Sales Management: Motivating the Sales Force
Motivating the sales force is often based on providing the sales force with rewards based on performance and this is an important motivational tool. At the same time, it must be recognized that for this to be effective, other needs must first be taken care of. To investigate this idea further, several motivational theories will be described with each applied to the sales force. This will be followed by a description of how a sales force can best be motivated and what factors need to be present for maximum motivation.

The first motivational theory to be considered is Maslow's hierarchy of needs theory. This theory states that there are five levels of needs that an individual moves through. The first level is physiological needs, which refers to the basic need for food and shelter. The second level is safety needs, which includes having job security. The…...

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Bibliography

Billsberry, J. The Effective Manager: Perspectives and Illustrations. London: Sage, 2000.

Daft, R.L. Management. Fort Worth, TX: Dryden Press, 1997.

Daves, J.L. (2002). Creating a Motivating Environment for Your Employees. Ohio: Youngstown Publishing Co. Retrieved 28 November, 2002. URL:

 http://www.business-survival.com/articles/hresource/motienviro.html

Susi, G. Paolo, G. (2009). The sales function in the twenty-first century: where are we and where do we go from here? European Journal of Marketing. Emerald Group Publishing Limited.
n this journal article the authors investigate the effect of selling strategies on sales performance. They do so by briefly reviewing sales performance journals. This journal article has been chosen because it reveals several selling strategies used both by successful firms as well as those that are unsuccessful. n addition, this article also reveals some of the challenges and problems that are faced when companies adapt incorrect selling strategies. Moghareh, a.G. Mohammad, H. (2009). The effect of selling strategies on sales performance. Business Strategy Series. Emerald Group Publishing Limited

n this journal article the author reviews the intra-regional sales and performance of companies in three regions namely, North America, Europe and Asia. This journal article has been chosen because it helps…...

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In this journal article the author reviews the intra-regional sales and performance of companies in three regions namely, North America, Europe and Asia. This journal article has been chosen because it helps the researcher to start his paper by discussing the current market dynamics and how firms in the three biggest markets of the world are reacting an coping with the changes. Nessara, S. (2007). Intra-Regional Sales and Performance. Research in Global Strategic Management. Emerald Group Publishing Limited

In this journal article the authors analyze how sales performance and job satisfaction are interrelated by investigating the sales staff of a firm involved in direct selling. This journal article has been chosen because it helps the researcher reveal the critical topic of building strong teams and staff motivation. Brown, S. And Peterson, R. (1994). The Effect of Effort on Sales Performance and Job Satisfaction. Journal of Marketing.

In both these books the authors reveal a number of challenges that are faced by sales staff who employ direct selling methods. Furthermore, they also reveal a number of strategies and tactics which they believe will be extremely helpful in acquiring and establishing long-term customer relationships. In the paper, the researcher has used both these books to illustrate some of the problems that top management faces with regards to sales management. Alessandra, Anthony J.; Wexler, Phillip S. Non-Manipulative Selling (1992), Reston, VA: Prentice-Hall. Allessandra, Tony, Phil Wexler and Rick Berrera. Collaborative Selling (1993), John Wiley & Sons.

The B2B sales professional needs to understand gaps in the competitive offerings of competitors to be able to
successfully position their own products with customers as well.
Often B2B selling professionals also spend an inordinate amount of time
building contacts within their own organizations as well, to build a
network of experts they can rely on to solve their customers' problems.
The ability to create an informal team that can assist in the developing of
quick, an accurate response to customers' inquires is also critical for
sales success. The subject matter experts of companies need to be treated
as a valued resource and consulted with frequently to stay on top of what
is happening with the latest product and service developments internally.

Finally there is the need to stay constantly on top of the latest trends
and developments within the company and also the industry to be of the
greatest value to customers. The role of the B2B sales professional is
more of…...

1)
However, to save the customer time, managers and staff must put in extra time to discover what the customer might consider a problem. Sales staff must scan company eb sites, read corporate annual reports, and talk to competitors in the industry so they can get a feel for prospects' issues. Sales people should thus be rewarded not based on immediate returns and quick-profit producing sales but long-term client building results. Developing and executing such a problem-based sales approach can take longer htan traditional approaches that simply stress product quality. "Eighteen months ago, an opportunity that did not pan out after four to six weeks would have been labeled a low priority," but a "sales cycle of three to four months is now mainstream." It may take twice as many contacts to close a sale today and "surprisingly, both entrepreneurs and experts agree sellers can't always shortcut the process by just…...

