194,554 research outputs found
Organisational capabilities for enhancing the sales quotas development process outcomes for pharmaceutical sales forces
No full textThe improvement of the sales quotas development process in Spanish pharmaceutical
organisations is challenging as the market environment becomes dramatically complex.
Setting sales quotas has always been difficult, exemplified by the difficulties in
quantifying future sales by sales territory. Extensive research has been conducted and
several conceptual models created to facilitate the process of developing sales quotas.
Effective management of this process has proved problematic mainly due to difficulties
in estimating future sales by territory, the complexity of the systems utilised in the
process, the granularity of the data required and the lack of attention to implementation
issues. Therefore, determining organisational capabilities that facilitate developing an
effective sales quotas process is paramount.
This study uses goal setting theory to understand organisational capabilities for the sales
quota development process. A sales quota development process for a mid-sized
pharmaceutical organisation was examined in terms of activities, which satisfied
stakeholders’ expectations. Based on empirical data organisational capabilities were
identified and prioritised. Goal setting theory is advanced through the development of
the SQD Model that includes a set of sixteen organisational capabilities that are critical
for developing an effective sales quotas process for pharmaceutical organisations. This
study created the SQP Maturity Framework, a diagnostic tool that allows organisations
to assess their sales quota development process and understand which capabilities to
acquire or further develop to improve the process. Differences by organisational
contexts are highlighted.
The focus of this research is the pharmaceutical sector in Spain. The organisational
capabilities uncovered and assessed will be relevant to these and other sectors that rely
on sales forces. Areas for future research include the replication of this study in
different geographies and sectors focusing on identifying more organisational
capabilities and routines that facilitate moving organisations towards an optimised level
of maturity
A Retail Sales / Sales Tax Paradox
No full textSmall communities experiencing slow to negative growth sometimes increase their local sales tax rate in order to maintain or expand public services. A cross-sectional, time series model is used to investigate possible unintended consequences. Negative elasticities are found for tax rates above the norm, resulting in reduced retail trade.community development, sales tax, Community/Rural/Urban Development, Public Economics, Q00, R51,
The changing role of sales: viewing sales as a strategic, cross-functional process
No full textPurpose – Although there is substantial practitioner evidence for changes in the
role and functioning of sales in the twenty-first century, there is little
academic research charting new directions for the sales function in a business-
to-business context. This paper aims to report on four case studies that
illustrate how sales is changing. Design/methodology/approach – The case studies
involve large global companies who were changing their existing sales process to
adapt to changing circumstances. The organizations comprised four global
industries: construction, power solutions, building technology, and electronics
and software. Findings – The results demonstrate that sales is changing in three
interrelated aspects: from a function to a process; from an isolated activity to
an integrated one; and is becoming strategic rather than operational.
Originality/value – The results suggest that changes in the role of sales will
affect sales processes and the way that the sales function liaises with other
dep
[Report to Chief J. E. Curry, by an unknown author #1]
No full textReport to Chief J. E. Curry, by an unknown author. The report contains a list of officers who gave depositions to the United States Attorney
[Report to Chief J. E. Curry, by an unknown author #2]
No full textReport to Chief J. E. Curry, by an unknown author. The report contains a list of officers who gave depositions to the United States Attorney
COTTON EXPORTS: ANALYSIS OF THE RELATIONSHIPS BETWEEN SALES AND SHIPMENTS
No full textRelationships between cotton export sales and export shipments are examined, and a quarter-specific lag structure is estimated. Two econometric systems are estimated, one employing export shipments and the other using export sales. Results indicate that sales are more sensitive to changes in economic variables than shipments and that stocks net of outstanding export sales are more responsive to price and interest rate changes than gross stocks. Sales and shipments are different variables and cannot substitute for one another in econometric modelling. Use of export sales data should be considered in estimation of export demand and stock demand parameters.International Relations/Trade,
Carta mecanografiada de Joan Sales a Denis Mascolo
No full textCòpia d'una carta que J. Sales envia al responsable de Gallimard explicant l'èxit de La plaça del Diamant, fent-li saber que l'obra està avalada per J. Goytisolo i B. Lesfargues, per si volen publicar la traducció francesa
Factors for a successful sales forceduring the corporate life cycle
No full textThe organisations, like all living organisms, have a lifecycle and undergo very predictable and repetitive patterns of behaviour as they grow and develop. Although companies devote considerable time and money to managing their sales forces, few focus much on how the sale forces needs to change over the life cycle of an organisation. In this article, the authors explain how, at each stage, company can best tackle the relevant issues and get the most out of their sales forces, how to develop the best sales force structures for each of the four stages of the business life cycle. Specifically, companies must alter four factors over time: the roles that the sales force and selling partners play, the size of the sales force, the sales force’s degree of specialization, and how salespeople apportion their efforts among different customers, products and activities.corporate lifecycle, sales, sales force, efficiency
Transforming Incentives: Analysis of Personnel and Employee Output Data in a Large Japanese Auto Sales Firm
No full textThis paper analyzes the economic consequences of performance-oriented human resource (HR) system reform at Auto Japan (pseudonym), one of the largest Japanese auto sales firms, using personnel and employee output data. The author overviews the three major components of the HR reform: base wages, performance-based pay, and performance rating systems. Then the author examines the productivity effect of the reform. The performance-based pay was changed from combining a base wage with a simple performance pay system to instead a scheme kinked around a draw line (representing aggregate base pay) to intensify incentives. The introduction of the draw formula performance-based pay system raised the productivity of the new car sales staff, but generally failed to raise the productivity of the used car sales staff. The evidence suggests that while Auto Japan's performance-oriented HR system reform, which was typical of reforms instituted among major Japanese firms in the late 1990s, changed the wage structure and grading pattern of employees, it brought only slight improvement in individual productivity.
How Can We Increase Sales Force Motivation? Practical Approach: Stimulating Motivation on a Telecom Companies` Sales Force
No full textWhat makes the salesmen tick and make them boldly go where no salesmen have gone before? (And make huge profit from it.) Can we classify without mistake the salesmen in different categories? Can we develop a matrix were we can put in the variables and in the end we will have the solution to every sales problems? What if money it’s simply not enough, in some cases? After what point do the incentives start working against the salesmen and the employer? In this research, conducted on a test group of 150 salesmen for a period of 12 months, a Business Sales Department on a major multinational telecom company, spread all around Romania, we will try to find answers to some of these questions. The challenge: understand the mechanics of sales force motivation and sales force incentives, and of course, how they interact. There are “two sides of the story” - two objectives. The first goal was to increase sales on a product that did not sell very well (interesting for the telecom company), and the second objective was to understand what happens to a group of 150 salesmen when faced to different methods of motivation (interesting for us).sales force, motivation, telecom companies, management.
- …
