1 The 7 th Balkan Conference on Operational Research BACOR 05 Constanta, May 2005, Romania IMPORTANT FACTORS FOR SALESPERSON EVALUATION VESNA DAMNJANOVIC Faculty of Organizational Science, University of Belgrade, Serbia and Montenegro DARKO KRULJ Trizon Group, Belgrade, Serbia and Montenegro Abstract This paper examines the impact and role of models for evaluation in sales department through various companies. Recent research has suggested that the one of most difficult tasks for the sales managers is evaluating the performance of salespeople under their control. We will describe behaviour based and result based models and give the comparation view. Authors Anderson, Hear and Bush described that the results of salespersons depend on internal factors and external factors. We suggest a model which enables to explore three types of factors: external, personal (individual) and internal factors. This approach will enable better basis for analysis. This study is based on data collection from salespersons and sales managers in companies from Belgrade in SCG. Our findings indicate important factors which have influence of salespersons evaluation. On the basis analysis we identifed how the policy of sales and organization of sales network were defined. We observed what the opinions of sales managers and salespersons about that. We purpose quidelines for improvement of work in sales department and the possibility for efficient evaluation of salespersons. Keywords: salespersons evaluation, factors, behaviour model, result model 1. INTRODUCTION Recently these has been growing interest in evaluation the salespersons in companies. Knowledge of the types and the role of important factors in capturing value
2 from salespersons in selling process have a great importance for gaining the business results. Much of the empirical research in management of salespersons particular research drawing on economic or behaviour theories. However, previous researches in this field concentrate on criteria of evaluation the work of salespersons and important role for sales managers in manage the performance of salespeople under their control. The sales management literature provides and shows numerous illustrations of different factors and models that have influence of evaluation the salespersons (Futrell, 1998). The aim of the present paper is to give the description and analysis of the current position and gaps of sales managers and salespersons in sales departments and the relationship between them and also the ideas for their improvement for efficient evaluation of salespersons. The study is based on data collection from salespersons and sales managers in companies from Belgrade in Serbia and Montenegro and assume economic and behaviour view. This research at the level of sales manager focused on: compensation system, criteria for evaluation salespersons, the way of evaluation, criteria for organization the employees in sales department. According salespersons research were oriented on topics: what are the reasons for not achieving the quota, establishing the best way of compensation, criteria for evaluation, how they gain the new customers and identification the reasons for inadequate distribution of tasks trough sales department. 2. THEORETICAL FRAMEWORK Traditionally, the company s salesperson devotes substantial time to acquiring new customers. The salesperson heroes are those who are won important new accounts. The companies can growth in two ways, either finding new customer or by selling more to existing customers. Marketing and sales are changing focus on customer retention and loyalty building. Managers are training their salespersons in customer relationship building, cross-selling, and up selling as ways to increase growth. They also need the good evaluation process of salespersons to achieve these requirements.  Salesperson evaluation is the comparation of salesperson objectives with results. A model of evaluation process is shown in Figure 1. It begins with the setting the objectives which may be financial such as sales revenue, profit and expenses, marketoriented such as market share or customer oriented such as customer satisfaction and service levels. Then, the sales strategy must be decided to show how the objectives are to be achieved. Also performance standards should be set for the company, regions, products, salespeople and accounts. Results are then measured and compared with performance standards. Reasons for differences are assessed and action taken to improve performance.  Evaluation of salespersons is one of the key activities of sales management in the process of leading the employees. Sales managers have a duty to create and organize the sales department, plan the sales strategies and tactics and to evaluate the performance of every salesperson in the sales department.
3 The practice shows that evaluation of salespersons has not always realized because the manager are usually afraid that this activity can cause dissatisfaction of salespersons which had bad results. What are the advantages of evaluation the salespersons and why the performance review needs? Performance reviews are usually conducted on an annual basis, although many firms conduct evaluations semiannually or quarterly. While these reviews are difficult to administer, they do provide valuable information for staffing decisions and serve as a basic to improve salesperson performance. The results of performance reviews can be used to answer a number of important problems such as: Performance review have important role for increasing the motivation. Performance review of salesperson is the basic for improvement quality of sales process. Performance review of salesperson is the condition for their training. System of performance evaluation is very important for creating the system of compensation. Planning and development the human resources depend on system that measures performances. Performance review of salesperson support the implementation of strategic approach of company.  Set salesforce objectives including: Profit contribution Market share Customer satisfaction Customer service Expenses Determine sales strategy Sets performance standards for: Company Regions Products Salespeople Accounts Measure results and compare with standards Action taken to improve performance Figure 1 The salespeople evaluation process Each of these decisions requires looking at a different set of evaluating criteria.
