International projects' changing patterns: Sales engineers' changing roles

Jean-Paul Lemaire

International Business Review, 1996, vol. 5, issue 6, 603-629

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.

Keywords: International; Environment; Changes; International; Projects; International; Accounts; Key; Project; Manager; (KPM); Key; Account; Manager; (KAM) (search for similar items in EconPapers)
Date: 1996
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Citations: View citations in EconPapers (3)

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