survey

X



Thank you for your participation!
For any further information
please contact hrsurvey2007@CH-ina.com

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Thank you for participating in the HR Survey 2007! We look forward to bringing valuable results for the success of your organization.

You may take as much time as needed to complete the online questionnaire as long as you do not close the window. We estimate that it takes 30 to 45 minutes to complete.

Your progress in filling the questionnaire is visualized in the percentage bar above.

In order to have consistency and quality throughout the survey we kindly request the subsidiary's senior manager directly involved with HR management to answer the questionnaire (GM, Admin Manager or CFO, Operations Manager, other top manager in charge).

For good communication:

So that we all have the same understanding of words and concepts, we have given definitions to the main concepts and those that can easily have different meanings.

Kindly mouse over the underlined words to see the definition we use in this survey.

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Confidentiality of data:

All data that allows the identification of the company or the respondent participating in the survey will be available to Geneva University and its researcher only and anonymized by him for publication, or subsequent review by other researchers.

Geneva University and its researcher are under a non-disclosure agreement with respect to the information that would allow identification of survey answers.

Additionally, respondents to the questionnaire are free to remain 100% anonymous. In order to provide the results of the survey, we need an e-mail address, at least.

A.Initial information
A.1 Are you?	General Manager of the subsidiary Operations Manager of the subsidiary Admin Manager/ CFO of the subsidiary
Other please specify
A.1.2 Are you ?	Expatriate (sent over by your Swiss mother company) Locally recruited foreigner (passport holder) Hong Kong, Macao or Taiwan resident Chinese with experience abroad (more than one year) Local Chinese
A.1.3 Is your subsidiariy a?	Equity Joint Venture Contractual Joint Venture Wholly Owned Foreign Enterprise Foreign Enterprises limited by share Representative Office Virtual Office
A.1.4 Where is your subsidiary located (please insert zip code)?
A.1.5 When was your subsidiary founded?
A.1.6 What percentage of your group's turnover does your subsidiary represent?	%
A.1.7 How much is your group's total turnover (in millions of US$)?

B. Top Management
B.1 Kindly describe the origins of the top management in your subsidiary in China
Expatriate (sent over by the swiss mother company)	% of top management
Locally recruited foreign (passport holder)	%
Hong Kong, Macao or Taiwan resident	%
A Chinese national with work experience abroad (one year or more)	%
A Chinese national without career experience abroad	%

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C.Subsidiary Activity

Research shows that HR management depends often on the type of activity of an organization.

For example, the selection and management of personnel may be different for a sales and distribution company, a production plant or a purchasing office.

In order to understand the activity of your organization we have devised the following set of questions, taking into account the different possibilities:

•   Selling (as an independent activity, not selling to group companies, that is generating own clients and sales)

•   Producing

•   Sourcing/purchasing (as an economic activity, not for the own production)

We also are interested to know if you are dealing with goods or services, business to business (B2B) or business to consumers (B2C).

To define the relative importance of different activities of your organization, we would like to have the proportion of people involved in these 3 different activities (or even better if possible, the proportion of these people’s cost to your organization). (A general approximation will suffice. There is no need to provide detailed HR costs.)

In terms of your activities with the purpose of deriving direct returns
C.1 Are you selling (goods or services) to others than group companies?	Yes No
C.1.1 What percentage of your subsidiary's activities in China does selling represent compared to purchasing for others and producing (in amount of work)?	%
C.1.2 What are you selling (please select)?	Goods Services
C.1.3 Are you selling your (goods or services) to others companies (B2B) or to private costumers (B2C)?	B2B B2C
C.2 Are you producing (goods or services)?	Yes No
C.2.1 What percentage of your subsidiary activities does producing (in amount of work) represent, compared to other activities (i.e. purchasing for others, selling to others than group companies)?	%
C.2.2 What are you producing (please select)?	Goods Services
C.3 Are you also purchasing for other companies other than yours?	Yes No
C.3.1 What percentage of your subsidiary's activities in China (in amount of work)does purchasing for others represent (compared to producing, selling to others than group companies)?	%
C.3.2 What are you purchasing?	Goods Services

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D.HR management evaluation

Human resources management is usually measured using the followings dimensions: commitment, competence, cost-effectiveness, and congruence

D.1
Compared to your objectives and to other similar companies you know in China, how satisfied are you with your Chinese employees commitment to the subsidiary?

