How will a multinational corporation obtain a superior customer relationship in the Chinese market? [1of2]

Abstract


The question of “How will a multinational corporation obtain a superior customer relationship in the Chinese market?” in association with the given article (Inside the Mind of the Chinese Consumer) is an interesting one; for the article is ostensibly absent exactly this most important component (McEwen, Xiaoguang, Chuanping , & Burkholder, 2006, p. 68-76). The paper will explore a variety of manner by which one can arm to offer better customer service.



Introduction

The simple answer to any question as to how a multinational would maintain superior relationships in the Chinese market indeed has to do with a very muscular customer service sensibility. In addition, there can be no wasting of time if this area of questioning leads to serious consideration. One might say this is the key to succeeding in the Chinese market. Buckminster Fuller referred to such a key is a trim tab (i.e., in the face of what may appear to be a mighty undertaking sometimes an objective, honest and thorough investigation yields something of seeming small consequence that makes all the difference).



Chinese Consumer Expectations

Given the relativism of how difficult and foreign such a wealth of statistical insight has heretofore been, the articles’ synthesis of the decade of work by the Gallup organization (starting in 1994) seems a mother lode. Indeed, the article jumps in quickly to dispel misconceptions, at least as regards for her of the more commonly held notions by Western business.

Among such dispelled beliefs we find that aspirations, self-actualization's and other expressions of the rising "me" generation (as regards the youth) are ripe to market to, and increasingly becoming more so far into the distant time horizon.

Especially important, presuming one would staff to some significance with the indigenous, that 68% do not feel engaged in their employment. Certainly useful to know in advance, to plan against or for and an internal customer service issue (that has been leveraged successfully elsewhere, particularly in Indian call centers, where paying the staff a little bit better than a native competing company yields big dividends while still giving US corporation and enormous labor market discount). We will revisit this particular consideration.

Consumer expectations and customer service are enmeshed concepts, of course. Another misconception is that the Chinese consumer is suddenly awash in cash. However, that may be or not be true, by Western standards, these would still be poverty level annual incomes … and you generally do not sell somebody something they cannot afford. Knowing this becomes a matter of planning.

The remaining misconception has to do with what the Chinese consumer does buy. Although a car may cost three years wages, and an affluent class has added a significant number of automobiles to the roads, most Chinese want a car nonetheless. This desire slowly moves into reach by having most of the significant manufacturers competing against each other. In the process, prices are coming down.