Shell Presentation
-
Upload
ayasamy -
Category
Presentations & Public Speaking
-
view
1.059 -
download
1
Transcript of Shell Presentation
Royal Dutch Shell
Managing the Multinational Sales Force
Project By: Aya AhmedLara Azzam
Mostafa HashemAmira Zeyada
MKTG 4401Dr. Omar Ramzy
Founded in 1886 Started as oil refining and lubricant production Merger with Royal Dutch 1907 International operations with multinational employees Employs over 24,000 office workers with $2.1B
revenue in 2008 Main products: Helix Ultra, Rimula and Gadus
The Company
Looking at the Main Article“Managing the Multinational Sales Force” by John Hill & Richard Still
Looked at 14 companies in the general consumer, pharmaceutical, industrial and EDP Industries
Companies mostly selective about the sales policies they influenced
Usually:
How involved are MNC’s when it comes to influencing their overseas sales
departments
International Planning done in head office
Plan, administer and control sales forces.
Factors that affect the transferal of sales practices over seas
Geographic Dimension
Degree of Market
Development
Political/Legal Environment
Cultural Aspects
Local Marketing Circumstances
Looking at the Main Article
Looking at the Main Article
Specialized responsibilities
Distributed by territory, product or customer
Large MarketGeographic Dimension
Small Market Split up geographically Representatives
responsible for a broad range of products
Degree of Market Development
Must consider development of technology and human resource education level
Compensation packages are always affected by the programs set by a company
Political & Legal Environment
Looking at the Main Article
Cultural Norms Training programs, recruitment techniques and selling
techniques are adjusted to suit the reality Dialects
Local Market Circumstances Societies habits affect how things are managed
Centralization Decentralization
"International Salesforce Management: a Relationship Perspective" by Jeffery Lewin & Wesley Johnston Exporting
to a Third PartyBetter and
faster penetration of
market
Cost Efficient
Developing a
salesforce
Inefficient when entering a new market
On the long-run, gives
more control
• HQ Decisions: Which sales channels to choose and how to structure the salesforce?
• Local Office Decisions: Decisions of recruitment compensation, training and organizing the sales activities.
• Shell Egypt: • Long history in Egypt Decisions have long
been decentralized in favor of national office• Only basic strategic decisions left to HQ
Organizational Structure Decisions
Determinants of Decisions
Industry-based Factors
Corporate-based Factors
Environmental Factors
"Organizing the Overseas Sales Force: How Multinationals Do It"
Article ‘Sources of Effectiveness in the Business to Business Sales Organization
• Geographic and physical dimensions• The degree of market development• Salespeople and their methodology in managing
sales
Cultural norms should be taken into consideration Aligning with the other articles, MNCs must consider
the local reality needs Tailor the training to suit the education level and needs
of society
“Sales Training: Comparing Multinational and Domestic Companies”
Should sales training be standardized or localized?
Shell’s Practices and the Article Content
• Establishing and managing a sales force in a foreign market
• The potential problems in the Egyptian Market
• Geographic selling technique
• The political issues • The recruiting, training, and deploying of salespersons• The culture of the foreign country they operating or
intending to operate in
The Selling Approach - SPANCOP• Suspect
• Prospect
• Approach
• Negotiate
• Order
• Payment
Key Accounts – Handled by Shell’s Salesforce
Diamond Platinum Gold
Shell’s Practices and the Course Content
3-4 members extended, multi-level selling team International members in team for international
accounts Post-Purchase and Technical Support activities as part
of CRM increase chances of cross & up-selling Organizational Structure: Geographic – Customer
Oriented Structure
Egypt’s Office
Helix & Rimula (Consumer and
Transportation Vehicles)Gadus (Industrial
Uses)
Recommendations
Outsourcing Analysis
Organizational Effectiveness
ModelTrainings
Reconsider outsourcing of Silver + Bronze – broaden horizons
Upselling All customers are dead in the long run Scouting for customers - keep customer database
updated for potential upgrades
RecommendationsOutsourcing
Analysis
Salesperson Characteristics
RecommendationsOrganizational Effectiveness
Model
Recommendations
Sales Management Control & Salesforce Behavior and Outcome Performance
Improving Management Result: Best Possible Candidates Leading Salesforce
Monitoring Directing Evaluating Rewarding
Recommendations
Behavioral Motivations Outcome MotivationsSpend time with salespeople in the field.
Producing a high market share for your company.
Make joint calls with salespeople.
Making sales of those products with the highest profit margins
Regularly review call reports from salespeople
Quickly generating sales of new company products/services
Monitor the day-to-day activities of salespeople.
Identifying and selling to major accounts.
Determine type of employees to cater to their motivations:
Recognizing who’s doing well and who needs training: Salesperson Characteristics:
Are the salespeople motivated, and if so, by what? Which salespeople strive for long-term accomplishment
and which ones focus on the immediate future? Which salespeople enjoy facing challenging environments
rather than staying in their comfort zones?
Recommendations
Sales territory design: Salesperson effectiveness about more than skill:
Territory needs selling potential Put most skilled salespeople in areas with most selling
potential maximum effectiveness
Recommendations
RecommendationsTrainings
Extensive behavioural training Sales personnel – first line employees Weekly/Biweekly trainings
Thank You!
Questions?