Sales training: comparing multinational and domestic companies

Ashraf M. Attia (Marketing, SUNY Oswego, Oswego, New York, USA)
M. Asri Jantan (Department of Business and Economics, Edinboro University of Pennsylvania, Edinboro, Pennsylvania, USA)
Nermine Atteya (Modern Academy of Management and Computer Science, Cairo, Maadi, Egypt)
Rana Fakhr (Department of Marketing and Management, SUNY Oswego, Oswego, New York, USA)

Marketing Intelligence & Planning

ISSN: 0263-4503

Publication date: 28 January 2014



The purpose of this paper is to examine similarities and differences of current state of initial sales training practices of both domestic and multinational corporations (MNCs) in Egypt. This paper begins by reviewing the cross-cultural sales training research and developing hypotheses.


A methodology section follows, including measurement instruments, sample and data collection, and validity and reliability measures. The data were collected from sales managers, marketing managers, and sales supervisors.


Results reveal that MNCs differ significantly from their domestic counterparts in the following sales training phases: needs determination, objective setting, program methods, program contents, and training evaluation.

Research limitations/implications

In-depth discussion, managerial implications, and suggestions for future research are provided.


There has been very limited research published on sales training practices in the Middle East (Yaseen and Khanfar, 2009) and Egypt in particular (e.g. Attia and Honeycutt, 2012; Honeycutt et al., 2001). This research sheds further highlights on sales training practices in Egypt and adds in filling in the gap in sales training literature by addressing sales training in Egypt.



M. Attia, A., Asri Jantan, M., Atteya, N. and Fakhr, R. (2014), "Sales training: comparing multinational and domestic companies", Marketing Intelligence & Planning, Vol. 32 No. 1, pp. 124-138.

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