4 3. CRITERIA AND MODELS FOR EVALUATION THE SALESPERSONS Performance evaluations used for the purpose of promoting a salesperson into a sales management position should focus on criteria related to successful sales managers and not just current salesperson performance. There are many procedures how we can measure salespersons. Development of system for monitoring and evaluation salespersons work represent well choice of criteria which are the basis for evaluation. We purpose the mix of criteria which need to be analyzed and match with defining strategy, market position, employees, competence of salesperson and the type of product. Proper performance evaluation begins with the development of the proper criteria. Performance criteria should be measurable, practical, relevant, discriminating, and stable and should encompass both results and activities.  According to method of evaluation the criteria we have two types: qualitative and quantitative performance criteria. Quantitative criteria are numeric and they relate to number of new customer obtained, sales volume, average sales calls per day, gross profit by product/customer, sales orders. Many organizations use qualitative performance criteria because they represent the salesperson's major job activities, and they indicate why the quantitative measures look as they do. Qualitative performance criteria are characteristics, behaviour or results of salesperson which can't express in number and the quality of these criteria may depend on subjective evaluation of reviewer. Another classification of evaluation criteria if we analyse the content of evaluation, we can describe behaviour based and result based models. Behaviour models are concerned with keeping track what happens at each stage of the sales operation. The most important common qualitative factors for individual evaluation of salesperson we describe in the results of research study (Chart 1.) Behaviour based evaluation procedures can lead to knowledgeable and expert salespeople who are more commitment to the organization. Salespeople tend to be selfmotivated and react favorably to peer recognition. They can spend more time planning their calls and provide sales support activities to their customers. We describe three models of result based model. Four Factors Model based on individual's input is gauged by the number of days worked and the total number of calls made. The output of the salesperson is measured by the number and average size of orders. These factors are in relation which is present in the following equation: $Sales =Days worked*calls/days worked * Orders/Calls*Sales$/Orders Ranking procedure model also combine input and output measures of the salesperson output and are generally added up to give overall measure of efficiency. Another model is the performance matrix which is constructed by dividing salesperson and contribution margin percentages into high and low categories. Then average is calculated for age, calls and contribution dollars for salespeople. The model explained the differences between input - and output based systems and is shown in Figure 2. An example of salespeople why are evaluated on input measures of performance are those who receive the majority of their compensation in salary, such as pharmaceutical, cigarette, and alcoholic beverage salespersons. For this people number of calls, demonstrations and displays erected are key success factors. On
5 the other hand managers who direct stockbrokers and insurance and real estate agents who are paid on commission tend to emphasize output measures. Despite these preferences, neither group relies exclusively on input or output measures of performance. Sales jobs are multidimensional, and comprehensive evaluating systems must include multiply criteria. Dilemma is how to select and balance a set of input and output factors that will achieve the best result for organization.  Input based system Output based system Behaviour Calls Reports Complains Demonstrations Dealer meetings Display setup Travel expense Sales evaluation Results Sales revenue Sales growth Sales/Quota Sales/potential New acounts Contribution margin Contribution percentage Figure 2 A model of salesperson evaluation 4. FACTORS THAT HAVE INFLUENCE ON THE RESULTS OF SALES DEPARTMENT Many companies had figured that they can improve their business performance through the increasing results of sales department. It is very important determinate which are the factors that have influence on results in sales department. According to Anderson, Hear and Bush which suggest two kinds of factors: internal (individual) and external factors. They are in close relationships. The tasks of sales manager is to plan, organize, creation, lead, control and evaluation the performance of salespersons. The success of implementation of these activities depends on level of factors which have influence of salesperson performance. How well the territory disposition be adjusted and the training for salespersons may affect to the results. Internal or individual factors are: motivation, talent, ability level, satisfaction of job, perception of role and personal factors which are characteristics of salespersons (age, education). External factors may have positive or negative influence on salesperson performance and stimulate or decreasing the results. Environmental factors include: o Macro environmental factors: economical, social, cultural, legal, politic, technological factors. o Organizational factors are corporative culture, human resource, financial resource, market position and the other element of marketing mix. o Rewards: material (tangible) and intangible o Leading: leadership and motivation, quota, evaluation, feedback of information 