Highly satisfied	Satisfied	Neither/ nor	Not satisfied	Highly unsatisfied	Prefer not to answer	Don't know

D.2
Compared to your objectives and to other similar companies you know in China, how satisfied are you with your Chinese employees competencies?

Highly satisfied	Satisfied	Neither/ nor	Not satisfied	Highly unsatisfied	Prefer not to answer	Don't know

D.2.1
Since you are generally not highly satisfied, in your opinion is it due to?

Lack in the educational system

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Lack of skills and experience.

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Lack of intelligence and ability to learn

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Lack in personal/family education (not optimal attitude/ personality)

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Lack in ability to adjust to the company culture (e.g. lack of exposure to foreign companies)

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Others, please specify

How important (if specified) are these "others" factors

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

D.3
Compared to your objectives and to other similar companies you know in China, how satisfied are you with your Chinese employees cost-effectiveness ?

Highly satisfied	Satisfied	Neither/ nor	Not satisfied	Highly unsatisfied	Prefer not to answer	Don't know

D.3.1
Since you are generally not highly satisfied, in your opinion is it due to?

Employees are not competent enough to be very productive (see above elements defining competence)

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Employees are not working hard enough

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Employees salaries are comparatively too high

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Others, please specify

How important (if specified) are these "others" factors

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

D.4
Compared to your objectives and to other similar companies you know in China, how satisfied are you with your Chinese employees congruence , i.e. their suitability to their given task, and the suitability of their values with the company culture?

Highly satisfied	Satisfied	Neither/ nor	Not satisfied	Highly unsatisfied	Prefer not to answer	Don't know

D.4.1
Since you are generally not highly satisfied, in your opinion is it due to?

Poor availability of needed profiles

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Improper HR selection process

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Not optimal internal organization (improper assignment of HR to tasks

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Insufficient internal training

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Insufficient internal HR management ability/resources

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Others, please specify

How important (if specified) are these "others" factors

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

D.5
How important an issue was Human Resources Mangemement considered in the early phase of the set up of your subsidiary?

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

D.6
How important is it now?

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

D.7
Do you have a Human Resources Department in your subsidiary?

Yes No

D.7.3
What are your HR department functions in your subsidiary?

Search of personnel

Assess/evaluate

Select

Hire

Train

Define HR management and incentive systems

Set individual goals

Manager career plan

Improve work atmosphere, team work, etc

Keep personal contact with employees

Other, please specify

If not HR management is?

D.7.1
Outsourced to specialised companies?

Yes No

If outsourced why?

Cost-effectiveness

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Specialized companies have a better understanding of the Chinese environment and do a more professional job

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Not enough management time to supervise an HR department to a professional level or want to affect management time in priority to other aspects

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Other, please specify

How important (if specified) are these "others" factors ?

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

D.7.2
Outsourced to another group entity (e.g. Holding Company)

Yes No

If outsourced to another entity why? Because of?

Cost-effectiveness

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Specialized companies have a better understanding of the Chinese environment and do a more professional job

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Not enough management time to supervise an HR department to a professional level or want to affect management time in priority to other aspects

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Other, please specify

How important (if specified) are these "others" factors ?

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

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E.Labor situation

E.1
Excluding reorganisation (turnover forced by internal reorganization decisions) how much is your normal operations employee turnover?(how many employees do you replace every year as a percentage of the total)

%

Describe the employee turnover in your subsidiary

E.1.1
How is your subsidiary employees turnover compared to your mother company in Switzerland?

Quite higher	A bit higher	Quite similar	A bit lower	Quite lower	Prefer not to answer	Don't know

E.1.2
How is your subsidiary employees turnover compared to your industry in China?

Quite higher	A bit higher	Quite similar	A bit lower	Quite lower	Prefer not to answer	Don't know

E.1.3
How is your subsidiary employees tutnover compared to other group subsidiaries or others Swiss companies in China you know of?

Quite higher	A bit higher	Quite similar	A bit lower	Quite lower	Prefer not to answer	Don't know

E.1.4
Compared to any other comparable foreign companies in China you know of?

Quite higher	A bit higher	Quite similar	A bit lower	Quite lower	Prefer not to answer	Don't know

E.2
If you estimate that your turnover ratio is not quite similar to your particular industry segment in China, how important are these factors?

