Differences of statements depending on the size of company and industry sector*
| Statements | A (1) | B (2) | C (3) | D (4) | E (5) | Size factor | Industry factor (mean values) | |||
|---|---|---|---|---|---|---|---|---|---|---|
| A + C + D + E/4 (6) | A + C+D + E/4 compared to B (7) | 81st sector B + C/2 (8) | 30th sector A (9) | 133rd Sector D + E/2 (10) | ||||||
| 8.–13. FINANCIALLY BASED REWARDS | ||||||||||
| 8. When annual export sales of my organisation are extremely high I get a reward based upon a compensation plan | 1 | 3 | 6 | 3 | 4 | 3.5 | > | 4.5 | 1 | 3.5 |
| 9. When annual export sales of my organisation are extremely high I get a reward based upon a compensation plan | 3 | 3 | 6 | 3 | 3 | 3.75 | > | 4.5 | 3 | 3 |
| 10. When annual export sales of my organisation are extremely high I get commissions | 6 | 3 | 7 | 3 | 4 | 5 | > | 5 | 6 | 3.5 |
| 11. When annual export sales of my organisation are extremely high I get bonus payment | 1 | 3 | 7 | 3 | 7 | 4.5 | > | 4.5 | 1 | 5 |
| 12. When annual export sales of my organisation are extremely high I get extra benefits | 3 | 3 | 7 | 2 | 0 | 3 | = | 5 | 3 | 1 |
| 13. When annual export sales of my organisation are extremely high I am able to get prizes and awards as part of short-term incentive programmes provided by my firm | 1 | 3 | 7 | 2 | 0 | 2.5 | < | 5 | 1 | 1 |
| 1. Total mean value for financially based rewards | 3 | 3.71 | ||||||||
| 14.–21. NON-FINANCIAL REWARDS | ||||||||||
| 14. One way my organisation can motivate me for increased export sales is to give me greater responsibility, authority and control over your job | 6 | 1 | 6 | 2 | 5 | 4.25 | > | 3.5 | 6 | 3.5 |
| 15. Another way my organisation can motivate me for increased export sales is to provide me a variety in job-related tasks | 6 | 3 | 5 | 2 | 4 | 4.25 | > | 4 | 6 | 3 |
| 16. In order to be able to complete in today's high-tech market export sales reps must also be given adequate support in the areas of training and information | 7 | 5 | 5 | 2 | 6 | 5.25 | > | 5 | 7 | 4 |
| 17. Export sales reps who deserve praise must be given full public recognition of their accomplishments in export sales and honorary awards such as plaques, pins or certificates can be used | 5 | 6 | 6 | 5 | 6 | 5.5 | > | 6 | 5 | 5.5 |
| 18. Changing an export sales rep’s title from export sales rep to senior export sales rep, to area export sales rep and to area export sales vice president rep, for example, can indicate his/her accomplishment in export sales growth | 6 | 5 | 4 | 6 | 6 | 5.5 | < | 4.5 | 6 | 6 |
| 19. Personal encouragement and praise from export manager to an export sales rep is considered the easiest and least expensive form of motivation for increased exports | 5 | 4 | 6 | 6 | 7 | 6 | > | 5 | 5 | 6.5 |
| 20. My organisation has very supportive culture in which it provides support to its export sales reps that go beyond the training and technology directly related to their job i.e. my firm allows an export sales rep to work flexible schedules | 6 | 1 | 5 | 5 | 7 | 5.75 | < | 3 | 6 | 6 |
| 21. My organisation organises two or more export sales meetings a year in order to increase communication between export sales reps and thus to be able to interact with top management and fellow export reps making them all feel part of a team | 7 | 2 | 5 | 2 | 5 | 4.75 | < | 3.5 | 7 | 3.5 |
| 2. Total mean value for non-financial rewards | 3.38 | 5.16 | ||||||||
| 22.–32. LEVEL OF REP’S MORALE | ||||||||||
| 22. I have low moral due to excessive turnover caused by export sales reps | 2 | 7 | 3 | 3 | 0 | 2 | < | 5 | 2 | 1.5 |
| 23. I have low morale due to increased expenses by the export sales reps | 3 | 4 | 3 | 3 | 0 | 2.25 | < | 3.5 | 3 | 1.5 |
