Summary in Chinese. / Thesis (M.B.A.)--The Chinese University of Hong Kong. / Bibliography: leaves 208-209.

Thesis (M.A.)--The University of Texas at Arlington, 2007. / Adviser: Tom Christie. Includes bibliographical references.

No description available.

<p><strong>Purpose </strong></p><p>To describe the concept of control & coordination mechanisms among HQs-subsidiary-distributor of MNC in direct selling business.</p><p><strong>Method</strong></p><p>Qualitative studies with two company case studies which are selected from direct selling business are implemented in this research. Data are collected from primary sources through semi-structure interview while secondary sources via company’s web sites, annual reports, news, and academic researches. Most collected data are related to control and coordination mechanisms within MNC and especially emphasize on distributor‘s aspects.   <strong></strong></p><p><strong>Conclusion</strong></p><p>To control and coordinate HQs-subsidiary-distributor’s relation in a direct selling business, companies need to implement not only the vertical control over their people but also the lateral way and as well as the price control mechanisms. All these three main mechanisms need to be blended together as the appropriate combination of them will help assist companies to achieve their goals successfully.</p>

Purpose To describe the concept of control &amp; coordination mechanisms among HQs-subsidiary-distributor of MNC in direct selling business. Method Qualitative studies with two company case studies which are selected from direct selling business are implemented in this research. Data are collected from primary sources through semi-structure interview while secondary sources via company’s web sites, annual reports, news, and academic researches. Most collected data are related to control and coordination mechanisms within MNC and especially emphasize on distributor‘s aspects.   Conclusion To control and coordinate HQs-subsidiary-distributor’s relation in a direct selling business, companies need to implement not only the vertical control over their people but also the lateral way and as well as the price control mechanisms. All these three main mechanisms need to be blended together as the appropriate combination of them will help assist companies to achieve their goals successfully.

Thesis (M.S.)--West Virginia University, 2002. / Title from document title page. Document formatted into pages; contains vii, 64 p. Vita. Includes abstract. Includes bibliographical references (p. 33).

The increase in number of banks entering the South African banking sector has caused the big four banks to lose their market share to the new entrants. As a result, the new entrants in this sector have also had negative effects on the existing banks’ sales growth and net profits. Business banking, in particular, has been one of the departments which has become competitive as it is considered to generate the most revenue from all the different bank departments. Business clients have been targeted as their fees are high compared to normal individual clients and also, their investment sizes are big compared to individuals, hence the increased interest in this section. This then prompts the question, what are the factors influencing sales growth in business banking? This question then brings one to the following sub-problems: Is the pricing offered by the various banks to their business bank customers competitive enough to retain them?; How competent and knowledgeable is the staff dealing with business bank customers in ensuring good relationships with business banking clients?; is the technology used by the banks advanced enough to address the banking requirements of business banking customers? Are business banking customers loyal to their respective banks to ensure repetitive sales? In dealing with the above, the author undertook a research study to determine whether factors such as competitive pricing, competent staff, advanced technology and customer loyalty influence sales growth in business banking in Buffalo City Municipality “BCM”. The sample of 90 business banking customers who were given questionnaires to test the above were from a population of business banking customers in BCM. The author underwent a theoretical and an empirical investigation using the survey method through questionnaires. These questionnaires were distributed to the various financing institutions dealing with business banking clients. The findings of the empirical study suggest that through the use of the hypothesis test, it was concluded that of the four factors, advanced technology and customer loyalty influence sales growth in business banking in BCM. While pricing and competent staff do not influence sales revenue growth.