Poor HR selection process

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

Poor HR training

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

Local HR overall quality not suitable

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

Poor HR management process

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

Type of your subsidiaries activities (e.g. dirty or noisy environment, unattractive industry like textiles)

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

Employees changing jobs regularly as a matter of principle or usual practice for career development to get experience with other companies

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

Lack of confidence of employees towards company development and potential success

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

E.2.1
Still in case if you estimate that your employee turnover is high, how important is your subsidiary misevaluation of?

a) Company needs

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

b) Employees knowledge, skills & experience

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

c) Employee's attitude & personality

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

d) Ability to learn and adjust to culture fast enough

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

E.2.2
Still in case if you estimate that your employee turnover is high how important are the following reasons? (Attention to employees non-financial interest)

a) Not enough delegation of responsibilities

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

b) Not enough opportunities for internal promotion

key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

c) Not enough opportunities to learn on the job (doing new tasks)

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

d) Allocation of jobs and tasks does not suit the employee's skills

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

E.2.3
Still in case if you estimate that the your employee turnover is high, how important are the following reasons? (Retention measures)

a) Too little attention is paid to career planning of employees

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

b) Opportunities of getting formal training are too low

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

c) Not enough efforts are made to develop feeling of belonging to the subsidiary

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

Others, please specify

How important (if specified) are these "others" factors?

Key	Very imp.	Important	Not very imp.	Irrelevant	Prefer not to answer	Don't know

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E.3
How difficult is it to find suitable human resource in your subsidiary for the following positions?

Very difficult	Difficult	Neither/ nor	Easy	Extremely easy	Prefer not to answer	Don't know	We don't have

Very difficult	Difficult	Neither/ nor	Easy	Extremely easy	Prefer not to answer	Don't know	We don't have

Middle managers

Very difficult	Difficult	Neither/ nor	Easy	Extremely easy	Prefer not to answer	Don't know	We don't have

R&D Engineers

Very difficult	Difficult	Neither/ nor	Easy	Extremely easy	Prefer not to answer	Don't know	We don't have

Engineers

Very difficult	Difficult	Neither/ nor	Easy	Extremely easy	Prefer not to answer	Don't know	We don't have

Skilled office clerk

Very difficult	Difficult	Neither/ nor	Easy	Extremely easy	Prefer not to answer	Don't know	We don't have

Very difficult	Difficult	Neither/ nor	Easy	Extremely easy	Prefer not to answer	Don't know	We don't have

Skilled workers

Very difficult	Difficult	Neither/ nor	Easy	Extremely easy	Prefer not to answer	Don't know	We don't have

Unskilled workers

Very difficult	Difficult	Neither/ nor	Easy	Extremely easy	Prefer not to answer	Don't know	We don't have

E.4 How do these reasons relate to difficulty in finding personnel for your subsidiary?

The academic training is not up to desired level

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Attitude and personality is not up to desired level

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Experience is not up to desired level

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Technical or business skills do not meet needs

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Ability to adjust to the local company culture is insufficient

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Intelligence is not up to desired level

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Ability to learn new skills is insufficient

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

The profile is available but is not cost-effective

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

Others, please specify

How important (if specified) are these "others" factors?

Strongly agree	Agree	Neither/ nor	Disagree	Strongly disagree	Prefer not to answer	Don't know

0%	10%	20%	30%	40%	50%	60%	70%	80%	90%	100%

F.HRM policy and success factors

F.1
Which are the HRM success factors for your subsidiary ?

Location in China (available pool of labor)

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Attractiveness of industry and subsidiary activity

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Compensation and benefits (monetary and other material benefits)

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Enterprise culture environment (atmosphere, structure, work environment, premises and equipments quality)

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Company reputation and name

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Training programs

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Ability to adjust employees to tasks and teams

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Fair and equitable treatment

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Performance management and incentive systems

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Generating sense of belonging to the company (company events, caring about employees ,...)

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Possibility for employees to achieve (delegation of responsibility, providing good support for execution)

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Careful job design and good organization in the company

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Company growth (to generate position opportunities, sense of success)

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Generating internal competition among employee

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Others, please specify

How important (if specified) are these "other" factors

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

F.2
Can you provide 3 to 7 key concepts defining your local company culture (please specify)?

F.2.1
How close is your local company's culture compared to your mother companys culture?

Quite distant	Fare distant	Rather distant	Neither/ nor	Close	Prefer not to answer	Don't know

F.2.2
How would you judge the difference between the mother company's culture and your subsidiary's culture?