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Works Cited

Gorelick, Dick. (2004) "The New Concept of Sales management." The American Printer. Accssed on Find Articles database on May 15, 2005 at  http://www.findarticles.com/p/articles/mi_m3254/is_6_233/ai_n6272086 

Hendricks, Mark. (2002) "All Work & No Play: Time Management and Sales Techniques for Salespeople." Entreprener. Pp.1-2. Accssed on Find Articles database on May 15, 2005 at  http://www.findarticles.com/p/articles/mi_m0DTI/is_8_30/ai_96631030 

McCall, Kimberly. (2001) "What's the hook? Sales personel incentives?"

Entreprenuer. Accssed on Find Articles database on May 15, 2005 at  http://www.findarticles.com/p/articles/mi_m0DTI/is_9_29/ai_79756095

If this was the case, the client would probably feel overwhelmed by a team of people all trying to influence them. Instead, the sales force needs to have people with a business approach and with a relationship building approach, as well as someone with a sales approach.
The next consideration is the training required of the staff. Considering that the approach to be used is based on teamwork, it is suggested that staff be trained in teamwork in general before being trained specifically in team selling. This is especially true considering that the sales reps have initially been working completely as individuals. It is suggested that everyone be trained in teamwork together. This includes the sales director. The point of this is to get the employees of the organization used to working together. The teamwork training is also needed because the team selling approach will not be effective unless the…...

category of accounts are more of a waste of time to going on sales calls to than many are worth in terms of profitability. This is becomes clear from an analysis of the case and the two tables. Sales eps will resist automating these accounts as they represent their comfort zones. They can count on selected smaller job shops to place replenishment and refill orders, and the sales reps can still get as decent commission and they don't have to work that hard on their sales skills or attempting to penetrate new accounts. In short, the Northeast Sales District is on auto-pilot in terms of sales strategy and needs to be given entirely new and more challenging objectives to shift the focus of the teams to more profitable selling strategies.
ecommendations

James Sprague needs to motivate his sales team to re-align their selling strategies and he has to earn their trust…...

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References

Forsyth, Patrick. (1986). Managing the Sales Office. Journal of Sales Management, 3(2), 3.

Ines Kuster, & Pedro Canales. (2008). Some determinants of salesforce effectiveness. Team Performance Management, 14(7/8), 296-326.

McNeilly, Kevin M, & Lawson, Marian B. (1999). Navigating through rough waters: The importance of trust in managing sales representatives in times of change. Industrial Marketing Management, 28(1), 37-49.

As the case study shows, one year after the acquisition the combined division is making significant contributions including serving as a catalyst for $1.4B in new projects for EDS. This specifically shows how the aligning of organizational structures and cultures is critical to the success of a merger, especially in an area as time- and resource-driven as enterprise and strategies sales.
In assessing and approaching new accounts that were working on transformational initiatives, MCS/A.T. Kearney needs to first focus on the industries they have the greatest expertise in. For A.T. Kearney these include manufacturing, consumer products, transportation, chemicals and pharmacy. For MCS, communications and electronics industries are the strongest industries. Targeting new opportunities in each of these segments by finding corporations who are seeking transformational initiatives to regain their value chain, supply chain, manufacturing or financial performance, and the combined team of MCS / A.T. Kearney has the depth of…...

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References

Irving H. Buchen. (2001). The trusted advisor revealed. Consulting to Management, 12(2), 35-37.

Le Meunier-FitzHugh, K., & Piercy, N.. (2008). The importance of organisational structure for collaboration between sales and marketing. Journal of General Management, 34(1), 19.

Kaj Storbacka, Lynette Ryals, Iain A. Davies, & Suvi Nenonen. (2009). The changing role of sales: viewing sales as a strategic, cross-functional process. European Journal of Marketing, 43(7/8), 890-906.

Thus, the pitch should include talking points for describing it to customers.
Describe the importance of customer relationship management (CRM) to sales management.

CRM is important to sales management for many reasons (Customer relationship management, TechTarget). It helps them optimize information shared by multiple employees and streamlines business processes such as taking orders. and, it allows the formation of individualized relationships with customers, with the goal of improving customer satisfaction and maximizing profits. It does so in part by providing employees with the information and processes necessary to know their customers, understand their needs, and effectively build relationships between the company, its customer base, and channels. and, it helps drive marketing efforts that increase the number of high quality leads for the sales team.

Identify different types of technology that the organization in your case study could use to enhance their selling functions and CRM techniques.

There are many technologies that could help…...