| 24. I have low morale due to complaint behaviour by export sales reps | 3 | 3 | 5 | 6 | 0 | 3.5 | > | 4 | 3 | 3 |
| 25. I have low morale due to development of non-work-related interests by the export sales reps | 3 | 1 | 4 | 6 | 0 | 3.25 | > | 2.5 | 3 | 3 |
| 26. I have low morale due to unsatisfactory export sales performance by export sales reps | 3 | 2 | 5 | 5 | 0 | 3 | > | 3.5 | 3 | 2.5 |
| 27. I have high morale due to the fact that the export sales reps are more committed to what they are doing | 6 | 2 | 5 | 5 | 5 | 5.25 | > | 3.5 | 6 | 5 |
| 28. I have high morale due to the fact that the export sales reps are more involved in their job and have stronger sense of identification with it | 6 | 2 | 5 | 6 | 5 | 5.5 | > | 3.5 | 6 | 5.5 |
| 29. I have high morale due to the fact that the export sales reps believe in the values and goals of the firm and are willing to exert extra effort on behalf of the firm | 6 | 1 | 6 | 6 | 3 | 5.25 | > | 3.5 | 6 | 4.5 |
| 30. I have high morale due to the fact that the export sales reps are more willing to help others with their tasks or problems | 7 | 2 | 5 | 3 | 2 | 4.5 | > | 3.5 | 7 | 2.5 |
| 31. I have high morale due to the fact that the export sales reps try to avoid interpersonal conflicts by being courteous and respectful of the rights of others | 7 | 1 | 5 | 2 | 4 | 4.5 | > | 3 | 7 | 3 |
| 32. I have high morale due to the fact that export sales reps are more conscientious, work longer hours, do more than it is expected, and are willing to tolerate problems without complaining | 6 | 1 | 5 | 5 | 7 | 5.75 | > | 3 | 6 | 6 |
| 3. Total mean value for level of rep’ morale | 2.36 | 4.07 | ||||||||
| 33.–36. REP’S JOB SATISFACTION: WITH EXPORT MANAGER | ||||||||||
| 33. My export manager tries to get our ideas about things | 6 | 2 | 7 | 6 | 6 | 6.25 | > | 4.5 | 6 | 6 |
| 34. My export manager has always been fair in dealings with me | 6 | 1 | 7 | 6 | 7 | 6.5 | > | 4 | 6 | 6.5 |
| 35. My export manager gives us credit and praise for work well done | 5 | 1 | 6 | 4 | 6 | 5.25 | > | 3.5 | 5 | 5 |
| 36. My export manager lives up to his/her promises | 7 | 1 | 6 | 6 | 6 | 6.25 | > | 3.5 | 7 | 6 |
| 4. Total mean value for rep’s job satisfaction – With export manager | 1.25 | 6.06 | ||||||||
| 37.–44. REP’S JOB SATISFACTION: WORK IN GENERAL | ||||||||||
| 37. My work gives me a sense of accomplishment | 6 | 1 | 6 | 6 | 7 | 6.25 | > | 3.5 | 6 | 6.5 |
| 38. My work is exciting | 6 | 2 | 6 | 6 | 7 | 6.25 | > | 4 | 6 | 6.5 |
| 39. My work is satisfying | 5 | 2 | 7 | 4 | 7 | 5.75 | > | 4.5 | 5 | 5.5 |
| 40. I am really doing something worthwhile in my job | 6 | 1 | 7 | 7 | 7 | 6.75 | > | 4 | 6 | 7 |
| 41. Management is progressive | 5 | 1 | 7 | 4 | 7 | 5.75 | > | 4 | 5 | 5.5 |
| 42. Management really knows its job | 5 | 1 | 7 | 5 | 7 | 6 | > | 4 | 5 | 6.5 |
| 43. The firm operates efficiently and smoothly | 5 | 1 | 6 | 5 | 6 | 5.5 | > | 3.5 | 5 | 5.5 |
| 44. Export sales reps receive good support from head office | 5 | 1 | 6 | 6 | 5 | 5.5 | > | 3.5 | 5 | 5.5 |
| 5. Total mean value for rep’s job satisfaction – Work in general | 1.25 | 5.97 | ||||||||
| 45.–48. REP’S JOB SATISFACTION: PROMOTION OPPORTUNITIES | ||||||||||
| 45. The firm has an unfair promotion policy | 6 | 7 | 6 | 1 | 0 | 3.25 | < | 6.5 | 6 | 0.5 |
| 46. My opportunities for advancement are limited | 1 | 7 | 5 | 4 | 0 | 2.5 | < | 6 | 1 | 2 |
| 47. There are plenty of good jobs here for those who want to get ahead | 7 | 1 | 4 | 2 | 3 | 4 | > | 2.5 | 7 | 2.5 |
| 48. I have a good chance for promotion | 5 | 1 | 5 | 5 | 6 | 5.25 | > | 3 | 5 | 5.5 |
| 6. Total mean value for rep’s job satisfaction – Promotion opportunities | 4 | 3.75 | ||||||||
