CMAA’s member survey program.doc

cmaas member survey programsubmitted by ma weijingstudent id numberupervised by li baoronga paper submitted in partial fulfillment of the requirements of the degree of bachelor of artsthe institute of online educationbeijing foreign studies university北京外国语大学网络教育学院学士学位论文诚信声明本人郑重声明： 所呈交的学士学位论文，是本人在导师的指导下，独立进行研究工作所取得的成果。论文所涉及的项目为本人亲自负责或者参与实施的项目。除文中已经注明引用的内容外，本论文不含任何其他个人或集体已经发表或撰写过的作品成果。本人完全了解本声明的法律结果由本人承担。学士学位论文作者签名： 马卫京日期： 2008年11月28 日论 文 摘 要全国工商联并购公会成立于2004年，是一家跨行业非营利性服务机构，其会员主要由诸如投资银行，律师事务所，会计事务所和咨询机构等金融服务机构构成。本协会的主要工作是为会员提供并购相关的服务，以帮助会员发现更多的商业机会，使其在同行业竞争中处于优势。由于会员每年需要向协会交纳一定数量的会费，所以当会员对我协会服务感到不满时，就有可终止会员身份，转向其它服务协会。我们认识到，只有增进客户与中国并购协会的相互了解，才能更好的为会员提供服务，使中并协更好的发展。为了达到这一目的，我会启动了一项客户调查计划：从近百名会员企业中挑选中8家不同行业的领导企业，对每家企业进行两天的企业内部调研；同时，对调研企业进行关于协会服务内容的培训。预期此项目将改善协会与会员的相互理解，会员对协会的服务业需求量会有全面增长；尤其在信息共享服务方面，协会的信息共享平台将更有效的为会员提供商业机会。08年9月，协会向40家会员企业发出第一份问卷调查，收集会员对企业内部调研计划的反应。在收回的37份问卷中，几乎全部企业愿意接受关于中并协服务内容培训，27家企业对此项调查持欢迎态度， 其中9家企业为项目提供了相当理想的调研岗位。通过swot的分析方法，作者认为：企业希望增加对中并协的了解，此项目的时机成熟，预期项目收效良好。在综合考虑了人力，财力和风险等因素后，制订了详细的项目时间表和项目监督计划，并以此为据实施了调研计划。调研结束后的两个月中，中并协的服务量有了明显的全面提升。在最受关注的信息共享方面，网上信息平台的流量，共享量和利用量都有了明显的提升。这说明此项目达到了预期的目的。通过对观测数据和问卷二的更深层分析，发掘并明确的中国并购协会的主打服务，并且在此基础上为协会未来工作、提出了合理的建议。关键词： 会员调查; 并购; 信息共享abstractfounded in 2004, china merge & acquisition associations an none-profit association, most members of which engage in such financial service institute as investigation bank, law office and consulting co. the cmaa provides m&a services to help members find business opportunities. however, members may try quitting and turn to other association once they feel that the cmaas services does not worth the member due they paid. its well realized that only by improving mutual understanding between cmaa and its members can the association provide better service to achieve further development.we started an survey program to improve mutual understanding. a two-day survey was carried out in each 8 leading member companies selected from different industry. free lecture about cmaas service was provided the same time during the survey. this program will hopefully help cmaa understanding its members needs better, and bring an over-all growth of the members service need. most important of all, an instant improvement will be probably seen in information sharing, which offer members with more business opportunities.we sent out 40 copies of questionnaire i to see if such survey was welcomed by members in september, 2008. 37 copies was returned. almost all of the companies showed interest in lecture about cmaa service. 27 out of 37 companies would like to take part in the survey, and 9 of them provided fairly good survey post. by swot analyze method, we hold the idea that members showed strong will to know about cmaa, which implied that it was a perfect time for the survey, and the program would probably turn out to be good. considering both human resource and financial support, a serious time table and monitoring plan was made. the survey program was successful. during the first two week after the survey, cmaa gained an overall growth in service needs. both official site traffic and information shared had undergone a whopping growth. the program is a successful one also in that it suggested the no.1 service of cmaa and reasonable future plan. key words: member survey; merge & acquisition; information sharingtable of contentspages1. introduction 2. project problem identification and analysis 2.1 project problem identification 2.2 problem analysis 2.2.1 cmaas current situation 2.2.2 human resource and financial resource analysis 2.2.2 needs and wants analysis2.2.3 swot analysis 2.3 results of problem analysis3. project objective and hypothesis 3.1 project objective 3.2 project hypothesis4. project rationale5. project design 5.1planning activity5.1.1 activities with time-scale 5.1.2 people involved and their responsibilities 5.2 cost 5.3 risks analysis 5.4 management and control 6. project implementation7. results and discussion 7.1 data presentation7.1 program feasibility survey presentation 7.2 data presentation after the survey 7.3 potential costumer 7.2 discussion7.1.1 programs success7.1.2 no.1 service of cmaa7.1.3 future suggestion 7.3 further plan8. conclusionbibliographyappendix i. appendix ii. appendix iii. cmaas service improvement program based on member survey1. introduction china mergers & acquisitions association (cmaa) was founded in 2004. cmaas a none-profit association with most of its incomes being members backup and membership. due to establish a platform whereby members can co-operate and share their resources of various m&a businesses in china is the most important aim of cmaa. the author is the assistant of chairman of china mergers and acquisitions association.cmaa provide various services for members on m&a business. the most valued services are the “on-line information sharing platform” and “member express”. other services include consulting, business inviting, training course, case study and so on.the members of cmaa include law office, consulting co., investigation bank, accountant office and other financial service company. members join the association to seek more business opportunities, and view the association as a helping hand. in return, the members pay member dues each year to maintain membership according to their stipulation.with the great development of china, needs for m&a business service became increasingly great, other none-profit service association became more and more competitive. cmaa felt an instant need to improve our service to keep members from turning to other associations. by j. davidson frames work the new project management, understanding about customers need is the key element of any service business. it was believed that if the service