...are reward systems................................................................................................... 4 How reward systems can improve companies.................................................................... 4 Case study Company - history on Oakley Inc..................................................................... 4 Job positions to be evaluated - National Sales Rep........................................................................................................... 4 - Outside Sales Rep............................................................................................................ 4 Reward systems................................................................................................................. 4 Work and travel - National sales rep............................................................................................................. 5 - Outside sales rep.............................................................................................................. 5 Free product (swag) -...
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...equipment, and HR North that supported the US Air Force with a variety of specialized products. HF uses a variety of dealers, independent sales representatives, and inside sales representatives, with different territories located around the country. For inside sales people, remuneration is made up of a base salary as well as a fixed commission of sales. The company has been facing a decline in sales due to its position in a mature market, as well as its ineffective sales system. CEO M.S. Lee appointed his son James to evaluate and revamp the sales incentive plan. James Lee proposes a new incentive that is broken down into three main parts: (1) a commission based on gross margin, (2) a 5% bonus for those who fall within 10% of their sales forecast, and (3) a 5% bonus for achievement of a management by objectives (MBO) target. Problems & Issues * Lack of strategic focus in sales people * Widespread and varied forms of sales agents, which can make it difficult to plan and forecast * Lack of knowledge of customer base through dealers and outside representatives * No incentive for sales people to actively seek new business * Sales assistants not clear of their role and expectations * Delivery times are too long, and sales people are making promises the can’t keep regarding delivery times * Lack of communication between sales and production * Lack of organizational culture * Company and divisions...
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...applicants. Each employee has to be experienced and know cleanliness and safety. In order to fulfill the new positions, a total of 10 employees will be hired. The employees include: Director of Sales, Assistant Director of Sales, Sales Coordinator, Sales Manager, three Inside Sales Reps, and three Outside Sales Reps. II. Job Analysis Job analysis “describes the process of obtaining information about jobs” (Cascio, 2006, p 158). It includes the job description for each position in detail and includes the skills they must possess for the position. The analysis is so important because it outlines the requirements so the best person is hired. If the employees are not fit for the position, then this will cause the compnay to lose money due to training expenses and losing wages for being short in labor. Director of Sales “Responsible for the overall coordination, the functional management, and leadership of all the sales activities of the business” (About Personal Growth, para 2). They are responsible for all budget information and finding implementation for improvements within the departments and customer strategies. Must have 10+ years experience both in house and field sales, knowledge of compliance and regulatory laws, and development and execution of tactical sales plans. The candidate must possess effective time...
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...HBR.ORG Spotlight on Smarter sales The End of Solution Sales The old playbook no longer works. Star salespeople now seek to upend the customer’s current approach to doing business. by Brent Adamson, Matthew Dixon, and Nicholas Toman July–August 2012 reprinT R1207C Spotlight on Smarter sales Spotlight Artwork Chad Wys, Thrift Store Landscape With a Color Test, 2009, paint on found canvas and frame, 42" x 34" x 2" For article reprints call 800-988-0886 or 617-783-7500, or visit hbr.org Brent Adamson is a managing director, Matthew Dixon is an executive director, and Nicholas Toman is a research director at Corporate Executive Board. The End of Solution Sales The old playbook no longer works. Star salespeople now seek to upend the customer’s current approach to doing business. by Brent Adamson, Matthew Dixon, and Nicholas Toman July–August 2012 Harvard Business Review 3 Copyright © 2012 Harvard Business School Publishing Corporation. All rights reserved. T Spotlight on Smarter sales The hardest thing about B2B selling today is that customers don’t need you the way they used to. In recent decades sales reps have become adept at discovering customers’ needs and selling them “solutions”—generally, complex combinations of products and services. This worked because customers didn’t know how to solve their own problems, even though they often had a good understanding of what their problems were. But now, owing to increasingly...
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...solutions for marketing their architectural coatings and sundries. Jones Blair mainly deals with customers looking for a high end product. They strive to produce top quality coatings by continually researching and developing new solutions. This has led the Jones Blair product to be the highest priced product on the market. Jones Blair caters to mainly do-it-yourself customers (50% of sales) and professional painters (25% of sales) looking for great point of purchase service, ease of application, and durability. The Jones Blair Company has increased sales on an annual basis, but the sales volume has stayed the same. This is due to the high cost of research and development in their products. The company is in fear of facing a plateau in price and being able stay competitive in the industry. Jones Blair needs to determine where and how the company will market its architectural products in the southern US. Currently, the company employs eight sales reps to manage the inventory and customer expectation at the companies 200 cooperative retail outlets. The company spends roughly 3% of net sales ($12,000,000*.03= $360,000). Of this 55% is spent on cooperative advertising ($360,000*.55= $198,000). This is spent on newspaper advertising and seasonal catalogs distributed by retailer. The rest of the advertising budget is spent on in-store displays, corporate brand advertising, a...