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Bibliography

Customer relationship management. TechTarget. Retrieved May 17, 2005 from Web site:  http://searchcrm.techtarget.com/sDefinition/0,sid11_gci213567,00.html 

Meister, F., Chambers, B., and Fenner, J. (2001, May 31). CRM in insurance: capitalizing on the customer service opportunity. Retrieved May 17, 2005 from Web site:  http://www.insurancetech.com/resources/fss/showArticle.jhtml?articleID=14706299&pgno=1

67
Northwest

Vans

70

20

10

Sciffman

65

20

15

Lukebore

80

10

10

Wilkie

20

10

70

egion Averages

58.75

15

26.25

evenue Average

$822.50

$180.00

$525.00

$509.17

Southwest

Goodie

5

5

90

Stubber

5

15

80

Holden

0

0

Macke

10

20

70

egion Averages

5

10

85

evenue Average

$70.00

$120.00

$1,700.00

$630.00

Assumption:

Average Gross Margin Per Ton (1998-2000)

Ammonia

$14.00

Phosphates

$12.00

Potash

$20.00

Tonnage across all regions for the three years was next calculated based on the Exhibits in the case study. Figure 2: Total Tonnage Analysis provides a three-year breakout including the four quarters of 2000 as defined in the case study. The Southwest region leads in total tonnage with 395,507.

Figure 2: Total Tonnage Analysis

1 rst Qtr

2nd qtr

3rd qtr

4th qtr

Total Tonnage

egion

Sales 98

Sales 99

2000

2000

2000

2000

Eastern

107,747

115,373

36,440

51,726

21,446

14,144

346,876

Central

126,372

95,880

28,085

50,941

13,710

18,274

333,262

Northwest

106,750

102,609

40,758

58,862

29,016

15,664

353,659

Southwest

124,448

110,165

51,826

77,017

17,292

14,759

395,507

When all four regions are analyzed to see who the top 15 accounts are, the confusion that Chemgrow has related to its sales reporting becomes apparent. The eighth most profitable account, FSC is sold to by both Collam and Dow out of the Eastern egion. Yet the confusion becomes even more pronounced when the most profitable customer is determined. Mack from the Southwest egion and Vans & Wilkie from the Northwest egion all sell to CF. To have just looked at…...

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References

Larry Goldman. (2005). Driving Toward Action: Marketing & Sales Alignment. DM Review, 15(6), 55.

Vaccaro, Joseph P. (1991). Organizational Issues in Sales Force Decisions. Journal of Professional Services Marketing, 6(2), 69.

Wotruba, Thomas R., & Mangone, Richard. (1979). More Effective Sales Force Reporting. Industrial Marketing Management, 8(3), 236.

The subjective aspects of performance are preferable in how well a sales representative is doing in serving and
understanding their customers, how well the sales rep working internally
with team members and critical pre-sales support staff, and how the
communication skills of the sales representative are making the entire
selling cycle in major accounts more effective or not. Subjective
attributes are then critical for measuring how well a sales representative
is working in conjunction with and collaborating between both their
accounts and the internal teams necessary to get projects completed. The
performance attributes that objective measures most commonly measure are
the quantifiable aspects of a salespersons' job including quota attainment,
revenue, margin, and unit sales volumes attained and total number of new
accounts brought into the company during a given quarter. Objective
measures in many companies are used for creating a benchmark of performance
by which other sales representatives are compared with one another. Of both
methods, the objective measures of performance are the…...

CRM is not "speed dil" on your desk phone or the telemrketers' desk, it is set of technologies tht need to be
selectively nd crefully pplied to selling strtegies. At the
intersection of the book nd the rticle ssignment is the use of CRM s n
enbler of building reltionships of trust with employees.
Critique of the rticle
The uthors, writing this in 2002, were insightful nd even prophetic in
the sttements mde specificlly regrding business strtegies nd
processes being the primry determinnts of demnd for CRM.
While Siebel Systems hd enjoyed meteoric rise nd mny credit Tom Siebel
with originlly defining the term nd softwre ctegory of CRM, in 2002
there ws still strong focus on fetures, functions nd benefits in CRM
pplictions. This ws n er of big-bng CRM deployments, with literlly
thousnds of sets of softwre delivered. The uthors refuse to get on the
"big is better" bndwgon of CRM however nd choose to be prescriptive from…...

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and cost of CRM to be fully defined for the reader.

-----------------------

[1] Harvard Business Review (February, 2002) - Darrell K. Rigby, Frederick

F. Reichheld and Phil Schefter, Avoid the Four Perils of CRM. Harvard

Business Review. February, 2002. pages 101 - 109

etail Sales Management
Executive Summery: PC World is a huge UK retailer that is ever expanding into the technology marketplace. From PC's to washing machines, they offer a one-stop shop for everything technology related. With an appealing advertising system that attracts the middle class Englishman, it is no wonder that their business continues to grow.

PC World is a retailer within the Dixons etail businesses. The stores are located in the United Kingdom and it is the largest chain of computer retail stores in the UK and Ireland with a total of 163 stores. This report will review the overall retail sales management of PC World and how the store's overall strategy allowed for its wide expansion.