| 49.–51. REP’S JOB SATISFACTION: PAY | ||||||||||
| 49. My pay is low in comparison with what others get for similar work in other firms | 6 | 3 | 6 | 2 | 0 | 3.5 | > | 4.5 | 6 | 1 |
| 50. In my opinion the pay here is lower than in other firms | 6 | 4 | 6 | 3 | 1 | 4 | = | 5 | 6 | 2 |
| 51. I am paid fairly compared with other employees in this firm | 4 | 1 | 6 | 6 | 6 | 5.5 | > | 3.5 | 4 | 6 |
| 7. Total mean value for rep’s job satisfaction – Pay | 2.67 | 4.33 | ||||||||
| 52.–55. REP’S JOB SATISFACTION: CO-WORKERS | ||||||||||
| 52. My colleagues are selfish | 3 | 3 | 5 | 5 | 1 | 3.5 | > | 4 | 3 | 3 |
| 53. My colleagues are pleasant | 5 | 4 | 6 | 6 | 6 | 5.75 | > | 5 | 5 | 6 |
| 54. The people I work with are very friendly | 5 | 4 | 7 | 6 | 6 | 6 | > | 5.5 | 5 | 6 |
| 55. My colleagues help each other when someone falls behind or gets in a tight spot | 4 | 4 | 7 | 6 | 6 | 5.75 | > | 5.5 | 4 | 6 |
| 8. Total mean value for rep’s job satisfaction – Co-workers | 3.75 | 5.25 | ||||||||
| 56.–59. REP’S JOB SATISFACTION: CUSTOMERS | ||||||||||
| 56. My customers live up to their promises | 5 | 4 | 5 | 3 | 4 | 4.25 | > | 4.5 | 5 | 3.5 |
| 57. My customers are trustworthy | 6 | 4 | 6 | 3 | 4 | 4.75 | > | 5 | 6 | 3.5 |
| 58. My customers are loyal | 5 | 4 | 5 | 5 | 4 | 4.75 | > | 4.5 | 5 | 4.5 |
| 59. My customers are understanding | 5 | 5 | 5 | 5 | 5 | 5 | = | 5 | 5 | 5 |
| 9. Total mean value for rep’s job satisfaction – Customers | 4.75 | 4.69 | ||||||||
| 60.–66. REP’S JOB PERFORMANCE: a) OUTCOME PERFORMANCE | ||||||||||
| 60. Producing a high market share | 5 | 4 | 6 | 2 | 4 | 4.25 | > | 5 | 5 | 3 |
| 61. Making sales of those products with the highest profit margin | 5 | 4 | 5 | 3 | 4 | 4.25 | > | 4.5 | 5 | 3.5 |
| 62. Generating a good level of sales revenue | 5 | 4 | 6 | 3 | 5 | 4.75 | > | 5 | 5 | 4 |
| 63. Quickly generating sales of new company products and services | 5 | 4 | 5 | 6 | 5 | 5.25 | > | 4.5 | 5 | 5.5 |
| 64. Identifying and selling to major accounts | 6 | 5 | 6 | 5 | 6 | 5.5 | > | 5.5 | 6 | 5.5 |
| 65. Producing sales or contracts with long-term profitability | 6 | 6 | 6 | 4 | 6 | 5.5 | < | 6 | 6 | 5 |
| 66. Exceeding all sales targets and objectives during the year | 5 | 6 | 6 | 3 | 5 | 4.75 | < | 6 | 5 | 4 |
| 10. Total mean value for rep’s job performance – Outcome performance | 4.71 | 4.89 | ||||||||
| 67.–71. REP’S JOB PERFORMANCE: b) BEHAVIOURAL PERFORMANCE: SALES PRESENTATIONS | ||||||||||
| 67. Listening attentively to identify and understand the real concerns of customers | 6 | 7 | 6 | 6 | 4 | 5.5 | < | 6.5 | 6 | 5 |
| 68. Convincing customers that they understand their unique problems and concerns | 6 | 7 | 5 | 6 | 3 | 5 | < | 6 | 6 | 4.5 |
| 69. Using established contacts to develop new customers | 4 | 7 | 2 | 4 | 6 | 4 | < | 4,5 | 4 | 5 |
| 70. Communicate their sales presentations clearly and concisely | 6 | 6 | 5 | 5 | 6 | 5.75 | < | 5.5 | 6 | 5.5 |
| 71. Work out solutions to a customer’s questions and objections | 6 | 7 | 4 | 7 | 7 | 6 | < | 5.5 | 6 | 7 |
| 11. Total mean value for rep’s job performance: Behavioural performance – Sales presentations | 6.8 | 5.25 | ||||||||
| 72.–74. REP’S JOB PERFORMANCE: b) BEHAVIOURAL PERFORMANCE: TECHNICAL KNOWLEDGE | ||||||||||
| 72. Knowing the design and specification of company products/services | 6 | 7 | 5 | 7 | 6 | 6 | < | 6 | 6 | 6.5 |
| 73. Knowing the applications of company products/services | 7 | 7 | 6 | 7 | 7 | 6.75 | < | 6.5 | 7 | 7 |
| 74. Knowing abreast of the company’s production and technological developments | 6 | 7 | 5 | 6 | 7 | 6 | < | 6 | 6 | 6.5 |
| 12. Total mean value for rep’s job performance: Behavioural performance – Technical knowledge | 7 | 6.25 | ||||||||
