| Author | Han, Jun |
| Call Number | AIT RSPR no. SM-99-51 |
| Subject(s) | Government business enterprises--China--Shaanxi
|
| Note | A research study submitted in partial fulfillment of the requirements for the degree of Master
of Business Administration, School of Management |
| Publisher | Asian Institute of Technology |
| Abstract | To build up an effective sales force has been acknowledged as one of the critical
reforming areas for the long-term development in large and medium-sized state-owned
enterprises of China. Recently to speed up the economic development in the western area of
China has been promoted to the position of strategic importance for sustainability of China's
economic growth in next century. Time framed under this dual-importance, sales force
management status in Shaanxi machinery SOEs has been closely studied here in order to
explore effective ways to accelerate the reform process in the respective area.
The study is conducted into segments of enterprises at three different reform
development stages. At the same time, point of views have been collected comprehensively
from sales managers, sales reps and customers respectively. Comparative study has been used
to analyse the levels of selling consciousness in different enterprises, the effectiveness in sales
force management as well as the policy-change process.
Key findings from the research have indicated that strongly changed and partly
changed SOEs have changed their mindset in sales force management from negligence to
priority concern, while the not changed SOEs are still lagged behind in this necessary
conceptual transmission. Comparatively speaking the better SOEs changed in their sales force
management, the more job satisfaction can be found from their reps and the more customer
satisfaction can be attributed from their customers' comment. Therefore, the degree of policy
change in sales force management is observed to has linkage with the management's selling
consciousness, sales reps' job propensity and customers' satisfaction.
At the same time the policy evolution process to a modernized sales force management
in SOEs has been summarized into three basic phases. It is observed from the research
findings that generally speaking the policy change first happened to the compensation
package, then to recruitment policy and finally will be completed in training and supporting
policy. Critically, none of the Shaanxi machinery SOEs has reached the final stage to complete
the sales force management reform up to now. |
| Year | 1999 |
| Type | Research Study Project Report (RSPR) |
| School | School of Management |
| Department | Other Field of Studies (No Department) |
| Academic Program/FoS | Master of Business Administration (MBA) (Publication code=SM) |
| Chairperson(s) | Speece, Mark W.; |
| Examination Committee(s) | Swierczek, F. W.;Bechter, Clemens; |
| Scholarship Donor(s) | Asian Institute of Technology Partial Scholarship; |
| Degree | Research Studies Project Report (M.B.A.) - Asian Institute of Technology, 1999 |