...Job Analysis | | | Job analysis performed with designed workforce planning and selection of key team members to the Sales department. | | Desiree Cooper | 10/11/2010 | | Job Analysis October 11, 2010 After reviewing the company’s new strategic plans for the direction of success a complete job analysis has been done for the Sales department. As part of our continuing efforts to be the most dynamic sales force in the industry we have collected data based on job performance and observation to determine what we need to do going forward in our process. Job performance and observations were the main data sources for this particular portion of the analysis. To better understand what needed to be done I underwent a job performance study to determine what it is that our sales department daily tasks are and how it is evaluated. Part of this study included performing the job hands on and getting a feel of the overall sales process. This includes generating leads or new business, consultations, and securing or closing the transaction while building long lasting relationships and gaining possible referrals. This is no easy tasks and I can see where our team and new hires will need development training and maybe quarterly performance evaluations. These will be key to our sales team progress and success as well as beneficial to the company’s overall objective and service initiatives. Training and development are key to the ongoing efforts of this process. While...
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...Department of Defense, and beverage makers and bottlers. Executive Summary Riordan has three plants based in Albany, Georgia, Pontiac, Michigan, a joint venture in Hangzhou, China, and a corporate headquarters in San Jose, California. Because each location has its own separate finance and accounting system, Team C finds that it will be feasible and cost-effective to find ways to combine the systems with a seamless compatibility by addressing the accounting department first. The other three areas of Riordan that are integral in sustainability and growth of the company are in need of attention as well. The departments that Team C proposes to improve with the implementation of sufficient systems or subsystems are Human Resources, Legal, and Sales and Marketing. The HR department has information that is either not being stored properly, stored in unknown databases, housed in file cabinets or cannot be located. A newly proposed system will tie all information together in all locations and provide a secure central repository. The legal department is governed by...
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...the future market potential for a specific product. * sales forecast * is a quantitative estimate, in either physical or monetary units, of the total sales for a product within a market. * Market potential * is the portion of market potential that one among a set of competing firms can reasonably expect to obtain. * Sales potential * based on primary research * Build-up approach * Forecast economic conditions, such as these: I. GNP II. consumer price index III. wholesale price index IV. interest rates V. unemployment levels * Breakdown approach * assumes that the next period’s sales will be the same as they were in the previous period. * Naïve forecast * method asks key managers within the company for their best estimate of sales in a given planning horizon and combines the results to develop the forecast. * Jury of executive opinion * method is similar, but it asks the sales force for their best estimates of sales in the planning horizon. * Sales force composite * survey of customers’ buying intentions or test marketing * Counting methods * are movements in a time series as a result of developments in population, technology, or capital formation. * Trends * are consistent patterns of sales changes in a given period generally called seasonal variations. * Periodic movements * are wave-like movements of sales that are longer in duration than a year, such as business recessions...
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... January 18, 2010 The training and mentoring needs are complete and the new sales team of InterClean, Inc. is in their perspective positions. Evaluations of performance and career management methods are being put into place. This report will outline the aspects of the performance and career management programs. Performance Evaluations The sales manager will discuss the appraisal form and scorecard with each employee. Each sales associate will complete a self assessment of his/her professional goals along with their manager and the two of you will update your progress on a quarterly basis. The manager will review your scorecard with you weekly. This will show your individual weekly sales figures as well as the channels total sales. Each individual will know where they rank in the department so if any improvements are needed they will have ample time to correct them before their performance evaluation. Weekly team huddles will be held also to discuss the sales performance as a site and review any new product and service updates. Employees should feel free to offer feedback during the weekly individual meetings, team huddles, and quarterly evaluation. This is the opportunity to voice any problems, concerns, or best practices that they think should be addressed. During these open discussions, individual as well as team goals will be set and tracked on a continuous basis to progress as a sales associate, team, and organization. Continuing this practice will help employees...
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...necessary. The first change was to include the National Sales Manager in development of the Annual Operating Plan (AOP) and the parallel Change Management Programme. This included presenting the AOP with outline Change Programme to the Full Plc Board. In his 10 years the NSM had seen every nuance of selling the product and managing the teams, but never had a strategic role. The strength of this combined 3 person Change Team, allowed there to be a Transformative Approach to change, driven from the Top- Down approach, but facilitated the necessary adaptive changes to the precise interactions that the sales people interfacing with the market would develop. Adaptation of the Plan When the 4 Tiered Structure was presented to the 6 Sales Managers it became clear that Succession Planning was undeveloped. This led to a segmentation of the Key Account Managers to allow each to spend time working as a Team Leader, a second in command of a Sales Team. This was a detailed bottom change development that was entirely in line with the communicated overall principles of the Change Programme. Unintended Consequences and Tight Linkages This applied to the unintended consequences as well as the positive effects. As in Gouldner behavioural rules which targeted “indulgency patterns” meant people were increasing call length but reducing quality and sales. Some staff...
