Faculty of Commerce, Law and Management

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    Salesperson attributes in the South
    (2011-06-24) van der Westhuyzen, Jacques
    It was found in literature from past studies that a vast number of attributes are preferred by clients, and that different industries have different requirements. This research determines what preferred salesperson attributes the Aluminium industry of South Africa has and the relative importances thereof. The data for this research was collected in two phases. First was the exploratory interviews where interviewees from the industry were asked what their preferences were and then prompted with attributes found in literature. Secondly the qualitative responses were compiled into a Conjoint Value Analysis Questionnaire for the quantitative part and sent out into industry for completion. The result were five prominent attributes and in order of importance they were Thoroughness and follow through, Product and technical knowledge, Ability and willingness to solve problems, Trustworthiness and the degree of Contactability. For the Aluminium industry to have this knowledge will enable them to tailor their recruitment and training programs to optimize their sales force by creating a fit between sales person and client, therefore optimizing sales opportunities and relationships
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    LEADERSHIP CHALLENGES IN CREATING A CUSTOMER-FOCUSED
    (2011-05-31) Fatyi, Mzimkulu Stanley
    The changing demands of customers require organisations to be customeroriented. This change urges organisations to move from their present status quo to a new, desired, configuration to better match the current business environment. Many theorists from the different disciplines in marketing, business process reengineering, total quality management, and efficient management advocate this customer orientation. Developments in theory suggest a number of business processes through which this customer orientation can be achieved and the role the leadership of the organisation must play in achieving this customer orientation. Against this background, the objective of this study is to explore the challenges facing the leadership of Spoornet, a railway division of Transnet, in achieving customer orientation and to describe the role the leaders must play in influencing the development of this customer orientation. The research is based on quantitative and qualitative data from questionnaires sent to 150 employees that were randomly selected across all levels of the company, and also from secondary data available in the company. Analysis of the case of Spoornet reveals a number of issues that the leadership of Spoornet faces in developing in this organisation a customer-oriented focus. Participants in this study were very vocal about their feelings, especially in criticism of the leadership. Findings suggest that key customer-oriented factors such as management attitudes and behaviours, employee and executive skills, departmental co-operation, and reward systems must be developed with leadership playing a pivotal role in achieving the desired customer orientation objective.
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    KEY DRIVERS OF CUSTOMER
    (2011-05-12) Losper, Wendy Monica
    Strategic customer relationships and customer life time value are assets contributing to the creation of shareholder value, a central role of marketing. The delivery of superior customer value requires an understanding of the value propositions which drive customer value, where value relates to the willingness of the customer to pay a premium price. The objective of this research was to gain a better understanding of the key determinants driving customer value. The methodology used was qualitative, indepth interviews in the interpretive paradigm. The sample was drawn from the customer base of a customer oriented manufacturing supply company. Sixteen respondents from a range of industries and expertise provided the data presented in this report. The study found that there was a strong expectation and desire among the customers to partner more closely with the supplier, where the partnering is financially mutually beneficial to both parties. The quality of the supplier’s personnel, in terms of their technical expertise as well as face value, is of key importance in the establishment of the quality relationships expressed to be of value to the customers. The intangible components of the product mix, such as resources, knowledge and skills were identified to be of more value than the physical product. Price and innovation were key customer value drivers not perceived by the supplier to be of importance, thus providing an opportunity for the creation of more customer value. The study found that there was good alignment between the value drivers expressed by the customers to be of value, and the value drivers perceived by the supplier to be of importance. The study may be of value for other companies driven by a customer oriented strategy.