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Essay / Research Paper Abstract
This 4-page paper examines direct versus indirect sales operations on an international basis. Bibliography lists 4 sources.
Page Count:
4 pages (~225 words per page)
File: AS43_MTintesale.doc
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Unformatted sample text from the term paper:
as anyone well-versed in the workings of international business understands, there is more to putting intermediaries into place than going to an Internet job board and asking for likely sale
people in Asia and U.S. markets. An understanding of direct and indirect sales operations, as well as the ability to obtain commitment from channel partners is highly important. There are
also cultural issues that need to be considered - though intermediaries may not be too different between the U.S. and Europe, there will definitely be cultural differences between European and
Asian sales forces. Furthermore, in general, there are different skill sets required when it comes to managing direct and indirect sales operations. A
direct sales force sells products and services directly to the customer, or end-user. Because there is no middle man involved in the process, our biotech company has more control over
the process, which involves everything from establishing the relationship, learning the customers needs, obtaining the order (and accepting payment) and getting the product to the end-user.
Indirect sales operations, however, require sales and distribution of products to customers through intermediaries; these can include wholesalers, distributors, dealers, retailers or agents (Indirect Channel). The benefits
of an indirect sales operation for the biotech company are that it can rely on intermediaries in the United States and Asia that are familiar with the market.
This is especially important in the Asian market - if, for example, we examine the cultural differences between Asian and European countries using Hofstedes
cultural dimensions, we can see the following differences. (Source: Geert Hofstede Cultural Dimensions) Power distance
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