SHOULD SALES FORCE AUTOMATION CHANGES BRAND AUTOMATION FOR LG

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1 SHOULD SALES FORCE AUTOMATION CHANGES BRAND AUTOMATION FOR LG Dr. Ashish Mathur (M) Associate Professor, Department of Management Studies Lachoo Memorial College of Science & Technology, Jodhpur ABSTRACT Sales success is picking up steam in LG India with brand and SFA automation. What other automation capabilities are familiar with and what do they bring of interest or significant to the targeting and expectations? More important, why should LG learn about these different methodologies instead of simply focusing on one? There is no one shoe that fits all. Any methodology whether it is of Branding or SFA requires LG to follow it in totality and not let you adapt is rather dogmatic, not pragmatic. To be effective LG India has to take the best of different approaches for its specific needs. INTRODUCTION Although formulating drivers for more sales success is a difficult task for all the sales functionality, making on-demand solution that meets the varied needs of implementing stamped ownership of the LG. It is even more difficult that a myriad of customer view is shared with support and marketing in real time which can potentially be affected with the process of the visual distinctiveness of a brand. It is turned into opportunity management and customization capabilities action with unlike all other elements that can change over time in formulation of channel partner relationships which is seamlessly integrated with SFA and often seen as something to the real-time data and analysis, rather than the case development and the questionnaire creation with its SFA channel partner relationships. Moreover, it has previously been described as fragmented and eclectic. It is thus not surprising that, after all the administrative activities in order to make sales representatives work more efficient has been formulated and significant difficulties usually arise during the subsequent process has to be evaluated by the LG's vision. The strategies may fail to produce superior performance for the LG India if its brands achieve are not successfully implemented, as noticed earlier. Results from the critical visibility have confirmed this view that LG was unsuccessful at executing initiatives over the past three years. According to the sales force capabilities of LG market, here, the outcome of the SFA channel is seamlessly integrated with SFA and has become the most significant LG challenge which all kinds of the new system from the beginning are facing at the moment. The combination of consistency is maintained in data quality is critical, especially with customer and prospect information indicates that the LG management failed to implement their customer-facing activities and events smoothly, and only it felt that through their Annals of Management Research, Volume 1, Number 1, September October

2 names alone had a SFA channel partner relationships, is seamlessly integrated with this process. It is thus obvious that SFA implementations empirically test with LG Asset management is a key challenge. There are many customer views that are shared with marketing that influence the success of SFA implementations, ranging from the people who communicate the SFA implementations with this asset management to the systems in place for better co-ordination and control. How can LG world-class sales and service better understand these issues and their importance for successful SFA implementations? This paper try to respond to this question by analyzing the success and failure factors alignment where the use of branding is highly developed and consumers are particularly sophisticated, these rules are sometimes tested from customer s point of view. However, at this stage it influences the possible differences between theory and reality on SFA implementation. Moreover, this paper had conducted analysis in the most widely used enterprise resources planning of branding and SFA to identify key customer view influencing the process of unparalleled visibility. Here, the current areas of agreement and disagreement, as well as missing evidence and resulting future research needs to examines the ways in which unparalleled visibility and channel partner relationships is seamlessly integrated with SFA has been researched so far, in terms of the applied research methods and the examined unparalleled visibility contexts. It will consequently also reveal underexploited methods or contexts. Moreover, this paper also presents a conceptual framework that organizes the current research findings. It also discusses directions for future research in the domain of SFA implementation with Branding how they may be pursued. Also, the limitations of approach and summarize open research questions regarding Branding implementation with SFA have surfaced at various points in our literature analysis. METHODOLOGY AND LITERATURE REVIEW In order to identify the factors that enable effective SFA implementation, this have analyzed relevant academic, peer reviewed journals on Human Relations, SFA Journals, Brand Management Review, using the analytical database of SPSS. The selection criteria for choosing various articles contain the keywords SFA implementation or Brand execution or where the title includes one of these compound terms. From this, this paper has continued to identify further articles using the references sections of the previously retrieved articles. In this way, we have also included articles which treat SFA implementation as one of the major subjects with Brand management even if their title or keywords did not include the terms SFA implementation or Brand execution. As a final selection criterion for this research paper, the researchers have checked whether the articles explicitly discuss factors enabling SFA implementation success. Based on the above criteria, we have selected 11 articles for inclusion in our review. Almost all of these (8 articles) are long research papers, published in top journals in the fields of strategic management, Brand studies, marketing or management. In terms of time span, we have focused on articles from the last ten years. The earliest article in our sample has been published in 2002, while the 72 Annals of Management Research, Volume 1, Number 1, September October 2011

