2. Meaning ~
ïManaging the sales force involves two key personal
selling decisions which are
âąSize of sales force
âąSelling styles
ïThis task starts with job analysis ,followed by job
description , job specification , recruitment , selection ,
training and controlling.
ïSales force management activities work as a system
,faulty decision relating to one activity results in
complications for other activities.
4. Job analysis~
ï¶âJob analysis is a process in which jobs are studied
to determine
ï§ what tasks and responsibilities they include ,
ï§ their relationship to other jobs ,
ï§ conditions under which work is performed ,
ï§ and personal capabilities required to perform the
jobâ~ DALE YODER
ï¶The process of job analysis results in two sets of
data i.e.
1. Job description
2. Job specification
6. Job description~
âąIt defines the scope of sales job activities , major
responsibilities and positioning of job in the organization.
âą It specifies the parameters within which a job is to be
performed in an organization; it is thus a guide to any
employee recruited for a particular job.
âą These parameters not only include the duties &
responsibilities of a particular job but also the working
hours, reporting relationship and co ordination with other
departments.
âąJob description is the foundation for the management to
set standard for performance within the organization. J.
D. also acts as a legal document for any kind of disputes
arising out of lack of role clarification and at the same
time protects an employee from an unreasonable
7. Job description includes the following
things~
1. Title of job
2. Objective of job
3. ResponsibiIitie of job
4. Job duties
5. Working conditions
6. Reporting
7. Machines to be used
8. Hazards
8.
9. Job specification~
ï¶ It is the personal quality and skills needed in an
employee to successfully perform the task of a work
position. Job specification evolves factors like
education, physical skills & communication ability in
an employee.
ï¶It includes~
1. Educational qualifications
2. Experience
3. Training
4. Physical characteristics
5. Personal characteristics
6. Skills
10.
11. Recruitment~
âąâProcess of searching for prospective employees and
stimulating them to apply for jobsâ ~ EDWIN B
FLIPPO
âą The Process of generating a pool of qualified candidates
for a particular job.
or
âąThe Process of discovering potential candidates.
13. Selection~
ï± âTt is the process of choosing
from among the candidates from
within the organization or from
the outside , the most suitable
person for the current position or
for the future positionâ~
KOONTZ
ï±Selection is the process of
choosing qualified individuals
who are available to fill the
positions in organization
14. Selection process~
Initial screening
Completed application
Medical/physical examination if
required (conditional job offer
Comprehensive interview
Employment test
Permanent job offer
Reject Applicant
Background Examination
if required
Conditional job
offer
Passed
Passed
Passed
Passed
Passed
Able to perform
essential elements
of job
Fail to meet minimum
qualification
Failed to complete job
application or failed job
specification
Failed Test
Failed to impress
interviewer and / meet
job expectations
Problem
encountered
Unfit to do essential
elements of job
15. Training~
ï±âTraining is the act of increasing the knowledge of an
employee for doing a particular jobâ~ EDWARD B FLIPPO
ï± Importance of Training
1. Respond to technology changes affecting job
requirements.
2. Respond to organizational restructuring .
3. Adapt to increased diversity of the workforce.
4. Support career development.
5. Fulfill employee need for growth
16. Training methods~
A. On-the-job Training Methods:
1. Coaching
2. Mentoring
3. Job Rotation
4. Job Instruction Technology
5. Apprenticeship
6. Understudy
B. Off-the-Job Training Methods:
1. Lectures and Conferences
2. Vestibule Training
3. Simulation Exercises
4. Sensitivity Training
5. Transactional Training
17. Motivation and compensation
plans~
ï±Motivation is derived from Latin word âmovereâ, which
means âto moveâ
ï±â It means a process of stimulating people to action to
accomplish desired goalsâ~ WG SCOTT
Motivation is the effort the salesperson makes to complete
various activities of the sales job
Majority of salespeople are not adequately motivated
Importance of motivating salespeople is recognized,
because financial performance of the company depends
upon the achievement of sales volume objective
18.
19. Compensating the sales
force~
A good compensation plan should consider objectives from
the companyâs and salespeopleâs viewpoint
Objectives of compensation plan from the companyâs
viewpoint âą To attract, retain, and motivate competent
salespeople
âą To control salespeopleâs activities
âą To be competitive, yet economical: It is difficult to balance
these two objectives
âą To be flexible to adapt to new products, changing
markets, and differing territory sales potentials
20. Performance evaluation AND
control~
ï± Controlling includes the following steps:
1. Establishing Performance Standards
2. Recording Performances
3. Evaluating Performances against Standards
4. Taking Action
It ensures that the sales force is working according
to the objectives set and helps to keep the
organisation on the right track.
And,
ï± Performance appraisal is a process of periodic and
impartial rating of an employees excellence in
matters pertaining to his present job and to his
potentialities for a better job.