An imp. adv.	An advantage	Neither/ nor	A disadvantage	An imp. disad.	Prefer not to answer	Don't know

F.2.3
How would you estimate (by percentage) the degree of understanding from the mother company in Switzerland, of your subsidiary market segment and bussines environment in China? (100% being a total understanding, 0% being a total lack of understanding)

%

0%	10%	20%	30%	40%	50%	60%	70%	80%	90%	100%

F.3
How importantly the facts below define the HRM policy of your subsidiary?

National and local laws

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

National and local environment (social structure and business methods in the Chinese society)

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Group or mother company culture

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Subsidiary activity (selling, producing purchasing, B2B, B2C....)

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Others, please specify

How important (if specified) are these "other" factors?

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

G.Recruitment

G.1
How do you usually recruit? (multiple selection possible)

	Advertisement in online or paper media	Through an executive research firm	Through personal networking	Other please specify
Top managers
Managers
Middle managers
R&D engineers
Engineers
Technicians and skilled office clerk
Skilled workers
Unskilled workers

G.2
Do you wish to have less foreign employees in your subsidiary ?

Yes No We don't have many

If yes, why?

To reduce costs

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Chinese skilled managers, engineers, and technicians are more and more suitable for our operation

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Chinese with suitable experience abroad are more available and can replace foreigners

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Managing foreigners in a Chinese environment is more difficult

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Foreigners do not adapt well to our local company culture

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Foreigners create perception of unequal situations among Chinese staff (higher salaries, use of resources, apparent lower level of contribution, not as hard working, etc ?

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Others, please specify:

How important (if specified) are these "others" factors?

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

G.3
In your subsidiary, do you have specific management regulations which describe the human resource management?

Yes No

G.3.1 Among the following HRM areas, please tick all the items that the above mentioned regulation(s) deal(s) with
Responsibilities/goal setting, performance management and incentives
Role of central HRM body
Remuneration/wage levels
Setting company culture and code of conduct
Training/career development
Retirement, pension
Others, please specify

0%	10%	20%	30%	40%	50%	60%	70%	80%	90%	100%

H.Motivation of employees

H.1
Do you purposefully try to generate personal/emotional attachment to the company?

Yes No

How important are?

Company events

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Frequent personal contacts with HR department staff

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Frequent personal contact with Top Management

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Public recognition (in front of other employees)

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

If others, please specify

How important (if specified) are these "others" factors

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

H.2
Do you have internal training programs?

Yes No

How important are they for the Top management?

Top management?

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	No program

Management?

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	No program

Middle management?

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	No program

R&D engineers?

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	No program

Engineers?

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	No program

Technicians?

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	No program

Skilled workers?

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	No program

Unskilled workers?

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	No program

We are grateful if you answer the two questions below (I. and J.) but they are not necessary. I.Size and internationalization of the group, please enter:
Number of entities worldwide
Number of production entities worldwide
Number of sales entities worldwide
Number of agents worldwide
Number of purchasing entities worldwide
Number of entities in Switzerland
Number of production entities in Switzerland
Number of sales entities in Switzerland
Number of purchasing entities in Switzerland
Number of entities in China
Number of production entities in China
Number of sales entities in China
Number of agents in China
Number of purchasing entities China
Number of employees
Number of employees of your subsidiary in China
Number of employee's worldwide
Number of employees in Switzerland
Number of group employees in China

J.Do you have strategic reasons to be in China?

J.1
Deal with/ check foreign competitors progresses

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

J.2
Deal with/ check local competitors progresses

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

J.3
Follow a strategic/important client.

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

J.4 Exploration

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

Other non directly profitable factors for you to be in China (please specify)

If specified, are they?

Key	Very important	Important	Not very Important	Irrelevant	Prefer not to answer	Don't know

How would you rate the importance of the above mentioned strategic reasons compared to your activities in regards to deriving direct returns?

%

K.Thank you for having answered the questionnaire; please feel free to invite other members of your group which might be interested in the results of this study, to participate in this survey. Besides, would you like to participate in further steps of this research during the coming months? (Note: All results of research that would be conducted in your subsidiary will be provided to you as a free assessment of your subsidiary's human resources and management)
a) Interviews with the subsidiary manager(s) (qualitative research).	Yes No Not Sure Yet
b) A questionnaire to employees of the subsidiary (quantitative research).	Yes No Not Sure Yet

L.Kindly input your contact information, so we can send you the results of this survey. The final report will be available in March 2007, free of charge for participants. Without at least your email address it will not be possible for us to give you the results and feedback as described in the introduction of this questionnaire
* Your email address
Your Name
Subsidiary Name
Subsidiary Address
Subsidiary Postal Code
Subsidiary City


* Required field