Over the years Asian managers have developed technical expertise in buying indus products. Despite comparatively low labour costs, they often select capital-intens rather than labour-intensive, processes. Often-cited reasons are a search for quality, fact that machines are easier to manage than workers, and fears of higher labour r or impending labour shortages. The desire to impress customers and suppliers is al factor.
In many industrial sectors, the services provided are at least as crucial as price and payment terms: many Asians see service as a strong indicator of commitmi and expect suppliers to provide sufficient information and show a willingness to ad products. This requires extensive local representation, local warehousing for delivery, and after-sales service on the spot.
Manufacturers in the ASEANIEs are at different technological and developmei stages, each requiring different marketing strategies:
• Implementors, at the first phase of the learning process, assemble a limi product range. They are looking for new product and product opportunities and generally prefer a complete package that includes i materials, components and capital equipment. (A typical example would Sumatra Tobacco, a medium-sized cigarette manufacturer in Indonesia, wli diversified into instant coffee.) Western firms must learn to bundle their 0:
and emphasize marketing technology rather than products.
• Assimilators are assemblers who have learned fast, and moved tow producing first components. They expect quality and specific technical knc how, and require advice on products and processes that need upgrading.
Service expectations : Investment article from Business Management Catagory Service expectations
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