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...BRIEF OVERVIEW OF THE COMPANY: BRIEF OVERVIEW OF THE COMPANY: ATCO Laboratories Limited is one of the pioneers in Pakistan’s pharmaceutical industry sector, and has been serving the country’s healthcare system over the last four decades. ATCO develops, formulates and markets high quality generics at its state-of-the-art cGMP compliant manufacturing facility based in Karachi, which is the industrial hub of Pakistan. ATCO is WHO-GMP certified from Pakistan’s Ministry of Health and holds other accreditations from various health authorities of the world. PROFILE: ATCO Laboratories has a pristine history of over 40 years in the healthcare business. It is one of the most renowned pioneers in the pharmaceutical industry sector of Pakistan, and has successfully managed to retain a position in the top ten pharmaceutical industries of Pakistan. 1978 is a significant year in the history of ATCO when it was acquired by one of the largest conglomerate business groups of Pakistan. The acquisition was a diversification in the health care business by Kohinoor Group of Industries, having successful businesses in the fields of cosmetics, personal care products, battery cells, soaps, detergents, etc. After the acquisition there has been no looking back for the company. The Kohinoor group’s strength has always lain in its strong professional background, business acumen and timely availing of business opportunities. These consistent strengths have resulted in ATCO Laboratories becoming one...
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... demand for Burn-Loc Products was 3.2 million “equivalent” cases, distributed as follows (in million cases) according to five sales regions: Atlanta Los Angeles Dallas Chicago New York Total 0.5 0.4 0.4 1.1 0.8 3.2 One-shift production capacity in each of the three plants was as follows (in million cases): Home City Branch No. 1 Branch No. 2 Total 1.2 0.7 1.5 3.5 Estimated freight costs ($/case) from each of the factories to each distribution center are as follows: Home City Branch No. 1 Branch No. 2 Atlanta 0.95 0.35 0.95 Los Angeles 1.05 1.80 1.80 Dallas 0.80 1.40 1.15 Chicago 0.30 0.80 0.80 New York 0.95 0.30 0.85 Not all shipments are routed through regional warehouses, but on average the freight cost on direct shipments to outlets was quite close to the cost which would have been incurred if the shipment had been routed through the servicing warehouse. Lockbourne followed a philosophy of decentralized management. Top executives favored this approach for a number of reasons. First, by enriching the experience of subordinate managers, it provided better training for ultimate top management responsibility. Second, it insured that operating decisions were made by those persons most familiar with the detailed circumstances...
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...geographic proximity played instrumental roles in success. Since this business market was smaller, contractor would buy from whom they knew well and had similar cultural identities. The sales management process was more personnel and Zhou Xun, the previous sales manager had a lot of success by developing relationships by wining and dining his customers. In comparison, Jindi also sells product in the high-end residential market, but that only accounts for 20% of their sales. In this market, connections and credibility obtained the sales business primarily because architectural design firms who selected the vendors handled these projects. Since these projects were more costly, there were strict procedures involved in procurement and selecting vendors. The sales management process in this sector was different than the low end because Ma Rui, the managing director at Jindi handled a majority of these contracts because he had the business relationships and contacts from over the years. This is a major reason why only 20% of their sales are in this market, because Ma Rui handles the workload and it is not dispersed evenly. This is because the stronger ties with architectural firms are needed. A market that Ma Rui wanted to pursue and enter was the industrial market. In this market sales leads were less visible because industrial applications were more complex and hidden throughout the factory. Since heat exchangers were a small part of their production process, the architectural...
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...Performance Management Human Resource Management Foundation-HRM 500 Performance Management 1. Create a job description for a retail sales associate, which includes the most significant components necessary to describe the job both internally and externally. Retail Sales Associate Job Description Retail Sales Associates work in stores for generating sales and bringing in revenue to the company. This job requires a blend of skill, competency, and immense dedication (Retail Sales Associate Job Description, 2010). Candidates must possess a patient and professional manner to assist customers throughout the entire process of purchasing. Retail sales associates mostly report to a sales manager and work from their directions for meeting the company’s objective. Duties and Responsibilities * Interacting with customers, giving them product presentations and convincing them to make purchases, guiding customers who know what they want and to the correct section or making suggestions to customers who are not completely sure of what they want. * Strategizing to meet assigned sales targets in the given period. * Completing all the assigned tasks by the retail sales manager. * Keeping a track of the stock and inventory in the store and placing orders for replenishing the stock. * Maintaining the proper display of goods in the store and ensuring that they comply with the quality standards. * Attending sales training activities. Skills and Specifications ...
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...InterClean Training Jaime S. Castrejon HRM/531 Human Capital Management 14 June 2011 Jim Sowatzke The acquisition of EnviroTech has given us an opportunity to expand into new markets. The strategic plan will require that the sales staff be trained in the new direction of Solutions- based selling. The newly assigned sales teams at IntraClean will have to undergo intensive training to ensure a seamless transition toward an efficient and effective industry knowledge sales force. Due to budget constraints sales managers and sales representatives will be required to share knowledge and expertise in developing solutions-based products for customers. New training and mentoring needs will be developed in addition of the existing inventory skills of the current sales members. The objectives of the training and mentoring program, are to merge the two corporate cultures of InterClean and EviroTech into a productive partnership designed to reach next years sales goals which should increase profitability by 40 percent. The training program will tie the workplace training to business targets, and to enhance customer service and product knowledge. Solution-based selling Customer-and-service-based system pioneered at EviroTech Emerging issues in sanitation Environmental regulation of cleaning and cleaning systems OSHA standards Performance standards Delivery method Materials- CBT Computer based training. Multimedia (CD...
