...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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...fair bit of turnover amongst its’ sales teams. While sales representatives typically remain in home sales for their professional careers, they often switch between builders, and even out of the industry to general brokerage at some point in their career. As a 10+ year seasoned sales representative, I have seen far too many quality representatives leave my company to start over with another builder, or other industries altogether. It truly is a shame, as many of these representatives would have generated an incredible amount of income for themselves, as well as profit for the builder, had they given themselves the proper opportunity. I am proposing that proper training and sales management involvement could single-handedly improve retention amongst the sales team. In this paper I intend to explore the costs associated with employee turnover, the role of middle management during the selection process and thereafter throughout training, as well as training procedures and policies that could be implemented to help lessen turnover. Lastly, I intend to explore how my company will improve as a result of higher retention of its’ sales professionals. Retention of sales professionals has become one of the most taxing issues facing sales managers of today, particularly due to the costs associated with high turnover and how it affects a company’s bottom line. It is a costly problem that impacts companies of all sizes. It has been found that some sales force turnover is acceptable and...
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...Hertfordshire, part of your role is to visit the regional sales offices and to audit their HR processes and practices. The company has experienced sound levels of growth in recent years and has experienced growth in turnover of one-third in the last three years. Prior to your appointment, the HR manager worked alone, aside from an administrative assistant, involved primarily in advising regional managers on recruitment and selection, conducting induction and ensuring that the company’s policies (such as health and safety and equal opportunities) complied with legislation. Typically, she would only visit regional offices to attend disciplinary or grievance meetings. Whilst the company has broad guidelines on how each department is managed, the general attitude among senior management at HQ has been that as long as each office is performing adequately, they are happy not to intervene or get too involved at regional level unless directly asked to do so. However following the recent growth of the firm from a relatively small, tight-knit organisation to a larger, more bureaucratic company, the senior managers are keen to introduce a ‘performance culture’ into the firm and to formalise and standardise its key HR processes. You have been asked to visit all the regional offices to observe their performance appraisals being conducted as the basis for writing a set of guidelines that can be circulated to all regional sales managers as ‘best practice’. The current guidelines simply state that performance...
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...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 reach a higher level of performance...
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...3, 2013 I chose Sales Manager for each country. I selected to prepared resumes for each country. I included a resume for each country and attached a link to each announcement at the bottom of each resume. Name: Email: PROFILE: Dynamic sales manager with over thirteen years of experience in management, sales, and marketing. Seeking a position where my experience can be effectively utilized to increase product sales and price while growing market share. Recognized for ability to lead, build and sustain successful sales teams. Expert in building mutual beneficial relationships with both customers and business partners. Excellent presentation, negotiation, closing and follow through skills. WORK EXPERIENCE: ABC Company, Hunan, China Sale Manager, 2006 to 2007 * Responsible for managing up to seven Account Executives in three states * Lead the market center in a new sales promotions and contest role outs * Recruit and staff new account managers and sales representatives * Developed and implemented several Best Practices for sales execution * Conduct sales meetings and conference calls with sales team, listened to issues presented by the sales team implement the appropriate actions XYZ Corporation, Shanghai, China Sales Manager, 2005 to 2006 * Recruited resellers in the US and Europe. * Conducted sales calls all over the world using Skype. * Organized demos and evals with Support Engineers. * Generated sales forecasts and maintained...
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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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...Damesha N. Horace HRM/531 Human Capital Management May 31, 2010 Tiffany Mytty-Klein, MBA MEMORANDUM TO: Supervisory Team FROM: Damesha Horace, Mid-level Sales Manager DATE: Monday, May 31, 2010 SUBJECT: Interclean-EnviroTech Merger CC: Corporate Office As you may be aware, a recent merger with EnviroTech has brought about many changes within the organization. Though there are many concerns ranging from staffing and training, budget-cuts, termination rumors, and compliance issues, perhaps a review of our current staffing -- particularly in sales and marketing (University of Phoenix, n.d., p.2 ) is the most substantial to the success of this merger. It is important to note how your behavior can affect the productivity of workers, the types of management action that aligns with employment laws and those that do not, and the best practices for working within a diverse work environment. First, as a mid-level sales manager it is important to understand how your behavior can affect the productivity of your workers. Though we have a talented sales team, its operation will have to adapt to fit our new direction (University of Phoenix, n.d., p.2). We pride ourselves on being able to offer current employees the opportunity to hone their sales skills. Offering positive reassurance and excitement toward the new sales training program is one way that you can help keep workers productive. Assuring workers that this new sales training is an excellent opportunity for...
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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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...of the California Alcoholic Beverage Control and in danger of being out of business for 45 days. In order to come to a solution for Mr. Patton, we must first discuss the specifics of the fraud and what can be done in the future to prevent such an incident. Given the myriad definitions of fraud in accounting and legal literature, this act qualifies as such because it was intentional, mislead the company’s shareholders about a material fact, and caused financial damage to the company. The specific fraud schemes employed were an expense reimbursement scheme by submitting fictitious expenses, inventory larceny in the form of fictitious sales by claiming $100 more in sales than was collectible, and inventory misuse by misusing a neon display sign. Further, the three components of the fraud triangle were present. First, the system set up for sales and expense reporting created the opportunity for the fraud to be committed. Both George and Carter faced relaxed expense policies with no controls put in place to verify their claims. Second, the three could rationalize the act. Carter states in his letter to Vince Patton that he felt he was trying to achieve the “scenarios” that Vince and Elizabeth envisioned, therefore carrying out the company’s wishes. While George’s views are not known, one can imagine he felt...
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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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...industry are not reluctant to switch to another supplier if certain standards in quality and service are not met. Vershire’s main problems are its planning, internal control, and placing responsibilities on the correct managers. Planning System The first issue in planning system is that initial sales forecast is not made by divisional managers who are responsible for the operation management of each division. Rather, the sale forecast uses assumptions derived entirely from corporate headquarters’ analyses. Such assumptions include inventory carryovers, packing trends, and etc. The forecasting method also lacks a decentralized mindset which is vital when there are different markets and customer preference. By using a centralized system, the company’s decisions do not accommodate for these differences. This would greatly hinder the company’s performance in sensitive markets that require more attention to socially acceptable practices. Lastly, the plant managers are responsible for the budgeted profits since their performance is evaluated based on their plants’ profit. However, they do not possess full control on those profit components. Sales budgets are made by the district sale managers who are less knowledgeable on the logistics of the plant than the plant managers...
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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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...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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...Hertfordshire, part of your role is to visit the regional sales offices and to audit their HR processes and practices. The company has experienced sound levels of growth in recent years and has experienced growth in turnover of one-third in the last three years. Prior to your appointment, the HR manager worked alone, aside from an administrative assistant, involved primarily in advising regional managers on recruitment and selection, conducting induction and ensuring that the company’s policies (such as health and safety and equal opportunities) complied with legislation. Typically, she would only visit regional offices to attend disciplinary or grievance meetings. Whilst the company has broad guidelines on how each department is managed, the general attitude among senior management at HQ has been that as long as each office is performing adequately, they are happy not to intervene or get too involved at regional level unless directly asked to do so. However following the recent growth of the firm from a relatively small, tight-knit organisation to a larger, more bureaucratic company, the senior managers are keen to introduce a ‘performance culture’ into the firm and to formalise and standardise its key HR processes. You have been asked to visit all the regional offices to observe their performance appraisals being conducted as the basis for writing a set of guidelines that can be circulated to all regional sales managers as ‘best practice’. The current guidelines simply state that performance...
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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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