| 75.–78. REP’S JOB PERFORMANCE: b) BEHAVIOURAL PERFORMANCE: ADAPTIVENESS | ||||||||||
| 75. Experimenting with different export sales approaches | 7 | 6 | 6 | 3 | 5 | 5.25 | < | 6 | 7 | 4 |
| 76. Being flexible in the selling approaches used | 7 | 7 | 5 | 3 | 6 | 5.25 | < | 6 | 7 | 4.5 |
| 77. Adapting export selling approaches from one customer to another | 7 | 7 | 5 | 6 | 6 | 6 | < | 6 | 7 | 6 |
| 78. Varying export sales style from situation to situation | 7 | 6 | 3 | 6 | 6 | 5.5 | < | 4.5 | 7 | 6 |
| 13. Total mean value for rep’s job performance: Behavioural performance – Adaptiveness | 6.5 | 5.5 | ||||||||
| 79.–83. REP’S JOB PERFORMANCE: b) BEHAVIOURAL PERFORMANCE: TEAMWORK | ||||||||||
| 79. Generating considerable export sales volume for team export sales (export sales made jointly by two or more export sales reps) | 6 | 6 | 2 | 5 | 2 | 3.75 | < | 4 | 6 | 3.5 |
| 80. Building strong working relationships with other people in the company | 5 | 7 | 2 | 5 | 3 | 4.25 | < | 4.5 | 5 | 4 |
| 81. Working closely with non-sales employees to place export sales orders | 6 | 7 | 7 | 4 | 4 | 5.25 | < | 7 | 6 | 4 |
| 82. Co-ordinating with other company employees to handle post export sales problems and service | 7 | 7 | 5 | 4 | 5 | 5.25 | < | 6 | 7 | 4.5 |
| 83. Discussing selling strategies with people from various departments | 6 | 6 | 6 | 5 | 4 | 5.25 | < | 6 | 6 | 4.5 |
| 14. Total mean value for rep’s job performance: Behavioural performance – Teamwork | 6.6 | 4.75 | ||||||||
| 84.–87. REP’S JOB PERFORMANCE: b) BEHAVIOURAL PERFORMANCE: PLANNING | ||||||||||
| 84. Planning each export sales call | 6 | 7 | 6 | 5 | 4 | 5.25 | < | 6.5 | 6 | 4.5 |
| 85. Planning export sales strategies for each customer | 6 | 7 | 4 | 6 | 4 | 5 | < | 5.5 | 6 | 5 |
| 86. Planning coverage of assigned territory/customer coverage | 5 | 6 | 5 | 4 | 6 | 5 | < | 5.5 | 5 | 5 |
| 87. Planning daily activities | 4 | 7 | 3 | 3 | 6 | 4 | < | 5 | 4 | 4.5 |
| 15. Total mean value for rep’s job performance: Behavioural performance – Planning | 6.75 | 4.81 | ||||||||
| 88.–93. REP’S JOB PERFORMANCE: b) BEHAVIOURAL PERFORMANCE: SUPPORT | ||||||||||
| 88. Providing after-sales service | 6 | 7 | 5 | 6 | 6 | 5.75 | < | 6 | 6 | 6 |
| 89. Checking on product delivery | 5 | 7 | 6 | 4 | 5 | 5 | < | 6.5 | 5 | 4.5 |
| 90. Handling customer complaints | 7 | 6 | 5 | 6 | 5 | 5.75 | < | 5.5 | 7 | 5.5 |
| 91. Following-up on product use | 7 | 7 | 5 | 3 | 5 | 5 | < | 6 | 7 | 4 |
| 92. Troubleshooting on application problems | 7 | 6 | 5 | 6 | 6 | 6 | = | 5.5 | 7 | 4 |
| 93. Analysing product use experience to identify new product/service ideas | 7 | 6 | 5 | 6 | 6 | 6 | = | 5.5 | 7 | 6 |
| 16. Total mean value for rep’s job performance: Behavioural performance – Support | 6.5 | 5.58 | ||||||||
| 94.–97. ORGANISATIONAL CAPABILITIES: BUSINESS IDENTIFICATION | ||||||||||
| 94. Locating/analysing potential foreign markets | 5 | 7 | 7 | 2 | 7 | 5.25 | < | 7 | 5 | 4.5 |
| 95. Identifying attractive foreign business opportunities | 6 | 7 | 7 | 3 | 6 | 5.5 | < | 7 | 6 | 4.5 |
| 96. Contacting prospective foreign customers | 6 | 7 | 6 | 3 | 7 | 5.5 | < | 6.5 | 6 | 5 |
| 97. Acquiring specialised information in foreign markets | 7 | 7 | 7 | 5 | 7 | 6.5 | < | 7 | 7 | 6 |
| 17. Total mean value for organisational capabilities – Business identification | 7 | 5.69 | ||||||||
| 98.–101. ORGANISATIONAL CAPABILITIES: RELATIONSHIP-BUILDING | ||||||||||
| 98. Understanding overseas customer requirements | 7 | 7 | 6 | 6 | 6 | 6.25 | < | 6.5 | 7 | 6 |
| 99. Obtaining reliable representation in foreign markets | 6 | 7 | 7 | 6 | 6 | 6.25 | < | 7 | 6 | 6 |