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...company, Wu had signed the region’s largest client and promoted AccountBack’s products and services among the Chinese business community in Plano. Despite these achievements, Wu’s review ended uncomfortably. Though they’d worked together for a year, Peterson struggled to bridge the distance between Wu and herself. Over lunch, Peterson praised Wu’s efforts to broaden his professional skill set by attending weekend sales seminars and networking with colleagues to better understand the business. These efforts, she noted, surely contributed to his success in retaining his large, but only, client. Peterson then reminded Wu of her concerns. “Fred, I’d like to remind you that your primary focus should be on new business. It seems as if you are spending too much time managing your one client, and that’s not your job.” Peterson continued, “As I’ve mentioned before, I’d like to be kept abreast of your development efforts, so I know when and if you need help from me, or someone else in the company. I expect you to summarize your efforts every few days on our online sales tool, like everyone else on the team. If you spent more time in the office, I’d have a better sense of your business. Plus, I’m confident you’d glean some helpful selling techniques from your colleagues.” Finally, Peterson questioned the value of the expensive add-on services Wu had sold to his client so early in the relationship. Wu assured...
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...influence by persuasion and charisma—not formal authority. Secondly, the communication vehicle that Maureen chose to carry and deliver her proposed plan was ill suited for interconnecting the plan and expectations. Instead of going with the organization’s pattern of utilizing personal relationships, teamwork, and the openness to express opinions and feedback, Maureen sent a memo directly to the titanium extrusion sales representatives. In the memo, she simply gave a rationale for making the change. In response, a District Sales Manager (DSM) called Maureen to ask for a more detailed explanation for the change due to its arbitrary nature. Therefore, Maureen presented her findings to the DSMs in a yearly sales meeting in the presence of the VP of Marketing. CAUSES * Lack of empowerment from authority: Although Maureen’s plan obtained approval from her boss, Hugh Salk, there was never a statement from the VP of Sales to his subordinates (district sales managers and sales representatives) supporting the proposal. As seen in Exhibit 2, Lawrence Israel, the VP of Sales has direct power over DSMs....
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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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...Recruiting and retaining the right people Who are Barclays? It all began way back in 1690, when John Freame and Thomas Gould start trading as goldsmith bankers in Lombard Street, in the City of London. In 1735, Freame’s son, Joseph, invited his brother-in-law, James Barclay, to join them as a partner, and the name has remained a constant presence in the business ever since. Family banks like this one, though, found it hard to compete with the larger joint stock banks by the end of the 19th century. So in 1896, 20 small private family banks joined together in a move that created a bank with 182 branches, 806 staff and deposits of £26m. Further amalgamations and take-overs followed and by 1920 Barclays Bank Limited was ranked third among Britain’s ‘big five’ banks. UK and international growth flourished. By the late 1920s the first book-keeping machines had been introduced to branches, and from 1945 to 1948, the bank began to offer refresher courses to staff returning from war service. We appointed the UK’s first female branch manager, Ms H M Harding, at the Hanover Street branch in London in 1958, and established another UK first – a computer centre for banking. From here, the firsts continued. The UK’s first credit card, Barclaycard, was launched in 1966, followed the next year by the world’s first ATM in Enfield. Our Business Advisory Service began in 1973, and by 1981 we were the first foreign bank to file with the Securities and Exchange Commission in Washington DC...
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...Transforming Your SALES CULTURE By Mike Brooks t some point in a company’s development, it becomes a priority to focus on and possibly change the existing sales culture. This need to change can be driven by many factors, including slumping or declining sales numbers. Alternatively, a change in focus may occur, from a customer-service-orient- ed sales team taking inbound leads to a more direct-selling model in which outbound calling becomes a prior- ity. Or perhaps there is a change in direction, such as a focus on growing new accounts. Sometimes a total transformation is in order, whereby an entirely new sales methodology is required and selling systems, processes, and other key sales drivers are developed and implemented. Regardless of the change, and in spite of the work necessary, one common challenge remains consistent: getting buy-in from your existing sales team to adopt and implement the skills, processes, and procedures needed to make the change successful. THE PROBLEM IS WITH PEOPLE, NOT PROCESSES Changing processes and proce- dures is relatively straightforward; changing the attitudes and actions of experienced sales reps isn’t. Those of you who have been involved in managing or directing a sales team know firsthand the resistance reps exert against changing the way they sell. Even when their current sales skills are ineffective, sales reps are reluctant to try something different. Many sales reps resist a scripted...
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