How U.S.-based companies manage sales in foreign countries
Controlling the foreign-based sales force is an increasingly important part of multinational sales management. U.S. firms favor tight, numerically based methods of evaluating sellers whereas non-U.S. tendencies are toward qualitative measures. This 14 multinational, 135 subsidiary study of salespers...
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| Veröffentlicht in: | Industrial marketing management 1993-02, Vol.22 (1), p.7-16 |
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| container_title | Industrial marketing management |
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| creator | Hill, John S. Allaway, Arthur W. |
| description | Controlling the foreign-based sales force is an increasingly important part of multinational sales management. U.S. firms favor tight, numerically based methods of evaluating sellers whereas non-U.S. tendencies are toward qualitative measures. This 14 multinational, 135 subsidiary study of salesperson evaluation methods in affiliates of U.S.-based firms shows that most U.S. companies “do as the Romans do” in foreign markets and de-emphasize quantitative ratios in favor of softer qualitative measures. |
| doi_str_mv | 10.1016/0019-8501(93)90015-Y |
| format | Article |
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| fulltext | fulltext |
| identifier | ISSN: 0019-8501 |
| ispartof | Industrial marketing management, 1993-02, Vol.22 (1), p.7-16 |
| issn | 0019-8501 1873-2062 |
| language | eng |
| recordid | cdi_proquest_journals_204588436 |
| source | Elsevier ScienceDirect Journals Complete; Periodicals Index Online |
| subjects | Foreign subsidiaries Methods Multinational corporations Performance appraisal Qualitative Salespeople Statistical analysis Studies |
| title | How U.S.-based companies manage sales in foreign countries |
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