| 100. Establishing business ties with other organisations in foreign markets | 5 | 6 | 6 | 2 | 7 | 5 | < | 6 | 5 | 4.5 |
| 101. Establishing and maintaining close supplier relationships | 6 | 7 | 6 | 5 | 5 | 5.5 | < | 6.5 | 6 | 5 |
| 18. Total mean value for organisational capabilities – Relationship-building | 6.75 | 5.75 | ||||||||
| 102.–105. ORGANISATIONAL CAPABILITIES: INNOVATION | ||||||||||
| 102. Adopting new methods and ideas in the production process | 6 | 6 | 4 | 6 | 6 | 5.5 | < | 5 | 6 | 6 |
| 103. Developing new/innovative products for foreign markets | 7 | 6 | 5 | 4 | 6 | 5.5 | < | 5.5 | 7 | 5 |
| 104. Adopting innovative export marketing techniques and methods | 5 | 7 | 5 | 5 | 6 | 5.25 | < | 6 | 5 | 5.5 |
| 105. Sensing trends and competitors’ movements in other markets | 5 | 7 | 5 | 6 | 6 | 5.5 | < | 6 | 5 | 6 |
| 19. Total mean value for organisational capabilities – Innovation | 6.5 | 5.44 | ||||||||
| Statements | A | B | C | D | E | Size factor | Industry factor (mean values) | |||
|---|---|---|---|---|---|---|---|---|---|---|
| A + C + D + E/4 | A + C+D + E/4 compared to B | 81st sector | 30th | 133rd | ||||||
| 8.–13. FINANCIALLY BASED REWARDS | ||||||||||
| 8. When annual export sales of my organisation are extremely high I get a reward based upon a compensation plan | 1 | 3 | 6 | 3 | 4 | 3.5 | > | 4.5 | 1 | 3.5 |
| 9. When annual export sales of my organisation are extremely high I get a reward based upon a compensation plan | 3 | 3 | 6 | 3 | 3 | 3.75 | > | 4.5 | 3 | 3 |
| 10. When annual export sales of my organisation are extremely high I get commissions | 6 | 3 | 7 | 3 | 4 | 5 | > | 5 | 6 | 3.5 |
| 11. When annual export sales of my organisation are extremely high I get bonus payment | 1 | 3 | 7 | 3 | 7 | 4.5 | > | 4.5 | 1 | 5 |
| 12. When annual export sales of my organisation are extremely high I get extra benefits | 3 | 3 | 7 | 2 | 0 | 3 | = | 5 | 3 | 1 |
| 13. When annual export sales of my organisation are extremely high I am able to get prizes and awards as part of short-term incentive programmes provided by my firm | 1 | 3 | 7 | 2 | 0 | 2.5 | < | 5 | 1 | 1 |
| 14.–21. NON-FINANCIAL REWARDS | ||||||||||
| 14. One way my organisation can motivate me for increased export sales is to give me greater responsibility, authority and control over your job | 6 | 1 | 6 | 2 | 5 | 4.25 | > | 3.5 | 6 | 3.5 |
| 15. Another way my organisation can motivate me for increased export sales is to provide me a variety in job-related tasks | 6 | 3 | 5 | 2 | 4 | 4.25 | > | 4 | 6 | 3 |
| 16. In order to be able to complete in today's high-tech market export sales reps must also be given adequate support in the areas of training and information | 7 | 5 | 5 | 2 | 6 | 5.25 | > | 5 | 7 | 4 |
| 17. Export sales reps who deserve praise must be given full public recognition of their accomplishments in export sales and honorary awards such as plaques, pins or certificates can be used | 5 | 6 | 6 | 5 | 6 | 5.5 | > | 6 | 5 | 5.5 |
| 18. Changing an export sales rep’s title from export sales rep to senior export sales rep, to area export sales rep and to area export sales vice president rep, for example, can indicate his/her accomplishment in export sales growth | 6 | 5 | 4 | 6 | 6 | 5.5 | < | 4.5 | 6 | 6 |
| 19. Personal encouragement and praise from export manager to an export sales rep is considered the easiest and least expensive form of motivation for increased exports | 5 | 4 | 6 | 6 | 7 | 6 | > | 5 | 5 | 6.5 |
| 20. My organisation has very supportive culture in which it provides support to its export sales reps that go beyond the training and technology directly related to their job i.e. my firm allows an export sales rep to work flexible schedules | 6 | 1 | 5 | 5 | 7 | 5.75 | < | 3 | 6 | 6 |