6 We suggest a model which enables to explore three types of factors: external, personal (individual) and internal factors. This approach will enable better basis for research and analysis. The first group of factors presents individual factors of salesperson: motivation, talent ability level, satisfaction of job, perception of role and personal factors which are characteristics of salespersons. The second type includes the factors in within organization: corporative culture, human behaviour relations, financial resource and the other elements of marketing mix. In external factors we suggests: PEST factors and factors from business environment: competition, customer, supplier, position on the market. This framework obtains the better understanding the internal and external analysis of company. Also it is very important to recognize the individual part of person from psychological view. Analysis of all factors and relationship between them the sales managers can improve the salespersons evaluation. 5. RESEARCH STUDY The questionnaire data were collected from managers and salespersons in companies in Belgrade. To be able to build a good understanding of this concept and ensure that the companies had similar problems in sales departments a number of companies were chosen in different types of business: FMCG (fast moving consumer goods) companies, gas oil retailers and the car retailers. A total of 80 questionnaires were return providing the answers. Survey is given the arguments of factors and problems that different level of employees had in the sales departments. The surveys were organized in the three parts and include: General questions o Age, sex, educational level, position in the company Management level questions about the current evaluation system o How they make the organization of structure in sales department o How they create evaluation systems in company o What is the relation between the potential of individual performance and organizational distribution the tasks o What qualitative criteria of salespersons are important for sales success? Salesperson level questions o What is the best compensation system in company o How kind of quota they like to have in sales plan o What is the cause for inadequate organizational structure the sales department o What qualitative criteria of salespersons are important for sales success? o Factors that have influence of their result o How they gain the new customers Question for improvement the current position: relationship between sales and marketing?
7 6. RESULTS The results show a negative relationship exists between managers and salespersons and their actual performances. We also summarize what the different levels of employees think about evaluation systems and what problems and factors which are important for achieving the better results. Salespersons said that the main factors that influence on the result are motivation (100%), job satisfaction (92, 6%) and sales skills (88, 9%), and competition and customers influence only with (63 %). Individual factors Internal factors External factors Factors Salesperson (positive answer) in % Motivation 100 Job satisfaction 92.6 Talent 81.5 Sales skills 88.9 Human relations in company 77.8 Corporative culture 77.8 Market position 81.5 Business environment Competition 70.4 Customers Table 1 Influence of different factors on the salesperson results There are various ways in which managers can attempt to increase the motivation of their subordinates. Herzberg recommended better job design, various writer have suggested that subordinates participation in decision making will improve motivation trough self-realization and empowerment.  qualitative criteria qualitative criteria - manager percentage communication negotiation presentation team work Product knowledge Enthusiasm criteria Motivation good relationship Planning Reporting It skills less important more less important average important more improtant percentage communication negotiation presentation teamwork Product Enthusiasm Motivation criteria good Planning Reporting It skills less important more less important average important more improtant Chart 1 Comparation view about qualitative criteria performance of salesperons/managers Reasons for not achieving the quota PERCENT Other 33,4 Lack of customer 25,9 Limitation in work 11,1 No procedure for sales process 11,1 No reward system 11,1 Dissatisfaction of work 7,4 Table 2. Reasons for not achieving the quota