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...to the way that this newly formed company will service clients. The company will no longer be focused on the products we sell, but we will be focused on the solutions and services side of the industry. During this shift in strategy we will be redesigning the structure of our current employees and future employee hiring and development processes. The formation of new job descriptions, specifications, a formal job analysis and workforce planning system will be key to the long term success of this company. Interclean, Inc. will no longer be hiring by “gut feel” type interviews, but instead will be hiring thorough a more thorough selection process. We will be developing a new team that will consist of a vice president of sales, a sales manager, and five outside sales representatives. This new team will be hired and developed by the strategic methods discussed in the following Career Development Plan, which will include the analysis and selection stages. Job Analysis A thorough job analysis will identify qualities that employees need to perform existing jobs (Cascio, 2005). We will be using a combination of different competency and job analysis models to develop a long term plan for hiring and retention of employees within the company. Competency models are a form of job analysis that will focus on the broader characteristics of the individual to have a better understanding of our HR practices. We will focus on a wide range of knowledge, abilities, skills, and other characteristics...
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...previous chapter which is chapter 15, we already discussed on the process by which we determine the number and type of sales people needed, and also how to recruit applicants. In this chapter we are in the third phase which is selection. This phase involved of developing a system of tools and procedures for matching the applicants with the predetermined requirements and actually using this system to select the salespeople. There are some major tools in the selection, they are application blanks, personal interviews, psychological tests, references and credit reports and the last tool is assessment centers. This chapter also discuss about the fourth phase of staffing process which is hiring and also the final phase, which is assimilating new hires into the company. The figure below shows the tools on selecting salespeople. In this chapter, the processing applicants are a key activity in implementing a company’s strategy planning. When using the any of the selecting tools, manager has to make certain that it is complying with all pertinent laws and regulatory guidelines. The application blank and the personal interview are the two most widely used selection tools. A short application blank may be used as an initial screening device. A longer application blank is a primary source of personal history information that can be used in hiring and in other phases of sales operations. An application blank is an excellent tool for getting information in three major categories of job qualifications...
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...Strengths of the Dyadic Approach The dyadic leadership approach assumes that the relationship between the leader and the subordinate is singular in nature and is a relationship that evolves over time from a basic or casual relationship to that of a mutual trust in order to accomplished mutual goals (Yukl, Chapter 1: Introduction: The Nature of Leadership, 2010). In this way the leader has a direct influence over the behavior and attitude of a singular subordinate without outside interference. The dyadic leadership approach can also be used to study a group dynamic but in a limited way assuming that all of the subordinates have similar job descriptions and skills, and that they are able to work independently of each other in order to achieve the desired goal (Yukl, Chapter 1: Introduction: The Nature of Leadership, 2010). An example of this type of dyadic relationship would be that of a sales representative for a large pharmaceutical or medical device company such as Medtronics where there are several sales representatives...
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...Challenge Dell has emerged as one of the biggest sellers in the PC market. From humble beginnings in 1983, when Michael Dell worked out of his campus dorm room, to 1996 when we reached $7.8 billion in sales, the source of our amazing success has been our unwavering focus on the customer, termed the “Dell Direct Model.” The Dell Direct Model was ingenious. Michael Dell took a simple concept, selling direct to the consumer (Appendix. 1), and built a business model that, quite simply, outclassed his competitors. By selling to the customer direct, eliminating the traditional dealer channel and using a just-in-time (JIT) production procedure, Dell has created unparalleled efficiencies in operations. This allows us to provide high quality products at a lower price than our competitors. In addition we have leveraged supplier relationships to build a supply chain that is unmatched; our relationships with our suppliers have facilitated our JIT production model which allows us to enjoy a significant competitive advantage in price, product reliability and product delivery. It appears that we are perfectly positioned to take advantage of the new online market having sold direct to customers for the last decade and already establishing ourselves as the leader in internet sales. Michael Dell has presented a strategic objective for our company, to “…do at least 50% of our business over the web…” Despite our initial success selling online, we face significant challenges in this...
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...Inside Or Outside 1. Using the information in this chapter, discuss the advantages and disadvantages of having your own sales force versus hiring outside sales agents? There are advantages and disadvantages to using both your own sales force and hiring outside agents. The decision to use outside agents or a companies sales force involves many different exchanges. There are four factors manager must take into consideration which include: economic criteria, control, transaction costs and strategic flexibility. When evaluating the economic criteria you should begin by comparing costs. Fixed costs are usually lower amongst independent agents because they do not receive salary and are not reimbursed for selling expenses. However, costs rise faster as sales volume increase since they are paid a higher commission than company salespeople. Agents are advantageous in smaller territories or where success is uncertain because of this matter. They are also appealing when the company is moving to a new geographic location or into new product lines because of their expertise and relationships they have already established. On the other hand, most managers believe having your own sale force will generate a higher volume of sales because they will be focused solely on the company’s product. A disadvantage of having independent agents is the lack of control over them. It is harder to depict whether they will pursue their own short-run benefits at the expense of the companies long-term...
