A look at strategies that sales managers can use to properly motivate and manage salespeople in the field.
Written in 2006; 984 words; 4 sources; APA; $ 34.95
Paper Summary:
This paper describes three popular ways that sales managers are using to monitor and control the daily activities of their subordinate salespeople in the field. The paper explains that these methods encourage sales staff to target specific clients rather than extend a wide reach of cold calls, stress solutions to specific customer problems, generate demand by highlighting specific customer problems and establish sales employee incentives on long-term performance rather than short-term sales.
Table of Contents
Saving Time by Segmenting the Market
Problem-Solution
Motivating the Staff on a Long-Term Basis
From the Paper:
"Mark Hendricks in Entrepreneur magazine recently noted the increased popularity of 'time management' sales strategies in a less sales-friendly market. Using segmented and targeted research while deploying salespeople stragetically, hiring more of salepeople in general to target different market segments, "and investing more in training, supervision and technology to support sales," is now a popular managerial technique. This 'time management' strategy, or time compression, was born of an economic enviroronment boasting "savvier but less patient customers" and "the availability of more but sometimes less qualified candidates for sales jobs." (Hendricks, 2002, p.1) For instance, phamecutical companies like Pfizer now often have more drug representatives with fewer drugs under their care, and specific staff that highlight doctor's offices, while other salespeople market different products or different doses of drugs or sales packages to hospitals."
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