The global market of golf equipment and apparel is highly vulnerable to financial swings. The retail giant was struggling with local demand, and decided to grab a share in emerging markets. The eventual goal was to become the market leader in this field. China has become the new destination for luxury goods as the market is expected to reach one third of global demand. The lofty goal in emerging markets requires the crucial factors that are knowledge, experience, and human talent.
Situation
The company had a vision of becoming the market leader in China for golf category. The conglomerate was well established with 7 key categories 44,000 employees and $1.5 billion in net income across 190 countries. The success goes beyond structure, processes, and governance—it arises primarily from talent and experience. The necessary steps were setting up new Business Unit in China and establishing new golf business operations in the market. To do so, the company needs to get talent fully on board with the department executives for sales, product and marketing functions; moreover, the company needs to be led by example in building the courage, trust, and skills for internal entrepreneurship.
Approach
Mapping Ocean
PAR researchers using talent mapping and professional networks prepared list of potential candidates within the industry. We identified several search categories and targeted specific groups that included
1st tier target: Direct Competitive Sports brand (such as performance sports, outdoor sports, sports fashion) approximately 25 companies
2nd tier target: European and American equipment brands (such as golf ball and club company, tennis and badminton brands, bicycle brands) approximately 15 companies
3rd tier target: Related leading consumer brand (such as foreign wine company that the customer behavior is similar to golf industry, golf clubs) approximately 10+ companies
Methods and Process
After Mapping Ocean our consultants shorten the list using proactive professional networking to receive referrals from the top experts in Chinese golf equipment market. Moreover, we used cold call methods to scan potential candidates. After selecting talents from the pool we used several steps to ensure their true potential. PAR consultants interviewed via phone then we invited the best candidates to semi-structured face to face interview with consultants that have several years of experience within the sports retail industry. Moreover, the candidates answered questionnaire that was specifically tailored to the project. Upon our client request the candidates took a personality test that evaluated their character and motivation. In order to ensure the quality of our customer service we organized weekly briefings with the client to review the progress on the project and develop the best solutions. We also presented searching reports to give our client insight on current situation.
Impact and Advantage
From the pool of 50+ companies and 120+ candidates PAR selected 20 potential qualified candidates for the long list, and 7 of them were shortlisted to an interview at client side, and we successfully placed our candidates for the positions: National Sales Director, Senior Business Manager, Product Manager, Retail Marketing Manager, Account Manager, and Regional VM.
PAR achieved 0% of replacement within 6 months.
In our business practices we used research, collaboration with client to deliver high quality standard of services, and our market expertise. With the right talents the company has become not only top 5th golf equipment retailer in China within 2 years from starting the operations, but also the company brand became number one golf apparel provider in China.
In 2015 it is expected that the revenue of star-rated hotels in China will register a growth of approximately 300 billion RMB.
In accordance with China Hotels Industry Report 2012-2015, released by Sino Market Insight, overall sales in the Chinese hotel industry will reach 308.6 billion RMBin 2015.
By the end of Q2 for 2012, there have been 12,280 star-rated hotels in China, including 194 one-star hotels, 3,487 two-star hotels, 5,699 three-star hotels, 2,242 four-star hotels and 658 five-star hotels.
In Q2 of 2012, the total revenue of Chinese star-rated hotels grew 7.5% year-on-year to 60 billion RMB.
The company’s revenue from food & beverage sales amounted toover25billionRMB, accounting for almost 44% of their revenue.
Client Background:
Our client’s company is one of the world's largest hotel companies by room count, with more than 4,400 properties spread throughout more than 100 countries. Its mainstay chain offers mid-market accommodations at over 1,200 locations in the US, Europe, and Asia, along with their 2,100 limited-service locations operated under two different brands. This client also serves the upscale market with two chains, while its other brands offer extended stay services mostly in the US. The company's boutique brand is targeting midscale travelers seeking affordable luxury.PAR, along with the client, has developed solutions for the HR requirements for this expansion.
JD Analysis for this Director:
The director will be responsible for increasing Voice reservations business (revenue) in the Greater China region. Moreover, the executive will be responsible for determining growth strategies in Greater China, including possible CRO (?) locations, outsourcing needs, and product offerings. This person will hold regional responsibility for driving market share through increased Voice channel contribution and positioning growing Voice products. Furthermore, the director will be accountable for developing new products/programs, for sharing the best practices throughout the region, and will be responsible for the implementation of channel. Relationship products and services as well as developing communication, incentives, and/or campaigns to increase channel/PCR awareness and activation will be part of the responsibilities. This position is created to drive the participation in Voice channel products whilst providing regional support for large hotel owners,
owners groups, and strategic properties/clusters to ensure that they are fully leveraging the power of our client.
Big Searching Challenges:
Potential candidates from competitive targets are relevant to take the risk, coz no similar position in the current market;
Difficult to find the benchmark;
Searching Solution:
Combined with customer demand, description, and an analysis of core responsibilities of the position, PAR categorized the candidates according to several key characteristics:
Based on these key points, we analyzed the voice technology market and we also approached candidates with a consulting industry background and understanding of the target company.
We finalized our methodology by targeting the call center outsourcing businesses of foreign companies.
Methods and Process
Our senior consultant of IT industry was very familiar with the call center business.
PAR approached 26 call center outsourcing companies. We have established contacts with 35 candidates who had sales and marketing background, among which 9 expressed their intention to join our client for these positions. We interview 5 most suitable candidates.
We used various channels of communication phone, face to face, video conference in order to reach the best candidates in different locations. Eventually after a series of assessments and evaluations, 2 candidates were selected, and we presented them to our client. The candidates that were not selected remained in our database to be considered for future opportunities.
Finally, our client offered a candidate that had extensive experience in an American call center outsourcing company. He is now doing very well and meets client’s expectation with excellent performance.