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...Corporation since its arrival in the computer manufacturing business has been following the “Direct Model” that has helped it to leverage its position as a leading manufacturer of PCs. When Dell entered the PC manufacturing industry there were already established competitors like IBM, HP, COMPAQ, Gateway and Apple.IBM was the pioneer with respect to technical standards in the PC industry and also had an open architecture allowing developers to build applications suitable for running on the IBM machines. The industry was rallying around the standards set by IBM and all major players in the industry had IBM clone machines except for Apple which was using alternative standards and had its own proprietary architecture. The major players had strong sales force teams and dealer networks .So the PC industry had a lot of competition and there was very less opportunity for any substantial growth in the industry. Because of presence of so many competitors in the industry price wars were common and locking in customers could only be done by providing them with a cost effective solution. Also the PC manufacturing industry had two prominent suppliers for the microprocessor (Intel) and the operating system (Microsoft) ,the two most important things required in building a PC. Even though Intel made the microprocessor available to purchasers at a standard price it rationed new products to PC makers based on the proportion of their previous purchases. So the industry had to some degree supplier power...
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...objectives of sales management • Definition of sales management • How a Sales executive acts as a coordinator • To know about personal selling In this lesson we will study about an overview of Sales Management. today must develop an integrative management style using adaptive, problem solving, extensive information, in many cases is an ever changing market place. The overwhelming majority of business environment workers are service providers such as investment bankers, consultants, and information technology specialists. Sales Mangers in the current business environment must have the ability to add value, which means functional expertise in sales and marketing along with knowledge of industry. However managers must also have the skills to lead, communicate, use changing technologies, build teams, motivate sales people, form strategic alliance with customers. These are times of drastic corporate downsizing in which sales orgranisations are expected to do more with less. Many internal and external changes in organizations have dictated the need to conduct business differently. External business environment has experienced changing technology, globalization, more competition and more demanding and sophisticated customers. Internal changes have included greater emphasis on quality levels in product and service output, faster communication channels and more educated, skilled employee base. The relationship between sales people and customer is changing faster than sales orders can be...
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...and communicate as if they were sitting right next to each other. Until the mid 90s, the hardware costs made videoconferencing prohibitively expensive for most organizations, but that situation is changing rapidly. Many analysts believe that videoconferencing will be one of the fastest-growing segments of the computer industry in the latter half of the decade. Companies of all sizes and in every industry are quickly adopting video conferencing as a way to stay connected, increase productivity and cut costs in these difficult economic times. As prices on conferencing equipment drop and the technology becomes easier to use video conferencing is gradually becoming an efficient way for business to communicate with employees, customers and sales prospects. Below are a few benefits of adopting video conferencing as part of your everyday operations. 1. Increases Productivity Most conferencing systems now have features that allow users to share and edit documents, PowerPoint, Visio, etc., in real-time. The ability to easily share and collaborate within various formats has added another dynamic to video communications previously not possible....
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...ProSel Sales Force Automation ProSel is a remote order entry and content management application for iPad. The app gives you total control over the information and functionality you need to increase sales and improve productivity - a complete mobile sales solution for every outside rep and your best customers. You get easy order entry, presentation resources, image display, a fast catalog search, document sync and sharing, bar code scanning, adjustable pricing and more. Download the free App Store demo today. GoldMine The GoldMine relationship management product line has multiple editions, each developed with a unique person and organization in mind. All editions provide extensive contact management, sales automation, marketing automation, scheduling and project management functions. They vary in the underlying technology and configurability. Feature comparison chart. Bloomfire Bloomfire's sales training platform allows for better training of sales teams or sales organizations of all sizes through social learning. Easily upload and/or create sales tips, trainings and modules in addition to quickly allowing for an entire sales group to ask and answer questions. Mobile/App friendly means a sales organization can access and utilize the power of sales enablement from anywhere. Better sales organizations through Bloomfire. Start your free trial today. CRM Vendor No Data Entry! Telenotes is the easiest CRM in the industry allowing your field sales reps to update EVERYTHING in...
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...……………………………………………………………….000000000000000000000000000000000000000000000000 Collegiate Promotions Human Resource Mangement/530 Dr. Donny Bagwell Evaluate whether or not the compensation system at Collegiate Promotions is effective After evaluating the case study I have determined that Collegiate Promotions compensation plan is not only effective but aligns with the organization’s competitive strategy. Collegiate Promotions strategy seems to be earning the most profits with the least risk possible. Collegiate Promotions clearly focuses on individuals who are self motivated and excel as sales representatives. Collegiate Promotions focuses on independent contractors as their workforce and way of making profit. By hiring...
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