by Ng Yuk Kwan, Ivan. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1992. / Includes bibliographical references. / Chapter CHAPTER 1 --- BACKGROUND --- p.1-3 / Chapter CHAPTER 2 --- "DIRECT MARKETING: DEFINITIONS, ELEMENTS, HISTORY, LITERATURE" / Chapter 2.1 --- DEFINITIONS --- p.4-6 / Chapter 2.2 --- ADVANTAGES OF USING DIRECT MARKETING --- p.7-8 / Chapter 2.2.1 --- Precision Targeting / Chapter 2.2.2 --- Personalization / Chapter 2.2.3 --- Immediate Response / Chapter 2.2.4 --- Measurability / Chapter 2.3 --- EMERGENCE OF DIRECT MARKETING --- p.9-13 / Chapter 2.3.1 --- The Marketplace / Chapter 2.3.2 --- Reasons for the Growth of Direct Marketing in Hong Kong / Chapter 2.3.2.1 --- The Environment / Chapter 2.3.2.2 --- Consumers / Chapter 2.3.2.3 --- Technology / Chapter 2.3.2.4 --- Forerunners of Direct Marketing in Hong Kong / Chapter 2.4 --- FACTORS AFFECTING CONSUMERS' BUYING THROUGH DIRECT MARKETING --- p.14-16 / Chapter 2.4.1 --- Convenience / Chapter 2.4.2 --- Perceived Risk / Chapter 2.4.3 --- Economy / Chapter 2.5 --- DIRECT MARKETING MEDIA --- p.17-36 / Chapter 2.5.1 --- Direct Mail / Chapter 2.5.1.1 --- Mailing lists / Chapter 2.5.1.2 --- List processing / Chapter 2.5.1.3 --- Solo mailings / Chapter 2.5.1.4 --- Catalog / Chapter 2.5.2 --- Direct Response in Print Media / Chapter 2.5.2.1 --- Merits of Direct Response in Print Media / Chapter 2.5.2.2 --- Magazines / Chapter 2.5.2.3 --- Newspapers / Chapter 2.5.2.4 --- Elements of direct response advertisements in print media / Chapter 2.5.3 --- Telemarketing / Chapter 2.5.4 --- Direct Response Television / Chapter 2.5.5 --- Cable TV / Chapter 2.5.6 --- Video / Chapter 2.5.7 --- Others / Chapter 2.6 --- DATABASE MARKETING --- p.37-42 / Chapter 2.6.1 --- Definition / Chapter 2.6.2 --- Characteristics / Chapter 2.6.3 --- Development phases of Database Marketing / Chapter 2.6.4 --- Integration of Database Marketing and Direct Marketing / Chapter 2.7 --- CONCERNS ABOUT DIRECT MARKETING --- p.43 / Chapter 2.8 --- BIBLIOGRAPHY --- p.44-46 / Chapter CHAPTER 3 --- METHODOLOGY --- p.47-50 / Chapter 3.1 --- RESEARCH DESIGN / Chapter 3.2 --- INTERVIEWS / Chapter 3.2.1 --- Sample / Chapter 3.2.2 --- Data Collection Method / Chapter 3.2.3 --- Field Work / Chapter 3.3 --- CASE STUDY / Chapter CHAPTER 4 --- FINDINGS: THE SURVEY --- p.51-65 / Concepts / Emergence / Life Cycle of Direct Marketing / Relationship Management in Direct Marketing / Direct Marketing Agencies / "Ogilvy & Mather, its Services and Clients" / Times Direct Marketing and its Services / BBRD Chan Direct and its Services / Mailing Lists / Junk Mail / Consumers´ة Perception of Direct Marketing / Direct Response TV / Satellite TV / Videolog / Radio / The Products / Database Marketing & Integrated Direct Marketing Communication / Direct Selling: Introducing Amway / Chapter CHAPTER 5 --- A DIRECT SELLING ORGANIZATION: AMWAY --- p.66-76 / Introduction / Founding / Products / Organization / "Amway International Inc,Hong Kong Branch" / Structure of Amway Hong Kong / U.S.P. and E.V.P. of Amway's products / Direct Sales Agents / Organization of direct selling agents / Business operation of direct sales agents / Support from the company / Future Moves / Chapter CHAPTER 6 --- CONCLUSIONS --- p.77-86 / Summary of Direct Marketing / Direct Selling in Amway is an Application of Direct Marketing / SWOT Analysis / Recommendation 1: Developing customer databases / Recommendation 2: Classifying customers based on their values and loyalty / Recommendation 3: Classifying direct agent accounts based on their value and loyalty / Recommendation 4: Launching direct promotion campaigns at the consumer level / AFTERWORD --- p.87 / APPENDIX / Discussion Outline: Video as a tool in Direct Marketing in Hong Kong / Request Letters: Interviews on Direct Marketing in Hong Kong / with BBRD & Chan Direct / J. Walter Thompson Direct / Leo Burnett / Ogilvy & Mather Direct / Saatchi & Saatchi / Discussion Outlines: An Overview of Direct Marketing in Hong Kong / "(Interview with Mr. Godfrey Rooke," / Mr. Ricky Law Fu-ming.) / Letter: Request for an interview (to Ms. Lindsey Tai)

by Chen Monica, Edmund Cheng Nai Kam. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1989. / Bibliography: leaves 68-69.

This dissertation research explores the factors that influence direct selling agents' sales performance and job satisfaction. In the direct selling channels, the agents not only sell the products to customers. They may concurrently perform a "distributor" role as a stand-alone entity composed of their own sales network. This dissertation research features two essays. The first essay investigates how direct selling agents' perceptions of control and sense of belonging relate to PO. This essay further explores how PO influences job performance and job satisfaction. Results suggest that perception of control and sense of belonging fuel PO. Furthermore, leader-member exchange mediates the relationship between PO and sales performance, as well as PO and job satisfaction in direct selling networks. The second essay introduces a new construct (relational incongruity) and discusses how complex sales environments and direct selling agents' organizational structures influence the relational incongruity in their organization and its ensuring effect on sales performance and job satisfaction. The results indicate that organizational complexity is positively related to relational incongruity. However, customer complexity has a negative impact on relational incongruity. Relational incongruity in direct selling agents' organizations has negative effects on job satisfaction but has no effects on sales performance. Epistemic curiosity undermines the negative effect of relational incongruity on job satisfaction but negatively influences independent distributors' sales performance.