Jindi Enterprises primarily sells their heat exchanger units in the low-end residential market. In this market, contractors have power in purchasing HVAC products. In this market price, delivery time, and geographic proximity played instrumental roles in success. Since this business market was smaller, contractor would buy from whom they knew well and had similar cultural identities. The sales management process was more personnel and Zhou Xun, the previous sales manager had a lot of success by developing relationships by wining and dining his customers.
In comparison, Jindi also sells product in the high-end residential market, but that only accounts for 20% of their sales. In this market, connections and credibility obtained the sales business primarily because architectural design firms who selected the vendors handled these projects. Since these projects were more costly, there were strict procedures involved in procurement and selecting vendors. The sales management process in this sector was different than the low end because Ma Rui, the managing director at Jindi handled a majority of these contracts because he had the business relationships and contacts from over the years. This is a major reason why only 20% of their sales are in this market, because Ma Rui handles the workload and it is not dispersed evenly. This is because the stronger ties with architectural firms are needed. A market that Ma Rui wanted to pursue and enter was the industrial market. In this market sales leads were less visible because industrial applications were more complex and hidden throughout the factory. Since heat exchangers were a small part of their production process, the architectural design or consulting firms would stick the vendors they were more familiar with. This market involved more technical knowledge, as the heat exchangers were more involved. A