company/institute knows well about the customs needs, their business can probably be successful. so the author started improving cmaas services by trying to propel mutual understanding between members and the association. the author planed to select 8 members leading in their own industry and send cmaa people to each member for a 2-day survey and a lecture on cmaas service. it was expected that the survey can greatly improve mutual understanding, so that the services needs would probably undergo an overall growth, especially the number of information shared by members on the on-line information sharing platform could gain a rapid increase.the author sent 40 copies of questionnaires to see if members welcome such survey before making serious plan. based on the information of the questionnaires, the author decided that cmaa members also showed strong wills to understand the association. the program would probably turn out to be good. considering both human resource and financial support, a serious time table and monitoring plan was made. another 8 copies of questionnaire ii would be sent to members participating in this program to see if the program helped understanding about the cmaa. it was expected that cmaa could greatly improve its services and probably observe an overall growth in service needs. most important of all, the on-line information sharing platform would be more effective in that it could provide an increasing number of business information from members.2. problem identification and analysis2.1 problem identificationchina merge & acquisition association (cmaa) is a none-profit association providing various services for members on m&a business. cmaa is facing some problems due to the fierce competition among none-profit association. the author is the assistant of chairman of cmaa and was in charge of the program to solve this problemwith the development of china, needs for m&a business service have undergone a rapid growth, and other none-profit service association became more and more competitive. cmaa worried that members might quit and turn into other association. cmaa felt an instant need to improve its service to maintain the members loyalty.to maintain members loyalty, the author thinks cmaa must improve mutual understanding between the association and its members. only by know each other well can the cmaa take appropriate provide better service, and the members can make better use of the associations service. its expected that a survey on members could greatly improve mutual understanding, and therefore the association would be able to provide better service to maintain its members.2.2 program analysis2.2.1 cmaas current situationl human resourcesthere are 8 staffs in secretariat. they are busy with daily work and in four departments:1. marketing department (2 person), responsible for media coverage, forum arranging,website update, communication with government sector;2. edition department (2 person), responsible for the editing work for financial magazine monthly; 3. research and development (1 person) department, responsible for data protection in search and edition of m&a year book;4. member service department (2 person), responsible for member service and daily communication.and i am the assistant to the chairman, and i am responsible for the management of the secretariat daily operation.totally five people will be involved in the survey project. i am the project manager in charge of the implementation of the whole project. my 4 co-workers will be divided into two groups; each group will visit 4 members for their survey task.the everyday work is busy. every department has its daily work, and when some large and emergency fair happened, every staff will work together as a group. so a balance among departments should be very important. from october to the end of year is the peak season in our association, we have more time to arrange this survey which will last 6 weeks. for the survey, there will be 4 staff off the office and daily work for 6 weeks. and the work of the 4 staff will be covered by other staff. as the project manger， i will make a specific proposal so as not to influence the association daily operation, to avoid the risk, and finally get the permission from the chairman.l financial resourcesin our association, almost each project has a budget controlled by chairman. the chairman will plan man hours and project team members will charge actual man hours to the project they worked in. for this survey project, the cost will be charged to the on going 8 member companies. with the support of our secretariat office, a six-week survey is decided to carry out immediately for the 8 member companies start from november 1st 2008. before the survey started, the pre-calculation of the project cost is made as follows:total man hours will be used for the survey240 hrs/personx5 people*=1200 man hrs(*5 people = 1 project manager + 4 staff)total man hours will be charged to each project1200 man hrs8 survey (company)=150 man hrs/surve2.2.2 needs and wants analysis because the survey may require participation of the member companies, we would really like to see if cmaa members welcome such survey. if the surveys not welcomed, the program will probably fail, which means the program should be redesigned. a questionnaire (appendix i) covering question about the survey was designed and sent to 40 members. in about one week, 37 out of 40 copies was returned. they were sorted and carefully analyzed.the result showed that almost all of the companies showed interest in lecture about cmaa service. 