8 Cause for inadequate distribution of tasks trough sales department PERCENT Subjectivity of manager 37,0 No plan for organization the sales department 14,8 Team work 14,8 Other 14,8 No recognation of individual potential of worker 11,1 No evaluation of salesperson work 7,4 Table 3 Cause for inadequate distribution of tasks trough sales department Salespersons said that the main reason for not achieving the quota is lack of customer (25, 9%) and the cause for inadequate distribution of tasks trough sales department is subjectivity of manager (37%). Table 2, Table 3. Managers often use compensation system with fix salary and fix salary and provision (42, 9%), fix salary and bonus only 14, 3 %. The managers also set the quota for salesperson in the unit of goods (57, 1%), and salespersons preferred quota in the measure of their activities (33, 3%) and quota in the value of money (29, 6 %). Managers often use combination of qualitative and quantitative measures (85, 7%) in evaluation the salespersons, but (14, 3%) use only quantitative measures. A few times in a week (42, 9%) managers carry out the salesperson evaluation. Sales managers also identified the problems that have with marketing department in the communication. There are four ways to improve marketing and sales alignment: integrated marketing into sales funnel, starting form goals and growth strategies, splitting marketing into two groups and increasing upstream sales involvement.  7. CONCLUSION The aim of this research is to contribute the knowledge and understanding that the evaluation system which is used at all levels of the company. A good evaluation system depends on many different factors. Salespersons performance has been evaluated according to many criteria: internal, organizational and external factors. There are many environmental changes that have influence on sales results. If the sales organizations are able to change with the marketplace then they include changes about salesperson success factors. In company AT&T management evaluate the salesperson not just in increasing the sales, but on a number of other dimensions such as competitor product knowledge, customer knowledge and attainment of personal goals. The main problems in sales department which we had identified in our research were the communication between the different level of management sales manager and salespersons and also lack of cooperation in planning, coordination and communication between sales and marketing department. The salespersons need better understanding and support of sales managers which can be achieving by organizing the unformal meetings which have purposes to explain the tasks and coordination with other employees in team. They are motivated by positive feedback, specific and understandable goals and a compensation system that reinforces these goals.
9 The sales manager must interact and engaged the salespersons in evaluation process. They need feedback from salespersons about the problems that they have with customers, market position and other conditions that have influence on their results. They also must understand that sales results need to be compared with the potential available in each territory, because sales outputs may simply reflect differences in the size of territory. They can use methodology of organization the sales department: job design, delegation of responsibility, grouping the salespersons and coordination.  The manager should take care to minimize personal biases and subjectivity when evaluating qualitative performance criteria The findings and results are the bases for the future research. We will try to create sales procedure which can help sales managers in the company to improve sales performances of salespersons. BIBLIOGRAPHY  Jobber, David, Geoff, Lancaster, 2003, Selling and Sales Management, London, Pearson Education, p.444;  Dr Lovreta Stipe, Dr Janièijeviã Nebojša, Dr Petkoviã Goran, 2001, Sales and Sales Management, Belgrade, Savremena Administracija, p ;  Dalrymmpple, Cron, DeCarlo, 2004, Sales management, Hoboken, Wiley, Eight edition, p ;  Rolf E.Anderson, Džozef F. Hear, Aaln. Dž Buš, 2001, Professional Sales Management, Belgrade, Grmeè- Privredni pregled, p ;  M.Futrell, Charles, 1998, Sales Management, Teamwork, Leadership and Technology, The Dryen Press, p.635;  BPP, Professional Post Graduate Dilpoma in Marketing, Managing marketing performance, May 2004, p.45;  Damnjanoviã Vesna, Mr Krulj Darko, Cicvariã Slavica, May 2005, Creating the new organizational consumer oriented structure, X International Scientific Meeting - SM 2005, Strategic management and systems for business decision support in the strategic management, Palic, p.5;  Damnjanoviã Vesna, June 2005, Application of logframe matrix in organization the sales department, YUPMA, Zlatibor, p.3;  Kotler, Philip, 20 May 2005, New Marketing and Sales Strategies and Tactics - How to Compete Today?, Slovenia, Ljubljana.
THE SALES FORECASTING TECHNIQUES MARTINOVIC Jelena, (SCG) - DAMNJANOVIC Vesna, (SCG) ABSTRACT Many sales managers do not recognize that sales forecasting is their responsibility. In this paper we summarized
Evaluating the Performance of Salespeople Purposes of Salesperson Performance Evaluations 1. To ensure that compensation and other reward disbursements are consistent with actual salesperson performance
Sales Force Management 2013 Course Outline (5/10) Krzysztof Cybulski Ph.D. Marketing Chair Faculty of Management Warsaw University Program of Sales Force Management Course 1. Creating The Sales Force 2.