| 21. My organisation organises two or more export sales meetings a year in order to increase communication between export sales reps and thus to be able to interact with top management and fellow export reps making them all feel part of a team | 7 | 2 | 5 | 2 | 5 | 4.75 | < | 3.5 | 7 | 3.5 |
| 22.–32. LEVEL OF REP’S MORALE | ||||||||||
| 22. I have low moral due to excessive turnover caused by export sales reps | 2 | 7 | 3 | 3 | 0 | 2 | < | 5 | 2 | 1.5 |
| 23. I have low morale due to increased expenses by the export sales reps | 3 | 4 | 3 | 3 | 0 | 2.25 | < | 3.5 | 3 | 1.5 |
| 24. I have low morale due to complaint behaviour by export sales reps | 3 | 3 | 5 | 6 | 0 | 3.5 | > | 4 | 3 | 3 |
| 25. I have low morale due to development of non-work-related interests by the export sales reps | 3 | 1 | 4 | 6 | 0 | 3.25 | > | 2.5 | 3 | 3 |
| 26. I have low morale due to unsatisfactory export sales performance by export sales reps | 3 | 2 | 5 | 5 | 0 | 3 | > | 3.5 | 3 | 2.5 |
| 27. I have high morale due to the fact that the export sales reps are more committed to what they are doing | 6 | 2 | 5 | 5 | 5 | 5.25 | > | 3.5 | 6 | 5 |
| 28. I have high morale due to the fact that the export sales reps are more involved in their job and have stronger sense of identification with it | 6 | 2 | 5 | 6 | 5 | 5.5 | > | 3.5 | 6 | 5.5 |
| 29. I have high morale due to the fact that the export sales reps believe in the values and goals of the firm and are willing to exert extra effort on behalf of the firm | 6 | 1 | 6 | 6 | 3 | 5.25 | > | 3.5 | 6 | 4.5 |
| 30. I have high morale due to the fact that the export sales reps are more willing to help others with their tasks or problems | 7 | 2 | 5 | 3 | 2 | 4.5 | > | 3.5 | 7 | 2.5 |
| 31. I have high morale due to the fact that the export sales reps try to avoid interpersonal conflicts by being courteous and respectful of the rights of others | 7 | 1 | 5 | 2 | 4 | 4.5 | > | 3 | 7 | 3 |
| 32. I have high morale due to the fact that export sales reps are more conscientious, work longer hours, do more than it is expected, and are willing to tolerate problems without complaining | 6 | 1 | 5 | 5 | 7 | 5.75 | > | 3 | 6 | 6 |
| 33.–36. REP’S JOB SATISFACTION: WITH EXPORT MANAGER | ||||||||||
| 33. My export manager tries to get our ideas about things | 6 | 2 | 7 | 6 | 6 | 6.25 | > | 4.5 | 6 | 6 |
| 34. My export manager has always been fair in dealings with me | 6 | 1 | 7 | 6 | 7 | 6.5 | > | 4 | 6 | 6.5 |
| 35. My export manager gives us credit and praise for work well done | 5 | 1 | 6 | 4 | 6 | 5.25 | > | 3.5 | 5 | 5 |
| 36. My export manager lives up to his/her promises | 7 | 1 | 6 | 6 | 6 | 6.25 | > | 3.5 | 7 | 6 |
| 37.–44. REP’S JOB SATISFACTION: WORK IN GENERAL | ||||||||||
| 37. My work gives me a sense of accomplishment | 6 | 1 | 6 | 6 | 7 | 6.25 | > | 3.5 | 6 | 6.5 |
| 38. My work is exciting | 6 | 2 | 6 | 6 | 7 | 6.25 | > | 4 | 6 | 6.5 |
| 39. My work is satisfying | 5 | 2 | 7 | 4 | 7 | 5.75 | > | 4.5 | 5 | 5.5 |
| 40. I am really doing something worthwhile in my job | 6 | 1 | 7 | 7 | 7 | 6.75 | > | 4 | 6 | 7 |
| 41. Management is progressive | 5 | 1 | 7 | 4 | 7 | 5.75 | > | 4 | 5 | 5.5 |
| 42. Management really knows its job | 5 | 1 | 7 | 5 | 7 | 6 | > | 4 | 5 | 6.5 |
| 43. The firm operates efficiently and smoothly | 5 | 1 | 6 | 5 | 6 | 5.5 | > | 3.5 | 5 | 5.5 |
| 44. Export sales reps receive good support from head office | 5 | 1 | 6 | 6 | 5 | 5.5 | > | 3.5 | 5 | 5.5 |
| 45.–48. REP’S JOB SATISFACTION: PROMOTION OPPORTUNITIES | ||||||||||
| 45. The firm has an unfair promotion policy | 6 | 7 | 6 | 1 | 0 | 3.25 | < | 6.5 | 6 | 0.5 |
| 46. My opportunities for advancement are limited | 1 | 7 | 5 | 4 | 0 | 2.5 | < | 6 | 1 | 2 |
