161,574 research outputs found
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,
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
RETAIL SALES: DO THEY MEAN REDUCED EXPENDITURES? GERMAN GROCERY EVIDENCE
No full textRetail pricing strategies incorporate promotions, sales, and rigidities. A number of models have been proposed in particular to explain the occurrence of sales. Focussing on the market for fresh foods the model by Varian and the loss leader argument seem to be intuitively best fitting to the conditions in the fresh food market. From these models we derive several hypotheses that are tested for a unique data set of the German fresh food retail market. The data set consists of weekly prices for ten food items in 131 grocery shops over the period from 1995 to 2000. Following Varian sales should lead to reduced expenditures, while the loss leader argument assumes that consumers are lured into the shop by promotional sales which are covered by higher prices for other products. The results indicate that expenditures decrease with the number of sales in the short run but this effect is outweighed by a dynamic price adjustment thereafter.Food Consumption/Nutrition/Food Safety, Marketing,
An investigation into the antecedents and consequences of collaboration between sales and marketing
No full textThis thesis explores the antecedents and consequences of collaboration between sales and marketing. The results suggest that collaborative sales and marketing functions have benefits for the organisation in terms of improved business performance. In addition, improvements in collaboration between sales and marketing will positively affect marketing orientation and leading to superior marketing quality. The research began with an exploration of the interface between sales and marketing through the available literature. The existing research conceptualises the relationship between sales and marketing and highlights the benefits of interfunctional collaborative behaviour. Therefore, a study was designed to not only identify the antecedents of collaboration between sales and marketing so that the relationship between sales and marketing can be assessed and improved to the benefit of the organisation, but also to establish that business performance can be directly influenced by improvements in collaboration between sales and marketing.
The research was undertaken through a mixed methodology, utilising exploratory case studies, a large-scale quantitative survey and confirmatory interviews. The data analysis involved four distinct analytical methods: within-case analysis, crosscase analysis, statistical analysis and confirmatory interviews. The large-scale survey was undertaken through a questionnaire that was sent to the Managing Directors/Chief Executives of large, UK-based organisations operating in the business-to-business arena. Through the findings from the survey five antecedents to collaboration between sales and marketing were identified - management attitudes towards co-ordination, conflict of interests, communications, market intelligence and organisational learning - and a revised conceptual framework was developed. The correlation and multiple regression analysis confirmed the weighting of each of the independent variables upon collaboration between sales and marketing and established a number of other relationships between the variables.
The second part of the research focused on the consequences of improved collaboration between sales and marketing. It was found through the survey that collaboration between sales and marketing may have a positive effect upon business performance. The research also established that marketing orientation was not an antecedent to collaboration between sales and marketing, but that collaboration between sales and marketing may have a positive influence on marketing orientation. In addition, it was established that collaboration between sales and marketing has a positive effect on business performance. This research identifies some of the antecedents of collaboration between sales and marketing and clarifies the benefits of collaboration between sales and marketing to the organisation
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
Joint Sales Promotion: Prospects & Issues
No full textThis study is an attempt to understand current consumer joint sales promotion in India and thereby identify related prospects and problems. For a conceptual overview, relevant literature in this area was studied. To gain an insight into current practices, announcements of the offers through secondary sources were compiled. A content analysis revealed that "Target market commonality" relationship was the prime reason for companies offering joint sales promotion. It was found that the usage of joint sales promotion was most prevalent in consumer durable category. There exists a prospect for using joint sales promotion in non-durable category. Identifying a suitable partner , planning and co-ordination are the main issues for a manager wanting to use this tool. A guideline regarding the above issues has been suggested.
A Repeat Sales Index Robust to Small Datasets
No full textAs suggested by D. Geltner, commercial properties indices have to be built using repeat sales instead of hedonic indices. The repeat sales method is a means of constructing real estate price indices based on a repeated observation of property transactions. These indices may be used as benchmarks for real estate portfolio managers. But the investors in general are also interested in introducing real estate performance in their portfolio to enhance the efficient frontier. Thus, expected return and volatility are the two key parameters. To create and to improve contracts on real estate indices, trend and volatility of these indices must be robust regarding to the periodicity of the index and the volume of transactions. This paper aims to test the robustness of the trend and volatility estimations for two indices: the classical Weighted Repeat Sales (Case & Shiller 1987) and a PCA factorial index (Baroni, Barthélémy and Mokrane 2007). The estimations are computed from a dataset of Paris commercial properties. The main findings are the trend and volatility estimates are biased for the WRS index and not for the PCA factorial index when the periodicity increases. Consequently, the level of the index at the end of the computing period is significantly different for various periodicities in the case of the WRS index. Globally, the PCA factorial seems to be more robust to the number of transactions. Firstly, we present the two methodologies and then the dataset. Finally we test the impact of the number of transactions per period on the trend and volatility estimates for each index and we give an interpretation of the results.Index Estimations ; Property Transactions Volume ; Repeat Sales Indices
A repeat sales index robust to small datasets
No full textAs suggested by D. Geltner, commercial properties indices have to be built using repeat sales instead of hedonic indices. The repeat sales method is a means of constructing real estate price indices based on a repeated observation of property transactions. These indices may be used as benchmarks for real estate portfolio managers. But the investors in general are also interested in introducing real estate performance in their portfolio to enhance the efficient frontier. Thus, expected return and volatility are the two key parameters. To create and to improve contracts on real estate indices, trend and volatility of these indices must be robust regarding to the periodicity of the index and the volume of transactions. This paper aims to test the robustness of the trend and volatility estimations for two indices: the classical Weighted Repeat Sales (Case & Shiller 1987) and a PCA factorial index (Baroni, Barthélémy and Mokrane 2007). The estimations are computed from a dataset of Paris commercial properties. The main findings are the trend and volatility estimates are biased for the WRS index and not for the PCA factorial index when the periodicity increases. Consequently, the level of the index at the end of the computing period is significantly different for various periodicities in the case of the WRS index. Globally, the PCA factorial seems to be more robust to the number of transactions. Firstly, we present the two methodologies and then the dataset. Finally we test the impact of the number of transactions per period on the trend and volatility estimates for each index and we give an interpretation of the results.Repeat sales indices, Index estimations, Transactions volume
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
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.
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