Background on Sector: PC World is a retail computer store that specializes in selling computers and computer-related technology. They also carry printers, ink, accessories, games, as well as entertainment technology including televisions, DVD players, cameras,…...

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References

Fiveash, Kelly (2007). "PC superstore unhinged by Linux."

PC World Ireland

PC World UK

Thomas, Dan (2006). "Dixons owner signs 120m outsourcing deal with Capita."

Sales Management & Strategic Marketing LO 1: Understand the Basic Principles of Sales ManagementWhat is sales management?Sales management refers to creating selling strategies, recruiting and training the sales team, and organizing the activities that aim to achieve the companys sales target. Sales management is critical in helping the business create a superior sales force, minimize costs, develop a robust relationship among the team members and the consumers, and achieve the sales target (Chunawalla, 2021).Benefits of Sales ManagementEvery company must have effective sales management processes for its market success. It will help the company meet its sales target, increase sales performance, thrive in a very competitive environment, close sales faster, and regulate sales processes. Additionally, sales management plays a significant role in lead qualification optimization. Furthermore, through effective coordination, planning, and controls, the salespersons can guarantee quality selling processes, thus enabling the company to scale up. In addition, through effective sales…...

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ReferencesAffandi, A., Sarwani, A.S., Erlangga, H., Siagian, A.O., Purwanto, A., Effendy, A.A., Sunarsi, D., Wicaksono, W., Suyatin, E.A., Wahyitno, C.D.M. and Juhaeri, G., 2020. Optimization of MSMEs Empowerment in Facing Competition in the Global Market during the COVID-19 Pandemic Time. Systematic Reviews in Pharmacy, 11(11), pp.1506-1515.Chunawalla, S.A., 2021. Sales Management. Himalaya Publishing House Pvt. Ltd.Ingram, T.N., LaForge, R.W. and Schwepker Jr, C.H., 2007. Salesperson ethical decision making: The impact of sales leadership and sales management control strategy. Journal of Personal Selling & Sales Management, 27(4), pp.301-315.Katsikea, E., Theodosiou, M., Perdikis, N. and Kehagias, J., 2011. The effects of organizational structure and job characteristics on export sales managers’ job satisfaction and organizational commitment. Journal of World Business, 46(2), pp.221-233.Mahmoud, E., Rice, G. and Malhotra, N., 1988. Emerging issues in sales forecasting and decision support systems. Journal of the Academy of Marketing Science, 16(3-4), pp.47-61.Patterson, L., 2007. Marketing and sales alignment for improved effectiveness. Journal of digital asset management, 3(4), pp.185-189.

In markets where change is a constant -- an increasing state of affairs for many markets and industries in the modern era -- the complexities of the many factors affecting and influencing sales efficacy must be properly accounted for by sales leaders and communicated to sales teams in order for continued adjustments to sales strategy and techniques to remain effective (LaForge 2005). Collaboration must be fostered in the sales team in order to achieve the organization's goals while accountability is also a necessity ensuring that each individual member of a sales team is working effectively toward organizational goals (LaForge 2005). The result is a sales leadership mentality and structure that encourages open communication amongst all members of the sales force and that also recognizes and rewards individual achievements.
Transformational leadership that involves one-on-one communications between the sales leader and each individual member of the sales team and is used to…...

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References

Bakersfield. (2010). Sales management Leadership and Supervision. CSU Bakersfield. Accessed 23 November 2010. www.csub.edu/~rpimentel3/405CoursePack/Module07Handouts.ppt

Havaldar, K. & Cavale, V. (2007). Sales and distribution management. New Delhi: McGraw Hill.

LaForge, R. (2005). New directions in sales leadership research. All Business. Accessed 23 November 2010.  http://www.allbusiness.com/human-resources/employee-development-leadership/518947-1.html

The companies studied will be manufacturers of different products with their sales forces deployed over a big territory or region.

A quantitative analysis instrument has not yet been chosen, as I intend to select one that will best analyze the collected data. It seems that this should be chosen based on the framework which I will present as best practises at the end of this work.

Data for the analysis will be obtained from companies' sales managers, marketing managers, and sales officers, and from the researcher's personal knowledge and experience with sales management in the it industry. This will be compiled with the support of related literature from books, magazines, commercial and public databases, and the Internet.

Proposed analysis and presentation techniques to be used How will you analyse the data and present your findings? (100-150 words)

Survey research method: After preparing the survey questionnaire, it will be given to approximately 150 people in…...

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Review project and finalise.

Present outputs to key stakeholders.

Submit dissertation, printed and bound in line with college guidelines by 31st of May 2009