| 47. There are plenty of good jobs here for those who want to get ahead | 7 | 1 | 4 | 2 | 3 | 4 | > | 2.5 | 7 | 2.5 |
| 48. I have a good chance for promotion | 5 | 1 | 5 | 5 | 6 | 5.25 | > | 3 | 5 | 5.5 |
| 49.–51. REP’S JOB SATISFACTION: PAY | ||||||||||
| 49. My pay is low in comparison with what others get for similar work in other firms | 6 | 3 | 6 | 2 | 0 | 3.5 | > | 4.5 | 6 | 1 |
| 50. In my opinion the pay here is lower than in other firms | 6 | 4 | 6 | 3 | 1 | 4 | = | 5 | 6 | 2 |
| 51. I am paid fairly compared with other employees in this firm | 4 | 1 | 6 | 6 | 6 | 5.5 | > | 3.5 | 4 | 6 |
| 52.–55. REP’S JOB SATISFACTION: CO-WORKERS | ||||||||||
| 52. My colleagues are selfish | 3 | 3 | 5 | 5 | 1 | 3.5 | > | 4 | 3 | 3 |
| 53. My colleagues are pleasant | 5 | 4 | 6 | 6 | 6 | 5.75 | > | 5 | 5 | 6 |
| 54. The people I work with are very friendly | 5 | 4 | 7 | 6 | 6 | 6 | > | 5.5 | 5 | 6 |
| 55. My colleagues help each other when someone falls behind or gets in a tight spot | 4 | 4 | 7 | 6 | 6 | 5.75 | > | 5.5 | 4 | 6 |
| 56.–59. REP’S JOB SATISFACTION: CUSTOMERS | ||||||||||
| 56. My customers live up to their promises | 5 | 4 | 5 | 3 | 4 | 4.25 | > | 4.5 | 5 | 3.5 |
| 57. My customers are trustworthy | 6 | 4 | 6 | 3 | 4 | 4.75 | > | 5 | 6 | 3.5 |
| 58. My customers are loyal | 5 | 4 | 5 | 5 | 4 | 4.75 | > | 4.5 | 5 | 4.5 |
| 59. My customers are understanding | 5 | 5 | 5 | 5 | 5 | 5 | = | 5 | 5 | 5 |
| 60.–66. REP’S JOB PERFORMANCE: a) OUTCOME PERFORMANCE | ||||||||||
| 60. Producing a high market share | 5 | 4 | 6 | 2 | 4 | 4.25 | > | 5 | 5 | 3 |
| 61. Making sales of those products with the highest profit margin | 5 | 4 | 5 | 3 | 4 | 4.25 | > | 4.5 | 5 | 3.5 |
| 62. Generating a good level of sales revenue | 5 | 4 | 6 | 3 | 5 | 4.75 | > | 5 | 5 | 4 |
| 63. Quickly generating sales of new company products and services | 5 | 4 | 5 | 6 | 5 | 5.25 | > | 4.5 | 5 | 5.5 |
| 64. Identifying and selling to major accounts | 6 | 5 | 6 | 5 | 6 | 5.5 | > | 5.5 | 6 | 5.5 |
| 65. Producing sales or contracts with long-term profitability | 6 | 6 | 6 | 4 | 6 | 5.5 | < | 6 | 6 | 5 |
| 66. Exceeding all sales targets and objectives during the year | 5 | 6 | 6 | 3 | 5 | 4.75 | < | 6 | 5 | 4 |
| 67.–71. REP’S JOB PERFORMANCE: b) BEHAVIOURAL PERFORMANCE: SALES PRESENTATIONS | ||||||||||
| 67. Listening attentively to identify and understand the real concerns of customers | 6 | 7 | 6 | 6 | 4 | 5.5 | < | 6.5 | 6 | 5 |
| 68. Convincing customers that they understand their unique problems and concerns | 6 | 7 | 5 | 6 | 3 | 5 | < | 6 | 6 | 4.5 |
| 69. Using established contacts to develop new customers | 4 | 7 | 2 | 4 | 6 | 4 | < | 4,5 | 4 | 5 |
| 70. Communicate their sales presentations clearly and concisely | 6 | 6 | 5 | 5 | 6 | 5.75 | < | 5.5 | 6 | 5.5 |
| 71. Work out solutions to a customer’s questions and objections | 6 | 7 | 4 | 7 | 7 | 6 | < | 5.5 | 6 | 7 |
| 72.–74. REP’S JOB PERFORMANCE: b) BEHAVIOURAL PERFORMANCE: TECHNICAL KNOWLEDGE | ||||||||||
| 72. Knowing the design and specification of company products/services | 6 | 7 | 5 | 7 | 6 | 6 | < | 6 | 6 | 6.5 |
| 73. Knowing the applications of company products/services | 7 | 7 | 6 | 7 | 7 | 6.75 | < | 6.5 | 7 | 7 |
| 74. Knowing abreast of the company’s production and technological developments | 6 | 7 | 5 | 6 | 7 | 6 | < | 6 | 6 | 6.5 |
| 75.–78. REP’S JOB PERFORMANCE: b) BEHAVIOURAL PERFORMANCE: ADAPTIVENESS | ||||||||||
| 75. Experimenting with different export sales approaches | 7 | 6 | 6 | 3 | 5 | 5.25 | < | 6 | 7 | 4 |
| 76. Being flexible in the selling approaches used | 7 | 7 | 5 | 3 | 6 | 5.25 | < | 6 | 7 | 4.5 |