MCQ s Unit-II: Organizing the Sales Force 1. involves identifying activities management feels the salespeople should perform to produce the desired results. a. SWOT analysis b. Environmental audit c. Training
MEASURING THE IMPACT OF TRAINING: A FOCUS ON SALES READINESS THOUGHT LEADERSHIP SURVEY RESULTS TABLE OF CONTENTS STUDY OVERVIEW 2 KEY FINDINGS 2 ANALYSIS: MEASURING SALES READINESS 3 ANALYSIS: MEASURING
Quota Sales Objectives and Quotas Chapter 7 Refers to an expected performance objective Quotas are assigned to sales people and sales units, such as regions and districts A sales quota is a performance
Learning Objectives: To understand the importance of sales force motivation, compensation for creating enhanced sales, and retention of existing sales persons and attraction of the best talent in the industry.
Unit Title: Sales Management Unit Reference Number: J/601/7525 Guided Learning Hours: 160 Level: Level 5 Number of Credits: 18 Learning Outcome 1 The learner will: Understand the role of the sales manager
THE OPEN UNIVERSITY OF TANZANIA FACULTY OF BUSINESS MANAGEMENT DEPARTMENT OF MARKETING AND ENTREPREURSHIP OME 321: SALES MANAGEMENT COURSE OUTLINE INTRODUCTION: Sales management is a course that focuses
Sales Objectives and Quotas Chapter 7 Quota Refers to an expected performance objective Quotas are assigned to sales people and sales units, such as regions and districts A sales quota is a performance
BANGLADESH INSTITUTE OF MANAGEMENT SYLLABUS FOR PART-I Evaluation Criteria: Class Attendance : 10% Class Test : 20% Final Examination : 70% Name of Subject : 1. Principles of Marketing 2. Consumer Behaviour
Sales Force Motivation and Compensation Assoc. prof. Anca-Mihaela TEAU PhD Artifex University of Bucharest Abstract This article illustrate how sales managers can use sales incentives and compensations
MKT 3525 SALES MANAGEMENT FINAL Chapter 3: Territory Management Sales opportunity management - Generating new accounts - Managing existing accounts - Sales versus profits - Personal time management A process
An Introduction to Sales Force Motivation Learning Objectives By the end of this chapter, you should be able to: State why sales incentives must be based on the individual needs and desires of sales personnel.
in Human Resources A Link Consulting White Paper March 2014 Many, if not all, business leaders readily agree that it is their employees who give them a competitive edge in the marketplace through strong
Chapter 8 Selling With a Strategy Strategy Defined A strategy is a to assemble your resources Skills Knowledge Energy Time People and decide how to use themto accomplish your objectives. In selling, an
UNIT 6 MONITORING AND PERFORMANCE APPRAISAL UNIT 6 Structure MONITORING AND PERFORMANCE APPRAISAL 6.0 Introduction 6.1 Unit Objectives 6.2 Objectives of Salespersons Performance Evaluation 6.3 Evaluation
THE PLANNING OF A CUSTOMER RELATIONSHIP MANAGEMENT PROJECT: REQUIREMENTS AND OPPORTUNITIES Professor PhD Adriana OLARU Lecturer Alexandru CAPATINA Dunărea de Jos University of Galati, Romania Abstract:
Sales Management Chapter Nine Sales Force Compensation How little you know about the age you live in if you fancy that honey is sweeter than cash in hand. Ovid Who was Ovid? Ovid was a Latin poet who flourished
EMPLOYER OF CHOICE RECOGNITION PROGRAM WHAT IT MEANS TO BECOME AN EMPLOYER OF CHOICE In today's highly competitive employment world, employers of all kinds are eager to differentiate themselves from other
MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER 2014 ForeSee 2 MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT TABLE OF CONTENTS All Employee
Eight Leadership Principles for a Winning Organization Leading and operating an organization successfully requires managing it in a systematic and visible manner. Success should result from implementing
productivity report Sales Effectiveness A study of international sales force performance www.alexanderproudfoot.com productivity report: sales effectiveness A foreword on selling No company strategy, however
Performance Measurement, Rewards and Recognition: Aligning Incentives with Strategic and Operational Goals Copyright Best Practices, LLC (919) 403-0251 1 ABOUT BEST PRACTICES, LLC Best Practices, LLC is
