This document provides instructions for a term paper assignment on sales management. Students are asked to submit:
1) A class project on the sales management of a domestic or multinational company in Pakistan following a specific format. This will make up 20 of the 30 total marks.
2) A case study analysis involving two discussion questions about selling in China, which will make up the remaining 10 marks.
The document outlines the requirements for each section of the class project and provides background information on selling in China, including discussion of guanxi networks, loss of face in Chinese culture, and self-reference criteria. Students are instructed to choose a company, avoid plagiarism, and submit their paper before the
This document provides instructions for a term paper assignment on sales management. Students are asked to submit:
1) A class project on the sales management of a domestic or multinational company in Pakistan following a specific format. This will make up 20 of the 30 total marks.
2) A case study analysis involving two discussion questions about selling in China, which will make up the remaining 10 marks.
The document outlines the requirements for each section of the class project and provides background information on selling in China, including discussion of guanxi networks, loss of face in Chinese culture, and self-reference criteria. Students are instructed to choose a company, avoid plagiarism, and submit their paper before the
This document provides instructions for a term paper assignment on sales management. Students are asked to submit:
1) A class project on the sales management of a domestic or multinational company in Pakistan following a specific format. This will make up 20 of the 30 total marks.
2) A case study analysis involving two discussion questions about selling in China, which will make up the remaining 10 marks.
The document outlines the requirements for each section of the class project and provides background information on selling in China, including discussion of guanxi networks, loss of face in Chinese culture, and self-reference criteria. Students are instructed to choose a company, avoid plagiarism, and submit their paper before the
This document provides instructions for a term paper assignment on sales management. Students are asked to submit:
1) A class project on the sales management of a domestic or multinational company in Pakistan following a specific format. This will make up 20 of the 30 total marks.
2) A case study analysis involving two discussion questions about selling in China, which will make up the remaining 10 marks.
The document outlines the requirements for each section of the class project and provides background information on selling in China, including discussion of guanxi networks, loss of face in Chinese culture, and self-reference criteria. Students are instructed to choose a company, avoid plagiarism, and submit their paper before the
University of Sargodha Midterm Exam Term Paper (Spring 2020) Program: MBA (3.5) (Regular + Self Support) Semester: ______4th ________ Course Title & Code Sales Management (BUSB-6231) Name of Examiner: Muhammad Zubair Tariq Term Paper Assigned Date: 06-April-2020 Term Paper Submission Date: 06-April-2020 Total Marks: _________30_________
The paper will consist on a class project and a case study on sales management Students will independently choose the organization for project and complete individually Avoid plagiarism and submit your term paper before the deadline
Instructions for Students:
Q. 1: You are required to submit a class project (upto content covered) of sales management on any domestic company (with international sales involvement) or multinational company operated in Pakistan involved in B2C or B2B sales according to following format (20✕01=20)
1.0 Introduction 2.0 Marketing planning process (Place selling in marketing plan) 3.0 Detailed Marketing Mix 3.1 Product 3.2 Price 3.4 Placement 3.5 Promotion 4.0 Selling Process 5.0 Sales Settings 5.1 Sales Channels 5.1.1 Logistics or physical distribution management (PDM) 5.1.2 Channels of distribution 5.2 Type of production (If deals in B2B) 5.3 Selling for Resale (Specially retail settings if deals in B2C) 5.3 Franchising (If involved) 5.4 Selling after sale services 5.5 Sales Promotions 5.5 Exhibitions/Trade Shows 5.6 Public Relations 6.0 International Selling 6.1 Economic Aspects 6.1.1 Involvement of Pakistan in International Trade (a) Balance of Payment (Including total imports, exports, trade surplus, trade deficit etc.) (b) As member of WTO
6.2 Organization for international selling
6.2.1 Direct Method of Overseas Selling Use of Agents, Distributors, Licensee or Export Houses 6.2.2 Indirect Method of Overseas Selling Use of foreign subsidiary, joint ventures or direct selling 6.3 Pricing in International Selling (a) Freight Considerations (b) Import Considerations (c) Purchasing alliances (d) Transfer pricing
Q. 2: Practical Exercise (10✕01=10)
SELLING IN CHINA
