Arguably, the society is remarkably diverse today, making the setting of various business sales organizations difficult. As a matter of fact, cultural and intercultural diversity plays a tremendous role in the setting of q direct sales organization. In South Africa Johannesburg, the business environment is very diverse making; this implies that a lot of intercultural business skills are required. In this case, there are various difficulties that arise when setting up a direct sales organization in South Africa Johannesburg. The difficulties that arise relates to management, monitoring, cultural environment, location adjustment, staffing, and achievement of competitive advantage. Perhaps, direct sales organization entails selling and marketing of various products directly to consumers without using a fixed retail location. Direct sales organization in the modern era includes internet sales, one-on-one demonstrations, party plan, as well as personal contact arrangements.
Undeniably, one of the difficult that arises in setting a direct sales organization on Johannesburg South Africa is the complexity of culture. As a matter of fact, cultures are very complex aspects since, the strategies to be established need to be compatible with the existing cultures. There are issues that organizations need to adhere to due to senility of cultural diversity. In fact, the management team that is involved in setting up the direct sales organization must be dedicated to beating the odds of cultural and intercultural complexity (Schultze, 2007). In Johannesburg, there is the existence of cross-cultural diversity, which makes the establishment of direct sales organization difficult. Cross cultural diversity is the basis of clashes and friction; hence, the establishment of direct sales trends will be affected. Due to the existence of such a scenario, the direct sales organizations are focused to make the adjustment to meet the intercultural challenges.
In establishing a direct sales organization, it is essential to set ethical standards, which will govern the organizations and other involved stakeholders. Ethics in business define the behavioral standards that ought to be followed by human beings. Hence, the business environment in Johannesburg puts a lot of pressure on the direct sales organization in setting ethical standards that are compatible to the diverse communities. Another difficult that will arise in setting a direct sales organization in Johannesburg is the communication styles. In order to get in touch with the diverse community of consumers it is essential to employ different communication styles based on the existing diverse target groups (Schultze, 2007).
Every organization has to set goals, priorities and objectives, but in this case, it is a bit challenging due to intercultural environment that is available in South Africa. The setting of a direct sales organization must set objectives and priorities that will fit the Johannesburg intercultural diversity. In addition, direct sales organization may be involved or connected virtually or face to face. This variation aspects place the setting or direct sales into a controversial situation. On face to face communication, it might be very difficult due to variation of language (Wong & Ungeson, 2008). Another challenge that develops in setting direct sales organization in Johannesburg is the selection of the product to deal with in the organization. In fact, an organization need to establish a product top deal with, this is convenient to the organization and acceptable by the community. Moreover, research activities may take a lot of resources. For example, in establishing a direct sales organization in Johannesburg, an online research on organizations that specialize on the field must be carried out.
A successful direct sales organization is always faced with the problem of networking and marketing. In Johannesburg, setting a direct sales organization may be faced with the challenge of establishing a suitable business networks and market in the intercultural business environment. Networking and marketing issues depend mostly on the interaction modes, whereby in Johannesburg modes of interaction could be an issue. Undeniably, the fear of failure is tremendously high in an intercultural business community such as Johannesburg. This can be a big barrier to the setting of direct sales organization; it is critical to understand that failing and succeeding are part of every business. The main issue is to take risks and focus of the objectives and goals of the organization (Schultze, 2007).
The business model that is been used determines how the direct sales organization will be successful. Hence, the challenge may be to establish the most convenient model that will redirect the organization towards the achievement of goals and objectives. Due to diversity, the business plan to be focused on could be short of expectation because of intercultural changes and dynamic environment in Johannesburg. The theories and models that are to be based on direct sales organization could be confusing and frustrating when it is put into real practice. Hence, the challenge is directed towards the management team in ensuring that the theories and models are bridged well to strengthen the base of setting direct sales organization (Wong & Ungeson, 2008).
These challenges that affect the setting of direct sales organization in an organization should be intervened so as to progress well. Intercultural diversity in Johannesburg could be the main cause of the challenging scenarios. These challenges pertain planning, communication, management, marketing structure, compensation design, as well as the business plan. The solution to these challenges include troubleshooting confidence and skill crisis, establishing on intercultural compatible networking, establishing proper communication style, and eliminating the fear of failure. Moreover, direct sales organization need to adhere to code of conduct that governs a fair partnership between sales team, organization and the customers.
Schultze, A. 2007. Channel Excellence. London: Springer
Wong, Y & Ungeson, G. 2008. Global Strategic Management. New York: Wadsworth