NORTHWESTERN UNIVERSITY KELLOGG SCHOOL OF MANAGEMENT Marketing 463 Section 71 Sales Force Management Wieboldt Hall Chicago Campus Fall Quarter, 2009 Professor A. Zoltners Wieboldt Hall Phone: 847-467-1923
Sales Compensation and Incentives Question: What are the goals of a compensation plan? Goals of Compensation Motivate AE s to exceed revenue targets Motivate sales of multiple products Drive sales behavior
Marketing (Marketing Principles) Main Aim(s) of the Unit: To provide students with a foundation for the analysis of marketing within organizations including decision making processes, segmentation, the
Sales Management and Sales 2.0 Sales Management and Sales 2.0 Sales management Sales management - Managing an organization s personal selling function to include planning, implementing, and controlling
#LeadToMoney Sales Management Association Webcast Lead to Money: Aligning Finance with Sales and Marketing Processes 13 February 2014 Presented by Copyright 2014 The Sales Management Association. About
1 CASE STUDY MSXI SALES EXCELLENCE SALES EXCELLENCE ACROSS MULTIPLE MARKETS. fueled by challenge. powering success.sm 2 BRINGING YOUR SALES PROCESSES UP TO SPEED. MSXI was asked by a premium manufacturer
DIPLOMA OF MANAGEMENT BSB51107 or DIPLOMA OF HUMAN RESOURCES MANAGEMENT-BSB50615 Study Support materials for Develop and Manage Performance Management Processes - BSBHRM512 STUDENT HANDOUT Elements and
2471 Fawn Lake Circle, Naperville, IL 60564 P: 630.904.3742 F: 630.904.1183 Sales Incentive Compensation David J. Fritz President Fritz@GrowthSolutionsInc.com Background White Paper Growth Solutions, LLC,
Performance Management Systems Its Challenges * Ms.Merl yn Masca ren has * F acult y, In d i an Education S o ci et y s M anag em ent Colleg e an d Research C en t re, Mumbai 400050 ABSTRACT A performance
Assessing Employee Satisfaction at the Zimbabwe Open University Daniel Ndudzo Zimbabwe Open University, Harare, Zimbabwe ABSTRACT This study assesses employee satisfaction at the Zimbabwe Open University.
A Comp Plan for All Music Retailers Presented by Alan M. Friedman, CPA Friedman, Kannenberg & Company, PC West Hartford, CT Objectives of this Seminar: Identify the problems affecting most compensation
THE OPEN UNIVERSITY OF TANZANIA FACULTY OF BUSINESS MANAGEMENT MBA PROGRAMME OME 621: SALES MANAGEMENT COURSE OUTLINE 1 INTRODUCTION Sales Management programs are very important in today's business. If
Existing Analytical Market Assessment Tools - Definitions November, 2003 This list of market assessment tools was prepared by Development Alternatives Inc. (DAI) as an internal working document to support
Developing, Appraising, and Rewarding Employees 247 1. Identify and Describe the Stages in the Process for Developing Employees (text p. 380; ppt slides: 10.4 10.5) Developing Employees The development
Sales Compensation Practices: The 2012 2013 Special Survey Report Concord, MA Table of Contents Page I. Overview of the Survey and Participants Profile 3 II. How Sales Compensation Plans Are Structured
Jack Felton Golden Ruler Award Research Based Business Transformation: Benchmark and Tracking the Customer Experience Padilla Speer Beardsley and GfK for Rockwell Automation Executive Summary Listen. Think.
The Role of Rewards and Recognition in Customer-oriented Citizenship Behaviors Scott A. Jeffrey Monmouth University Guillermo Wilches-Alzate University of Waterloo January 6, 2009 1 Introduction Customer
Management and Marketing Course Descriptions Management Course Descriptions HRM 301 Human Resources Management (3-0-3) Covers all activities and processes of the human resources function that include recruitment,
MOTIVATION: A CHALLENGE FOR OIL AND GAS COMPANIES AN OMANI CASE STUDY Mansoor Hamood Al-Harthy Petroleum and Chemical Engineering Department, Sultan Qaboos University, Oman P.O. Box 33, Al-Khod, P.C. 123,
Global Financial Services Conference Is there a future for sales incentives in financial services? Ron Burke, Director Sales Effectiveness & Rewards Towers Watson Thursday 16 May 2013 2013 Towers Watson.