27 out of 37 companies would like to take part in the survey, and 9 of them provided fairly good survey post. its clear that members showed strong will to know about cmaa and were willing to participate in the survey, which implied that it was a perfect time for the survey, and the program would probably turn out to be good. 2.2.3 swot analysisbased on the results of situation analysis and needs analysis of the association, the author came up with the following swot analysis: strengthsweaknesses young, energetic, and friendly staff good reputation support from the chairman interest of the members to know about the cmaa proper survey post offered by member lack of understanding between cmaa and its member. a short in human resource a limit in time limited budge no systematic survey mechanismopportunitiesthreats trust and understanding from member companies possible ideas for development possible future members rivals have advanced services, new style of management and marketing strategy loss of members to rivals an unforeseen rise in costthe programs ultimate goal is to overcome the first weakness, namely to improve mutual understanding between the association and its members. to achieve this goal, the association needs to deal appropriately with all of its weaknesses as well as some threats. if the sunny fitness center can make good use of its strengths (young ,energetic, and friendly staff; good reputation; support from the chairman; interest of the members to know about the cmaa; proper survey post offered by member), grasp some golden opportunities (trust and understanding from member companies; possible ideas for development; possible future members), avoid the threats (rivals have advanced services, new style of management and marketing strategy; loss of members to rivals; an unforeseen rise in cost), and overcome its weaknesses (lack of understanding between cmaa and its member; a short in human resource; a limit in time; limited budge; no systematic survey mechanism), the program will probably succeed.3. project objective and hypothesis3.1 project objectivecmaas worried about members quitting and their turning into cmaas rivals. the programs goal is to improve mutual understanding between cmaa and its members, therefore cmaa will be able to provide better service to maintain its members.3.2 project hypothesis it was expected that the association will be able to provide more effective and valuable services for members. an overall growth in service needs would be seen. information sharing among members would undergo an rapid growth as well.4. project rationalethis paper has consulted a number of relevant literature and works so that the project has a sound theoretical basis. the necessity is not only practical in reality but also it has lots of theories to underpin it.firstly, for better communication between partners, the book shaff, robert. (2003). preserving business partnerships. retrieved from the web on september 28, 2006, from . this article basically summarizes just how common it is for conflict to destroy a business partnership. many “partners” are friends before they become partners in business. they establish a company to pursue like goals and passion for their work. the article also identifies what it claims to be the major component for partner conflict lack of communication. the author recommends setting aside time on a daily basis (morning coffee) to openly discuss business objectives, the state of the business and personal feelings. the author also recommends that if all else fails find a facilitator to assist with the dispute. morgan, david l. (1988) focus groups as qualitative research. newbury park: sage.indicated that “focus groups (= focussed group interviews) are a regular tool for market research. they are one of a series of techniques which can begin in open-ended fashion and the become more focussed as they progress. they can be used for qualitative research generally, as this practical account demonstrates. in some respects they combine some of the advantages of interviewing in focussing the discussion, while collecting information in a social situation rather than from an individual informant. walker, robert, ed. (1985) applied qualitative research. gower, aldershot.as well as presenting some general principles of qualitative research, this collection of papers describes some particular techniques. those addressed include depth interviews, group interviews, participant observation, and projective techniques in market research. there is a final paper on evaluation qualitative research.bellenger, danny, bernhardt, kenneth l., and goldstucker, jac l. (1976) qualitative research in marketing. chicago: american marketing association.many marketing research techniques can be pressed into service for action research generally.brown, l. david (1993) social change through collective reflection with asian nongovernmental development organisations. human relations, 46(2), 249-293.brown identifies two action research traditions. the southern tradition focusses on empowering disenfranchised groups. the northern uses a problem solving approach in organisational change. his paper reports the use of a mixed approach in working with ngos. he gives attention to values and ideology, participation, and joint enquiry.5. project design5.1 planning activity 5.1.1 activities with time-scaleit will take about 6 weeks to implement the project. by the end of week one: 1) preparing the proposal of the survey2) apply the budget3) get the budget approval by the end of week two:1) confirming the final 8 target companies 2) assigning the working group3) analysis the needs and wants and the staff make some preparation of the surveyby the end of week three:1 ) starting the survey for 2 companies 2) get the feedback from the company3) analysis the feedback and preparing for the conclusion of the final survey4) the staff makes some preparation for the next company surveyby the end of week