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International projects' changing patterns: Sales engineers' changing roles

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  • Lemaire, Jean-Paul

Abstract

Dealing with international projects, a reflexion on recent changes of international environment as well as client expectations suggests to emphasize the importance of two additional types of business relationships which tend to complete the "traditional" big international bi-/multi-laterally supported projects scheme: -- (a) big international "self-supporting" projects requiring partnership with client or, even, direct provider's involvement (if not investment), -- (b) big multi-national clients developing a huge range of projects of all size worldwide, with a more or less developed need of integration of sourcing. The key issue for the providers lies, in fact, in the organisation of relationships with existing and potential clients in those two developing types of complex international operations. Hence, it suggests to re-define the company contacts systems with the client and, above all, the role and profile of the sales engineers, traditionally in charge of these responsabilities. The purpose of this article is to evaluate the environmental changes as well as their impact on international project features and to make a first attempt to evaluate the consequences of these changes on coordinators'/managers' profiles.

Suggested Citation

  • Lemaire, Jean-Paul, 1996. "International projects' changing patterns: Sales engineers' changing roles," International Business Review, Elsevier, vol. 5(6), pages 603-629, December.
    • Handle: RePEc:eee:iburev:v:5:y:1996:i:6:p:603-629
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    1. Stuart S T. P. Slatter, 1990. "Strategic marketing variables under conditions of competitive bidding," Strategic Management Journal, Wiley Blackwell, vol. 11(4), pages 309-317, May.
    2. Forsgren, Mats, 1990. "Managing the international multi-centre firm: Case studies from Sweden," European Management Journal, Elsevier, vol. 8(2), pages 261-267, June.
    3. Hadjikhani, Amjad, 1993. "Project marketing and changing relationship," Working Papers 1993:10, Uppsala University, Department of Business Studies.
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    Cited by:

    1. Dahlgren, J. & Söderlund, J., 2001. "Managing inter-firm industrial projects -- on pacing and matching hierarchies," International Business Review, Elsevier, vol. 10(3), pages 305-322, June.
    2. Welch, Catherine, 2005. "Multilateral organisations and international project marketing," International Business Review, Elsevier, vol. 14(3), pages 289-305, June.
    3. Dan Andrews & Chiara Criscuolo, 2013. "Knowledge-Based Capital, Innovation and Resource Allocation," OECD Economics Department Working Papers 1046, OECD Publishing.

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