Professional Sales & Marketing Certification

Beijing Beginning

Early in 2001, SMEI began to study the possibilities of launching the association in P.R. China, and 6 years later, fruits of that labor are manifest as SMEI officially launched its professional certification programs for sales and marketing on April 2, 2007 at a formal agreement signing in Beijing.  The long road to Beijing included extensive market research, consultation and many hours of negotiation and relationship building with SMEI’s new partner, the State Administration for Foreign Experts Affairs.

Since the end of the Cultural Revolution in 1976, China’s reform period has paved the way for both indigenous associations and those linked to their U.S. or international counterparts to begin operations in a country that has evolved into a world power with an emerging open economy.  However, for all its promise, China is not an easy market to penetrate.  Language and cultural barriers, governmental processes, along with financial and legal complexities are all obstacles that have been deemed insurmountable for some who seek to do business there.

There is no nation or business entity in the world today that is not directly or indirectly affected by China.  China’s insatiable demand for financial and material resources is literally gobbling up the world’s supplies.  Professional development, a key offering provided through SMEI’s certification programs, is in high demand.  Many associations are busy developing strategy to better serve this market or querying how to do so.  According to a recent article published by the American Society of Association Executives (ASAE), Western associations need to be innovative and have recourse to the single most important factor for success in China: guanxi (pronounced gwan-shee), a kind of social capital accruing from one’s personal network of influence.  As SMEI has learned, China is a culture of relationships.  Foreign entities who wish to succeed need to choose a Chinese partner that has guanxi, and the relationships needed to help launch an endeavor successfully.

SMEI’s collaboration with the State Administration of Foreign Experts Affairs (SAFEA) is based on a sound working agreement to conduct training programs in China that will prepare candidates to successfully complete their certification exams for sales, sales management and marketing.  SAFEA’s sincere desire to develop a high standard for the sales and marketing profession in China, coupled with their strong track record of developing the U.S. based project management certification makes them the ideal partner for SMEI. 

Working together, SMEI and SAFEA will conduct “Train the Trainer” programs this year using foreign experts selected by SMEI.  Following this training, educational classes will be setup at authorized training facilities throughout China to prepare applicants for their certification exams.  The educational programs will be conducted in the Chinese language, using translated versions of SMEI approved sales, sales management and marketing management based textbooks by leading U.S. authors.

A growing need for professional certification programs is the result of demand for a skilled workforce.  With over 1.3 billion people and few opportunities for university education, professional certification programs help raise quality and efficiency, and ensure that the growing demand for workers employed by foreign-owned companies will be met.  China’s culture places a premium on hard work, self-improvement, and learning, characteristics and as result many professional certification, training, and educational programs offered are now oversubscribed.

The Chinese government has taken a pragmatic approach in partnering with SMEI, recognizing the need of a market economy to reach out to global leaders in areas such as standardization, credentialing and workplace professional development.

Members of SMEI’s delegation to Beijing on April 2, 2007 included: Nathalie Roemer, CSE, Chair, designee 2007-2008); Melissa Medley, CME, Chair, Certified Marketing & Sales Professionals; Willis Turner, CAE CSE, President & CEO; Gerard Edwards, CME CSE, Director of Education; and Susan Warren, CSE, SMEI Akron Executive Director.

Side bar:

• China’s government estimates population between 1.3 and 1.6 billion (margin of error is equal to entire U.S. population, or most of EU)
• Fragmented and diverse economy is growing at rate of 10 – 11% a year (fastest growing in world)
• GDP grew 9.9% in 2005.  Current rate of growth will surpass Germany by 2010, Japan by 2020, and U.S. by 2040
• 470 of Fortune 500 companies have production plants in China
• English is widely taught in schools and college graduates will soon outnumber those in the U.S. and other developed countries
• China will build 250 airports in next five years
• 
  Source: China Economic Monitoring and Analysis Center of the National Bureau of Statistics, P.R. China

The Power of Principles

Increased scrutiny of corporate actions in today’s business climate puts pressure on all facets of corporate structure to adhere to ethical business practices founded on principles that are honest, fair and transparent to the stakeholders.  The sales and marketing profession is a driving force in our economy and should not be left untouched when scrutinizing ethical issues. A society where the consumer is confident of honest trade is one that will prosper.