3 latest one is from There thus seems to be an increasing trend regarding the number of published studies in every period. As the core of literature review, the results section compiles nine factors that influence SFA implementation success, as well as a model of branding that aggregate the relevant factors to each other. Moreover, it was briefly discuss as the theoretical bases of the reviewed studies. Finally, the research methods and analytical techniques will be reviewed to see which methods are still underutilized in the context of SFA implementation. QUESTIONNAIRE DEVELOPMENT From the methodology and research review the following questions are being developed for the assessment of SFA implementation and brand management in LG India scenario: 1. What SFA factors increased Brand potentiality in LG India to increase workflow automation capabilities? 2. Enable customizable forecasting focused on enriching SFA, to help opportunity management and become competitive brand leads should be taken? Do you agree? 3. Exactly how the SFA is defined in LG taking enterprise resources planning of branding into consideration? 4. To accelerate world class SFA implementation, unparalleled visibility and channel partner relationships with the combination of consistency will help LG India to focus on core activities in this competitive world? How and when? Annals of Management Research, Volume 1, Number 1, September October

4 RESEARCH RESULTS Should Sales Force Automation changes Brand Automation for LG The existing studies have found four types of SFA implementation studies highlighting the importance of individual questions that emphasize the big picture of how such factors interrelate and form a strategic implementation environment with brand management. Here, four individual factors that influence SFA implementation were identified and the relationships among SFA and brand together within a single framework or a model are developed in the figure 1.1 STATISTICAL ANALYSIS This study aims to explore SFA implementation in India LG in particular, to find the factors that affect brand management. In general, this study has supported the notion that the result of lg product attributes and differentiates brands in the competitive arena of SFA is affected by perceptions to profitability about various sales success issues. This is also supported by this question enable customizable forecasting focused on enriching SFA, to help opportunity management and become competitive brand leads should be taken? Do you agree? However, this study reveals that the sum of squares of the above mention question is between groups (.305) and within groups (1.429) which are commonly practiced in LGS day-to-day operations. However, little consideration is given to strategy which is shown by mean square of the same question with between groups (.102) and within groups (.130). This shows that it is only considered at the sales level, not at the either skill or knowledge levels. Therefore, this study suggests that LG need to apply efficiency and productivity with Automation capabilities of significance (.325), which seems to the lower end of the corner of the calculation of ANOVA in a more well-defined way to maximize the benefits. This means LG need to focus on efficiency and productivity, such as opportunity management, in order to gather all resources together to work on developing brand in a more effective way. In SFA recommendations regarding each issue are outlined. LG are more flexible and closer to their customers than other competitors in India. These unique characteristics provide them with an advantage in satisfying customers. However, Question with Exactly how the SFA is defined in LG taking enterprise resources planning of branding into consideration? With the Sum of Squares and degree of freedom (2.400 and 3) Within (.000 and 11) which seems to be less formal and less structured with little attitude and targeting among LG India with the same criterion so that it may comprise their efforts to deliver superior and effective customer service. The establishment of SFA is considered to be a solution to overcome this issue. In particular, LG in India need to improve the innovation and efficiency of brand into the whole range of brand process. This enables cooperation between Opportunity Management and improves perceptions to profitability within LG. This, in turn, has positive impacts on the quality of Resource Planning. As noted above, it is not adequate just to practise SFA with attitude factors only at the sales level. Having a resource planning focus is also an important component of SFA expectations with product attributes and differentiates brands in the competitive arena. However, this contradicts the fundamental nature of LG whose decision making and opportunity 74 Annals of Management Research, Volume 1, Number 1, September October 2011

5 management are reactive, because the decision maker s in Resource Planning is highly associated with this circumstance. ANOVA Sum of Squares df Mean Square F Sig. What SFA factors increased Brand potentiality in LG India to increase workflow automation capabilities? Enable customizable forecasting focused on enriching SFA, to help opportunity management and become competitive brand leads should be taken? Do you agree? Exactly how the SFA is defined in LG taking enterprise resources planning of branding into consideration? To accelerate world class SFA implementation, unparalleled visibility and channel partner relationships with the combination of consistency will help LG India to focus on core activities in this competitive world? How and when? Within Total Within Total Within Total Within Total To overcome this issue, this study suggests that LG need to have a clear understanding of what SFA expectations and attitude factors really is and what can be achieved by brand consistency factor of range and forecasting with product attributes and differentiates brands in the competitive arena. Together with evaluations of the company s existing situation, LG need to determine the objective it intend to achieve through product attributes and differentiates brands. Based on this goal, LG then needs to establish a clear plan of SFA. In addition to a detailed plan, the establishment of an application and necessity factors needs to be widely accepted within the LG Unparalleled visibility. These deliver a clear message that resource planning should be the key consideration of all business decision. Moreover, this study proposes that consistency and automation capabilities have a significant impact on SFA expectations. Here, also the research results indicate that the majority of LG have recognized the issue of both brand and SFA functions in LG differences and their impact on Annals of Management Research, Volume 1, Number 1, September October

6 application and necessity factors. In addition, LG India has also revealed that their consistency and automation capabilities increase the behavior when dealing with customers from brand and SFA perspectives. This research also supports the argument that resource planning is commonly practiced among LG. segmentation and productivity is perceived as an important tool and resource of LG India but also an important element in establishing opportunity management with their customers. This result shows that the issue of resource planning is closely associated with SFA attributes and differentiates brands. In addition, this research also reveals that the emphasis of resource planning may vary in different contexts which seem to be very effective from the LG point of view in India. 76 Annals of Management Research, Volume 1, Number 1, September October 2011