Reward perceptions of Hong Kong and Mainland Chinese sales personnel

Article Abstract:

An increasing number of firms have been expanding their operations from domestic into international markets. This phenomenon has been particularly noteworthy in Hong Kong, where more and more companies are now establishing sales bases in Mainland China. A key question facing multinational managers is whether the rewards that are bestowed on Hong Kong Chinese sales personnel are appropriate for Mainland Chinese salespeople. Although salesperson from both areas possess a Chinese cultural heritage, the economic structures of the two have been distinctly different (i.e., basically a capitalistic versus socialistic orientation, respectively); the distinguishing features of their respective economies may well contribute to salespeople's holding variant reward perceptions. This article examines the perceived importance Hong Kong and Mainland Chinese salespersons place on various kinds of organizational rewards. The findings indicate that these two sales groups hold different perceptions regarding the significance of the rewards. Managerial implications are provided for firms contemplating moving into the Chinese marketplace. (Reprinted by permission of the publisher.)

Employee incentives, Beliefs, opinions and attitudes, Hong Kong, Chinese, Chinese (Asian people), Reward (Psychology), Rewards (Psychology), Chinese in Hong Kong

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Knowledge of customers' customers as a basis of sales force differentiation

Article Abstract:

With the trend toward closer buyer-supplier relationships, suppliers are increasingly challenged to identify ways to differentiate their salespeople as "business partners." In this paper, we propose that knowledge of customers' customers can provide suppliers with such a basis of differentiation. The foundation of this basis of differentiation is end-user market research. To help direct these investments and to allow salespeople to leverage this basis of differentiation, we undertook a study designed to identify factors that distinguish buyers who are highly interested from those that are less interested in sourcing from a supplier that possesses a high degree of end-user knowledge. (Reprinted by permission of the publisher.)

Marketing research, Market research

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Assessment centers: an untapped resource for global salesforce management

Article Abstract:

The decisions surrounding salesforce hiring, career development and promotion choices have traditionally been left to the creativity and subjective judgement of marketing managers with very few decision aids from which to draw. As salesforce management became a task requiring an increasingly international focus, the complexity of the decisions and the cultural sensitivity required have left the management of the globale salesforce as a very challenging function within the multinational firm. The assessment center, a structured means of evaluating potential new sales recruits and candidates for promotion and transfer, is offered as a tool to begin to address the above problem. (Reprinted by permission of the publisher.)

Management development programs

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