Jindi Case Study

2098 words - 9 pages

Jindi Enterprises primarily sells their heat exchanger units in the low-end residential market. In this market, contractors have power in purchasing HVAC products. In this market price, delivery time, and geographic proximity played instrumental roles in success. Since this business market was smaller, contractor would buy from whom they knew well and had similar cultural identities. The sales management process was more personnel and Zhou Xun, the previous sales manager had a lot of success by developing relationships by wining and dining his customers.
In comparison, Jindi also sells product in the high-end residential market, but that only accounts for 20% of their sales. In this ...view middle of the document...

Additionally, the industrial market was less competitive than the residential markets because of the high barrier of technology knowledge. As far as Jindi’s sales force is concerned, this is a positive for them because collectively Jindi Enterprises has one of the best technological savvy sales engineers in the industry.
Since Zhou Xun left the company to join a competitor, Jindi’s Lanzhou office has been without a leader. Ma Rui had a decision to make as to who he wants to head the office as the sales manager. This was a tough decision especially since Ma Rui wants the company heading in a different direction. He wants Jindi to start supplying the Industrial markets, so a more technologically advanced replacement would be essential, with personal skills and a previous role as a leader or manager. Ma Rui had a choice between four candidates and they all possessed certain pros and cons.
The first candidates name is Hu Bin, and he currently is a sales engineer for Jindi. His pros are that he’s faithful, reliable, confident, and personable. He is described as a leader amongst his colleagues and he has a strong technical background especially as to finding constraints. In contrast, he has one major con, and that is he is not a very good sales engineer. Hu has only sold twenty-three heat exchangers in the past three years. Apparently, he does not like to deceive his customers and is too honest with everything. I would not recommend choosing Hu as the new sales manager. Being crafty on your sales approach is crucial for success. Even though honesty is the best policy, sometimes in business, if you are too honest, the competition will eat you alive. If chosen as a sales manager, Hu Bin’s personality and sales approach will be instilled among his employees, which might be detrimental to the sales division. Future sales might suffer and this is not the overall goal of Jindi.
The second candidate was also a current Jindi employee who was named Bai Dong. Bai was very interested in the technological aspects of Jindi’s products. He graduated with a computer software degree, so he possesses very good analytical skills. Bai’s customers really enjoyed him, and he is well organized. He has developed great leads and sold nine heat exchangers. Bai possessed all of these positive traits; this was very impressive since he was only twenty-five years old. Ma Rui found it to be a negative that Bai was very young and that he had tried starting his own company after college called “NetEra Expressway.” Bai seems to be interested in being an entrepreneur and his time as a sales manager might be short. Another concern was that he was younger than all of the sales engineers in the office. This might not bode well as some employees might not respect him if he were to be hired. Even though Bai has great potential, at this time I believe Jindi needs a more experienced candidate with ties within the industry to give the division some momentum.
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