While some would fear that the sales and marketing department would be the last place to go looking for ethical guideposts, we could venture that this should be the first place to build a culture with values that create a climate for sound business decision making and the practice of ethical behavior.   The public face of corporations is often painted by brand identity, marketing messages delivered via various mediums and the sales representatives who deal directly with the buying public.  With an aligned, sound code of ethics for marketing, sales and customer service, organizations would theoretically build consumer confidence and shareholder value.

Of course, theory doesn’t spell success.  An important ingredient in developing an effective ethical culture is through strong exemplary leadership committed to these values.  There are many examples of companies that weakly espouse a code of ethics through lip service but in reality, short term results are valued more highly than a longer term strategy and commitment to doing what is right.  Unfortunately, some organizations are led by individuals who have given in to the pressures imposed by weightier shareholder centric rather than customer centric values.  This ultimately has a bearing on how sales and marketing departments are managed and in part defines the overall corporate culture.

A  Ten Point Plan for Emphasizing Ethics in the Sales & Marketing Culture:

1. Create a written code of ethics specific to the sales and marketing department.  If you already have a written code of ethics, be sure it is widely communicated.  While some companies have their sales and marketing staff sign their code of ethics, in reality this is only a preliminary step in communicating the value placed on ethics by the organization.  The following steps will help transition from a written code to a code of practice.
2. Define the parameters for managerial decision making that will form the acceptable boundaries for managerial actions. According to Hosmer in Ethics of Management (McGraw Hill 2003), there is a balancing act that needs to take into consideration ethics, economics and legal concerns in the managerial decision making process.
3. Draft sales and marketing scenarios based on past experiences and use them as a basis for discussion at staff meetings.  Discussion of ethical issues without finger pointing will help create a culture of open dialogue and stimulate ideas and valuable thought process.
4. Bring sales and marketing practitioners together during the planning phase to discuss the pros and cons of marketing campaigns and sales activities from an ethical viewpoint.
5. Require marketing proposals and sales campaign documents to spell out the ethical considerations of the author(s). Creating transparency begins with the creative process. 
6. Implement a privacy policy and publish a privacy statement.  Inform you clients and prospects about how you collect their data and what you use it for.  Allow prospects and clients to opt-in and never sell or give out their information without their permission.
7. Use professional assessment tools to assist in sound hiring decisions.  Professional assessment tools are one of the necessary components in the hiring process.  Others include using scenario type, ethically based questions during the interview process and conducting thorough background checks.
8. Establish due process for dealing with any violation of your code of ethics.  Without due process, your code of ethics could be flawed and unenforceable. Spell out in advance how due process would be accomplished and who is responsible for the jurisdiction.
9. Reward sound judgment and recognize ethical behavior that exemplifies the culture you wish to create.  As with any type of reward and recognition, the best reinforcement of desired behavior is timely and applicable to the moment.  Personal one-to-one acknowledgement by management is very important. Public recognition within your organization in newsletters and at staff meetings in equally important.
10. Practice exemplary leadership.  Last but not least, leadership by example is one of the most powerful and proven methods of building a team that lives by a code.  The price of exemplary leadership is high, but affordable, and the investment you make as a leader pays rewards that are immeasurable.

Every Day We Sell Integrity and Credibility

Last night I had the wonderful opportunity to attend the 33rd Annual National Sales and Marketing Awards Program put on by the members of SMEI Akron.  Over 400 members and guests attended the gala dinner to honor 11 outstanding individuals in the community who were presented with the Distinguished Sales and Marketing Award. 

One student from the University of Akron, Sara Eddy, was recognized as the "Exceptional Sales & Marketing Collegiate Award" recipient.

SummaCare President, Martin P. Hauser, was recognized as the SMEI Executive of the Year, and received proclamations from the Governor of Ohio and the Mayor of Akron.

I was quite taken with Mr. Hauser's acceptance speech when he touched on the subject of ethics.  He reinforced the concept of determining the boundaries for ethical behaviour in advance, knowing that our values are tested when we go through hard times.  Not only knowing where the boundaries are, but staying well back from them will help to keep us from the temptation of crossing the boundaries and "selling out on our values" he said.

As a true sales and marketing professional, Mr. Hauser does not view SummaCare as strictly insurance or managed care.  "We often tell our staff, and every new employee, that we're in the education business," he says.  "We educate our consumers, providers and employers.  We tell our staff that on any given day, one of 190,000 people will be calling us, not because they want to, but because they have to, and they need our help.  Usually, they are in need or a crisis situation, and our job is to serve them.  I believe that we're selling or marketing ourselves in everything we do.  The most important things we sell are integrity and credibility.  Every day, those are the ultimate products that we have in common."