The HR Image Makeover: From Cost Center to Profit Maker Human resources human assets human capital. Call it what you will, the collected people power or workforce value of an organization is an asset that
Journal of Marketing Management, 1994, 10, 325-332 David Jobber and Roger Lee* University of Bradford Management Centre, Bradford, West Yorkshire, and *Wolverhampton Business School, Wolverhampton, West
Churchill/Ford/Walker's Sales Force Management Tenth Edition Mark W. Johnston Crummer Graduate School of Business Rollins College Greg W. Marshall Crummer Graduate School of Business Rollins College draw
DOI: 10.7763/IPEDR. 2012. V55. 6 Marketing Models in Increasing Human Resources Competitiveness Monica Izvercianu 1, Alina Radu 2 Politehnica University of Timișoara, Romania Abstract. In recent decades
133 PERFORMANCE MANAGEMENT AND STRATEGIC PLANNING: WHERE IS THE LINK? ABSTRACT DR. VASANT KESHAVRAO BHOSLE* *Controller of Examinations, S.R.T.M. University, Nanded, Performance management involves thinking
Peer Reviewed James H. Burton firstname.lastname@example.org and Joel Haynes email@example.com are both Professors of Marketing and Real Estate at the University of West Georgia. Brian Rutherford firstname.lastname@example.org
MANAGING EMPLOYEES PERFORMANCE IN CONDITIONS OF SLOVAK ECONOMY ZUZANA VAĎUROVÁ JANA BLŠTÁKOVÁ Abstract Emphasizing employees performance management importance as one of the latest tendencies in human resource
WILSON LEARNING'S POINT-OF-VIEW ON SALES LEADERSHIP MANAGING THE PROCESS, LEADING THE PEOPLE POSITION PAPER It is an all-too-common story: a top-flight salesperson is promoted to sales manager. The organization
H102: Food and Beverage Management - Restaurant Management MTCU Code 53201 - Food and Beverage Management Program Learning Outcomes Synopsis of the Vocational Learning Outcomes* The graduate has reliably
Developing a Marketing Plan Develop a strategic marketing plan to successfully grow your business and increase profits Learning Objectives At the end of this module, you will be able to: Understand the
The High Performer Sales ManagerS AND THEIR Seven Characteristics accela.com.au 1 The High Performer Sales ManagerS AND THEIR Seven Characteristics What characteristics have high performing sales managers
THE EMPLOYEES THE MOST IMPORTANT ASSET IN THE ORGANIZATIONS IVETA GABČANOVÁ Abstract Satisfied, highly-motivated and loyal employees represent the basis of competitive company. The growth of satisfaction
Introduction Measuring and evaluating results will provide you and your associates with the vital information you need for making key strategic and tactical decisions prior to, at and after the trade shows,
Key Account Management: The role of the Sales Manager Presented by Tim Royds MA (Sales Management), Dip (Sales), FInstSMM,, FCIM, BSc (Hons( Hons) Purpose of the session To provoke thought. To reinforce
Sales Force Effectiveness : How the HR team can influence performance Steve Grossman, Chicago Fernando Pedó, São Paulo www.mercer.com Today s speakers Steve Grossman Chicago, IL, USA +1 312 917 9609 email@example.com
JOB PROFILE CONTACT CENTRE MANAGER OVERVIEW It s about you Are you able to juggle competing priorities while ensuring that clients are served well and the organization is represented in the best possible
Sales Force Management 2013 Course Outline (4/10) Krzysztof Cybulski Ph.D. Marketing Chair Faculty of Management Warsaw University Program of Sales Force Management Course 1. Creating The Sales Force 2.