| 77. Adapting export selling approaches from one customer to another | 7 | 7 | 5 | 6 | 6 | 6 | < | 6 | 7 | 6 |
| 78. Varying export sales style from situation to situation | 7 | 6 | 3 | 6 | 6 | 5.5 | < | 4.5 | 7 | 6 |
| 79.–83. REP’S JOB PERFORMANCE: b) BEHAVIOURAL PERFORMANCE: TEAMWORK | ||||||||||
| 79. Generating considerable export sales volume for team export sales (export sales made jointly by two or more export sales reps) | 6 | 6 | 2 | 5 | 2 | 3.75 | < | 4 | 6 | 3.5 |
| 80. Building strong working relationships with other people in the company | 5 | 7 | 2 | 5 | 3 | 4.25 | < | 4.5 | 5 | 4 |
| 81. Working closely with non-sales employees to place export sales orders | 6 | 7 | 7 | 4 | 4 | 5.25 | < | 7 | 6 | 4 |
| 82. Co-ordinating with other company employees to handle post export sales problems and service | 7 | 7 | 5 | 4 | 5 | 5.25 | < | 6 | 7 | 4.5 |
| 83. Discussing selling strategies with people from various departments | 6 | 6 | 6 | 5 | 4 | 5.25 | < | 6 | 6 | 4.5 |
| 84.–87. REP’S JOB PERFORMANCE: b) BEHAVIOURAL PERFORMANCE: PLANNING | ||||||||||
| 84. Planning each export sales call | 6 | 7 | 6 | 5 | 4 | 5.25 | < | 6.5 | 6 | 4.5 |
| 85. Planning export sales strategies for each customer | 6 | 7 | 4 | 6 | 4 | 5 | < | 5.5 | 6 | 5 |
| 86. Planning coverage of assigned territory/customer coverage | 5 | 6 | 5 | 4 | 6 | 5 | < | 5.5 | 5 | 5 |
| 87. Planning daily activities | 4 | 7 | 3 | 3 | 6 | 4 | < | 5 | 4 | 4.5 |
| 88.–93. REP’S JOB PERFORMANCE: b) BEHAVIOURAL PERFORMANCE: SUPPORT | ||||||||||
| 88. Providing after-sales service | 6 | 7 | 5 | 6 | 6 | 5.75 | < | 6 | 6 | 6 |
| 89. Checking on product delivery | 5 | 7 | 6 | 4 | 5 | 5 | < | 6.5 | 5 | 4.5 |
| 90. Handling customer complaints | 7 | 6 | 5 | 6 | 5 | 5.75 | < | 5.5 | 7 | 5.5 |
| 91. Following-up on product use | 7 | 7 | 5 | 3 | 5 | 5 | < | 6 | 7 | 4 |
| 92. Troubleshooting on application problems | 7 | 6 | 5 | 6 | 6 | 6 | = | 5.5 | 7 | 4 |
| 93. Analysing product use experience to identify new product/service ideas | 7 | 6 | 5 | 6 | 6 | 6 | = | 5.5 | 7 | 6 |
| 94.–97. ORGANISATIONAL CAPABILITIES: BUSINESS IDENTIFICATION | ||||||||||
| 94. Locating/analysing potential foreign markets | 5 | 7 | 7 | 2 | 7 | 5.25 | < | 7 | 5 | 4.5 |
| 95. Identifying attractive foreign business opportunities | 6 | 7 | 7 | 3 | 6 | 5.5 | < | 7 | 6 | 4.5 |
| 96. Contacting prospective foreign customers | 6 | 7 | 6 | 3 | 7 | 5.5 | < | 6.5 | 6 | 5 |
| 97. Acquiring specialised information in foreign markets | 7 | 7 | 7 | 5 | 7 | 6.5 | < | 7 | 7 | 6 |
| 98.–101. ORGANISATIONAL CAPABILITIES: RELATIONSHIP-BUILDING | ||||||||||
| 98. Understanding overseas customer requirements | 7 | 7 | 6 | 6 | 6 | 6.25 | < | 6.5 | 7 | 6 |
| 99. Obtaining reliable representation in foreign markets | 6 | 7 | 7 | 6 | 6 | 6.25 | < | 7 | 6 | 6 |
| 100. Establishing business ties with other organisations in foreign markets | 5 | 6 | 6 | 2 | 7 | 5 | < | 6 | 5 | 4.5 |
| 101. Establishing and maintaining close supplier relationships | 6 | 7 | 6 | 5 | 5 | 5.5 | < | 6.5 | 6 | 5 |
| 102.–105. ORGANISATIONAL CAPABILITIES: INNOVATION | ||||||||||
| 102. Adopting new methods and ideas in the production process | 6 | 6 | 4 | 6 | 6 | 5.5 | < | 5 | 6 | 6 |
| 103. Developing new/innovative products for foreign markets | 7 | 6 | 5 | 4 | 6 | 5.5 | < | 5.5 | 7 | 5 |
| 104. Adopting innovative export marketing techniques and methods | 5 | 7 | 5 | 5 | 6 | 5.25 | < | 6 | 5 | 5.5 |
| 105. Sensing trends and competitors’ movements in other markets | 5 | 7 | 5 | 6 | 6 | 5.5 | < | 6 | 5 | 6 |
Notes:
*The numbers in italics show which group of companies is important the medium BG (company B) or the small BGs (companies A, C, D and E)
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