

Jonah

Apr 12th

Page 2: Sales management across cultures,Jonah Guo, Queen's MBA

Sales Management Across Cultures

Page 3: Sales management across cultures,Jonah Guo, Queen's MBA

Hofstede National Culture Profile

Uncertainty Masculinity

Individualism Power

Distance

Page 4: Sales management across cultures,Jonah Guo, Queen's MBA

Power Distance

Page 5: Sales management across cultures,Jonah Guo, Queen's MBA

Individualism

Page 6: Sales management across cultures,Jonah Guo, Queen's MBA

Masculinity

Page 7: Sales management across cultures,Jonah Guo, Queen's MBA

Uncertainty

Page 8: Sales management across cultures,Jonah Guo, Queen's MBA

Long-term

Page 9: Sales management across cultures,Jonah Guo, Queen's MBA

Video

Page 10: Sales management across cultures,Jonah Guo, Queen's MBA

Team Management Criteria, Canada

Team building

Result-oriented

Leadership skills development

Page 11: Sales management across cultures,Jonah Guo, Queen's MBA

China

A boss close to the team

Interpersonal relationship

is essential

Page 12: Sales management across cultures,Jonah Guo, Queen's MBA

Italy

Family style relations

After work activities are essential

“Chatting style” while doing work is acceptable

Page 13: Sales management across cultures,Jonah Guo, Queen's MBA

Reward and Recognition

Combination compensation plan

40% performance-based bonus

Motivational initiatives

Equal compensation for local and

foreign employees

Transition from team-based

bonuses to individual recognition

Fixed-based salary

Bonuses at a senior level

Page 14: Sales management across cultures,Jonah Guo, Queen's MBA

Hiring and firing processes

Hiring

Canada:

Well-designed structured process

Italy:

Family businesses and connections

Friends connections

China:

“Guanxi” process

Page 15: Sales management across cultures,Jonah Guo, Queen's MBA

Firing

Canada:

Quick with an explanation and further

support through career services

Italy:

Rare in order to keep good relationship

If necessary relationships will be cut

China:

A structured process to avoid any

damage

Page 16: Sales management across cultures,Jonah Guo, Queen's MBA

Video:

Page 17: Sales management across cultures,Jonah Guo, Queen's MBA

Sales Initiation Canada China Italy

Prospecting Formal and respectful

discussion

Informal discussion

Page 18: Sales management across cultures,Jonah Guo, Queen's MBA

Maintaining and Develop Relationships

Canada China Italy

Being a trusted advisor Being a trusted friend Being a trusted friend

Page 19: Sales management across cultures,Jonah Guo, Queen's MBA

Negotiation

Canada China Italy

Negotiating through

raising concerns and

addressing concerns

Tough negotiators.

They are very

persistent.

It takes long time to

negotiate. It involves

relationship building

Page 20: Sales management across cultures,Jonah Guo, Queen's MBA

Closing

Canada China Italy Use trial-close

method. Maintain

good relationship and

prevent buyer

remorse.

Closing deal in China can be

lengthy due to bureaucracy

and hierarchy. Salespeople

need to follow up

frequently.

After the lengthy negotiation,

closing is relative simple.

Celebration of the deal closure

is an important part of the

post sales relationship.

Page 21: Sales management across cultures,Jonah Guo, Queen's MBA

Thank You