GAO United States General Accounting Office Report to Congressional Requesters July 2002 PERFORMANCE MANAGEMENT SYSTEMS IRS s Systems for Frontline Employees and Managers Align with Strategic Goals but
CORPORATE LEADERSHIP COUNCIL DECEMBER 2004 www.corporateleadershipcouncil.com LITERATURE The Use of Competencies in Performance Management Programs Finding 1: Research in 2004 indicates that approximately
Undergraduate Courses: Course # Course Title Course Description BUS201 Financial An introduction to basic accounting principles for measuring and Accounting communicating financial data about a business
Recruit the Right Talent To Increase Sales Effectiveness ManpowerGroup Solutions Recruitment Process Outsourcing Executive Summary The most successful sales professionals are often promoted to leadership
Best Practice Breakeven Analysis for Staffing, Measurement & Compensation Planning Executive Summary Breakeven analysis is a simple to use Best Practice for addressing the following challenges sales organizations
Rationalizing Salesmen's Compensation Plans FREDERICK E. WEBSTER, JR. Here is an answer to the need for a compensai'ion plan closely tailored to managennent objectives, and to the abilities and needs of
SECTION IV CHAPTER 29: Compensation Plans Compensation Plans As discussed in previous chapters (Sales Structure and Sales Management), many providers are transitioning the occupational health sales position
Great (sales) expectations The growing gap between sales force expectations and the influence traditional sales compensation has on performance Charles Dickens Great Expectations took place during a period
4 KEY CHALLENGES OF B2B SALES LEADERS Over the years, we ve met many exceptional sales leaders from every corner of the world. We ve seen how they succeed in a competitive, ever-evolving business landscape.
Chapter 16 Evaluating a Sales Person's Every Defeat, every heartbreak, every loss, contains its own seed. Its own lesson on how to improve your performance next time. Malcom X Evaluation Concept of Evaluation
Seminar Title: Duration: Fundamentals of Sales Management 3 Days Price: $2,695 Why Seminars by The Taylor Group? We have designed all of our seminars to focus on only one, key, objective: "Increasing the
Management Accounting 137 Comprehensive Business Budgeting Goals and Objectives Profit planning, commonly called master budgeting or comprehensive business budgeting, is one of the more important techniques
Lecture 26: Personal Selling and Sales Force Management Target Market Product Place Promotion Price Personal Selling Advertising Sales Promotion Number and kind of salespersons needed Selection and training
IMPACT ANALYSIS OF SERVICE QUALITY ON CUSTOMER SATISFACTION IN GROCERY STORE CHAINS-AN EMPIRICAL STUDY OF EMPLOYEES PERSPECTIVE. Sudhir Kumar Singh Research Scholar, RTM Nagpur University, PhD (Pursuing),
Sales Force and Channel Management This e-book deals with push marketing. It describes how marketers measure the adequacy and effectiveness of the systems that provide customers with reasons and opportunities
2011 International Conference on Business and Economics Research IPEDR Vol.16 (2011) (2011) IACSIT Press, Singapore Balanced Scorecard and Compensation Petr Snapka and Andrea Copikova + VŠB Technical University
Scientific Bulletin Economic Sciences, Volume 13/ Issue 2 ANALYSIS OF THE HUMAN RESOURCES MOTIVATION WITHIN A COMMERCIAL COMPANY Nicoleta ISAC 1, Eliza ANTONIU 2 1 Faculty of Economics, University of Pitesti,
Presented By: RESEARCH REPORT INDEPENDENT INSURANCE AGENTS AND BROKERS: THE GENERATION GAP 9080 Eaton Park Road T (866) 537-4999 Great Falls, VA 22066 F (703) 759-9356 OVERVIEW This research is the first
Chapter XX Performance Management: What Are The Best Practices? Thomas B. Wilson Susan Malanowski Wilson Group, Inc. Concord, MA www.wilsongroup.com In order to remain competitive, achieve strategic objectives
NECESSITY TO EVALUATE HUMAN RESOURCE MANAGEMENT IN COMPANIES OF LATVIA Līga Peiseniece 1, Tatjana Volkova 2 1 BA School of Business and Finance, Latvia, firstname.lastname@example.org 2 BA School of Business and
PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE Module 2 Coaching and Performance with the GPC Strategic Plan Agenda 1. Performance Management Process The Next Plateau 2. Aspects
Fuqua/Coach K Center on Leadership & Ethics (COLE) Mission: Executive Survey Purpose and Objectives: Administration: Participants: Researchers: To prepare academics, students, and practitioners to address