For many years, China’s economy has been growing at an average of 9 per cent and this phenomenal growth rate is expected to continue. China possesses considerable strengths in mass manufacturing and is currently building large electronics and heavy industrial factories. The country is also investing heavily in education and training, especially in the development of engineers and scientists. While these advances mean that China poses new threats to Western companies, the country provides opportunities. Chinese consumers are spending their growing incomes on consumer durables such as cars, a market that has reached 3 million, and mobile phones where China has the world’s biggest subscriber base of over 350 million. Western companies such as Microsoft, Procter & Gamble, Coca- Cola, BP and Siemens have already seen the Chinese market as an opportunity and entered, usually with the aid of local joint venture partners. Although the Chinese economy undoubtedly possesses many strengths, it also has several weaknesses. First, it lacks major global brands. When business people around the world were asked to rank Chinese brands, Haier, a white-goods (refrigerators, washing machines, etc.) and home appliance manufacturer, was ranked first, and Lenovo, a computer company, famous for buying IBM’s personal computer division, second. Neither company is a major global player in their respective markets. Second, China suffers from the risk of social unease – resulting from the widening gap between rich and poor, as well as corruption. Third, the country has paid a heavy ecological price for rapid industrial and population growth, with thousands of deaths attributed to air and water pollution. Fourth, while still a low labor cost economy, wage levels are rising fast, particularly in skilled areas, reducing its competitive advantage in this area. Finally, bureaucracy can make doing business in China difficult. Although Western companies have made successful entries to the Chinese market some such as Whirlpool, a US white-goods manufacturer, and Kraft, the food multinational, have made heavy losses. Overseas companies hoping to sell successfully in China need to understand a number of realities of the market there. First, the country is very diverse: 1.3 billion people speak 100 dialects; and covering such a large geographic area, the climate is very different across regions – for example, parts of the south are humid while the north is more temperate; also, income levels vary considerably between less affluent rural districts and richer cities. Many Western companies enter China by means of a joint venture but they need to be aware of the different business conditions there. In China, there is no effective rule of law governing business. Bureaucracy and governmental interference can also bring difficulties. For example, Thames Water pulled out of a 20-year water treatment project in Shanghai after the government ruled that the guaranteed rate of return to investors was illegal. A key element in Chinese business dealings is the existence of Guanxi networks. Guanxi is a set of personal connections on which a person can draw to obtain resources or an advantage when doing business. Guan means a gate or a hurdle and xi refers to a tie, relationship or a connection. Therefore Guanxi literally means ‘pass the gate and get connected’. The existence of Guanxi or personal networks is global but its ubiquitous nature makes it unique and distinctive to China. Intermediaries may be useful in establishing Guanxi. For example, if person A wants to make a request of person C with whom A has no Guanxi, A may seek out a member of C’s Guanxi network, person B. If B provides with an introduction to C, a Guanxi relationship may begin between A and C. Developing such network may involve performing favours or the giving of gifts. For example, a business person may participate in a public ceremonial function, or a professor could send books to a Chinese university. Favors are ‘banked’ and there is a reciprocal obligation to return a favor. Three important elements of Gaunxi are ganqing (feelings or affection), renqing (reciprocation and favor) and xinren (trust). All three elements are important in fostering good buyer–seller relationships. An important aspect of Chinese culture is the avoidance of ‘loss of face’. This can occur when a Chinese person finds himself or herself embarrassed by, for example, displaying lack of knowledge or understanding. Chinese people like to gather as much information as possible before revealing their thoughts to avoid losing face and displaying ignorance. They also value modesty and reasoning. In addition, they regard the signing of a contract to be only the beginning of a business relationship.
Discussion Questions: 1. What are the implications of Guanxi networks for selling in China? 2. An important Chinese cultural issue is the avoidance of loss of face. Discuss its implications for selling in China. 3. Explain the concept of self-reference criteria and its implications for selling in China.
