PurposeThis paper seeks to provide an overview of the concept of “localization” of human resources in Qatar. Relative to the rest of the Gulf Cooperation Council countries (GCCCs), economic development began late in Qatar due to political and economic factors such as the influx of an immigrant labour force and changes in the education system. Now, with one of the fastest growing economies in the world, and the highest per capita income, Qatar has vigorously embraced rapid economic expansion. However, in a small country awash with natural resources, and with a population engulfed by expatriates, the issue of “localization” is a pressing economic and social issue.Design/methodology/approachThis paper reviews the national human resource situation in this atypical context, and seeks to determine the factors that impact on “localization” in this small, yet important Gulf nation.FindingsThere are some common barriers to “localization” throughout the GCCCs. These can be summarized as: an inefficient quota system; a culture that is focused more on prestige than performance; strict cultural practices concerning women in the workforce; education systems that are not market driven; and an inequitable social contract and distribution of oil and natural gas wealth in the GCCCs.Originality/valueWhile much attention has been directed to the concept of “localization” in developing countries, “Qatarization” has received no attention in the scholarly literature, despite the resounding political and economic role that Qatar has in the GCCCs.
PurposeThis paper aims to investigate whether this savored relationship goal within business‐to‐business selling will survive through this century's formidable stumbling blocks. The fundamental question may very well be, if not the present sales model(s) then is it time to formulate a new sales models?Design/methodology/approachThe research examines the relevant sales challenge elements and sales beneficial factors as components of a new sales return on investment (ROI) model. This has generated a series of subordinate research objectives, which attempt to rationalize the contribution and weighted value of each of the modeled elements. The use of secondary research reveals a consistent thread of relationship‐selling challenges for sales teams.FindingsClient management and sales are key functions in most organizations, and companies are increasingly realizing the importance of preserving and developing relationships with their existing clients, in addition to developing new clients. The challenge is to manage customers strategically, by constantly expanding the scope of the offering and the strength of the impact on the customer's business performance. Achieving differentiation with strategic customers requires new buyer‐seller relationship strategies that assist customers in implementing their own strategies. The capability to manage strategic customer relationships as the most critical assets in the business remains elusive.Research limitations/implicationsEffective salesperson follow‐up would logically include specific components designed to interact, connect, know, and relate with their customers: interact – the sales person acts to maximize the number of critical encounters; connect – the salesperson maintains contact with the multiple individuals in the buying; know – the salesperson coordinates and interprets the information gathered; relate – the salesperson applies relevant understanding and insight to create value‐added interactions.Practical implicationsThe contribution of this paper have been directored towards offering sales and marketing organizations the foundational elements of a grass‐roots ROI modeling technique to apply towards their respective sales endeavors. This author believes that successful implementation of these key factors should enable sales teams and their sale management to achieve their respective institutional sales, client, and growth targets.Originality/valueThis paper adds to the subject knowledge of sales and sales techniques by creating new sales models, which address the twenty‐first century marketing environment challenges.
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