Organizing the Overseas Sales Force: How Multinationals Do It

Richard R. Still

25 citations0/0 files storedJournal of Personal Selling and Sales Management

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International Business and FDI International Student and Expatriate Challenges Global and Cross-Cultural Management

Abstract

Little empirical research has been reported on multinational sales force management, and none on organizational aspects. Reported here are results from a 14 MNC-135 subsidiary survey of overseas sales management practices. They show that MNCs use independent sales organizations to augment company personnel in affluent markets, in physically-large countries, and where markets are geographically-dispersed or culturally-fragmented. In addition, about one sales force in five covers more than one national market. Industry factors are important in the structuring of sales forces, suggesting that industry practices are carried into overseas markets.

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References

1973Managing the multinational enterprise 1986Comparative and multinational management 1984Global Strategic Management 1977The European Multinationals 1985The Cultural Environment of International Business 2014Global Strategic Management 1987Managing the Multinational Subsidiary 2018Managing the Multinational Subsidiary

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1992Assessment Centers: An Untapped Resource For Global Salesforce Management

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