Diagnostics Services Inc. is just a one-year-old company and not much has been done too significant of the sales in the first year with twelve sales representatives. They will have to be clear about their visions and sales strategies to increase the sales in the next year to remain in the competition of market forces. Hiring a sales manager for managing the sales force is a crucial step by the company as it will bring stability to the operations and will bring the stability in the operations as the sales representative will get the direction to do their work. For example, they will be given set targets and whom to approach like the cardiologists, oncologists, neurologists, and internists because they are more likely to use the company’s diagnostic …show more content…
As the salespeople’s immediate supervisor, it is the primary responsibility of the manager to provide proper training to enhance the salespersons’ effectiveness and improve their skills. Given the importance of having a productive and enthusiastic sales team, the manager needs to develop and manage effective reward and compensation packages to ensure a highly motivated and satisfied sales force. Sales managers also ensure that the company 's standards of professionalism, image, and branding are consistent with the sales team’s interaction with company customers. The manager 's presence also makes customers feel valued as well as provide credibility on behalf of the company (Pilling, Donthu, & Henson, …show more content…
To map out the most effective routes when creating territories, the fourth step encompasses the use of comprehensive software packages along with feedback from the sales team. Sales and customer analysis are also providing valuable information in this step. Finally, after the manager considers differences in abilities among salespeople and their effectiveness with different customers, the salesperson should be assigned to the territory where he or she can contribute the most to the company 's success. Ultimately, it is the responsibility of the salesperson to maintain and adjust his or her schedule to produce more effectively (Talley Jr., 1961,
The sales department would need information such as prices of products so that they can inform customers. They would also need to know if certain stock is available before talking to customers about that product. Marketing This function of the business is responsible for identifying the needs of customers and fulfilling the customer desires profitably. In other businesses sales and marketing may be combined into one department but
2. In recent years, there has been a growing attempt to measure the performance of health care providers. The federal government and the states have published data on how hospitals are compared to acceptable clinical standards with regard to pneumonia. Explain how these data could affect the consumer decision-making process.
Comparing the breakeven orders, trade show option will need fewer orders to reach the break-even point than sales representative option. However, the two options both have some qualitative factors need to be considered. To go to trade shows, Kluger and Orol will have a long working day, which may decrease their morale and find it difficult to predict customers’. To hire sale representatives, Kluger and Orol will have conflict with the sales representatives on structuring the commission and Kluger and Orol will not know whether the representatives will prioritize Foxy business when thinking about personal
Theresa Campana, CEO of the Buckeye Group, is a manufacturer’s agent for three companies that sells different types of software. As a sales agent for Accto Co., Saleco Inc., and Invo Inc., the Buckeye Group is responsible for calling business customers to sell accounting software, sales management software, as well as inventory management software out of Columbus, Ohio. With regards to logistics, according to the case, the Buckeye Group has sold $550,000 of total software, with Campana earning a 10 percent commission from Accto and Saleco, as well as a 7 percent commission from Invo per her dollar value of her final sales. Evidently, Campana’s initial ease of making sales come from her high knowledge of the products, background in business,
Due to the decline in sales Riordan has had to revise its sales approach and process to better serve customers, however, with the changes came more issues. Employees are concerned about the fairness of incentives and compensation and do not understand how that will translate effectively into the CRM system. Riordan has a very diverse workforce with a plethora of motivational needs, from valuing interesting work to larger paychecks. Riordan is not effectively communicating to all the various demographic groups within the company. Employees have revealed in the annual survey that many are not satisfied or challenged by their work, and do not feel adequately compensated for their efforts. Motivation is low, and employees do not feel they have sufficient opportunities for development or promotion. These issues have culminated to the point that many employees are actively looking for opportunities outside of Riordan (University of Phoenix, 2007).
Effectively negotiated, prospected, cold called and supported various territories, exceeding all sales objectives in every state. Lacking both network communication and CRM database, took a proactive approach and created customized Excel sheets improving market coverage in all states. Constructed email contact list for each sales representative, enabling them greater ease of communication via e-fax and email, increasing productivity in territories that were geographically too large. Obagi requested me to relocate to Las Vegas, which was not conducive to husband’s employment. Successfully managed multiple sales territories across U.S., always meeting and exceeding sales objectives over 115%.
Sales Force (SF) is an important aspect to any company’s success. In the past, we have known to associate SF with aggressive selling, as that was their main approach in obtaining revenue for many companies. Technological advances have changed the way companies utilize its SF. However, SF remains to be a direct link between customers and companies as they are the face associated with the brand (Kotler& Keller, 2012, p. 554). Companies must set attainable objectives and strategies that are specific to its SF. The cost per sales person at Allround is $60,000, which includes training. Having a well-trained SF is key in making the brand a success. If the SF is not well trained they may not leave a good impression, which can hinder
Mary Kay Cosmetics is a company known for providing women with exceptional opportunities for professional achievement and economic success and rewarding women for their success. Mary Kay Cosmetics uses several programs to motivate, recognize, and develop its beauty consultants, which include recognition in a monthly magazine, annual events, gifts and prizes and most importantly, financial incentives. At the heart of the financial incentives Mary Kay provides is the three car programs offered to beauty consultants at different stages of their career. The car programs have proven to be effective motivators; however the costs to the company have skyrocketed as the number of car winners as a percentage of beauty consultants has doubled, despite increases in program qualification requirements. The VIP car program is the main cause of concern for May Kay because of the large number of leased VIP cars, high interest rates and insurance premiums, and large losses on cars in service for short periods of time. Mary Kay's top management is now faced with finding a solution to rising program costs of their powerful incentive plan while maintaining sales force moral and motivation. The key issues that must be considered in finding a solution to the high costs of Mary Kay's Marketing Plan are how beauty consultants will respond to changes in the incentive plan and how implementing the necessary changes will affect the sales force.
WellStar Health Systems is currently the preeminent and largest health care provider in Metro Atlanta. WellStar Health Systems is a not-for-profit institution that is composed of 5 hospitals and an abundance of physician groups. Physician specialty groups included within WellStar are: ENT, Psychiatry, Endocrinology, Pulmonary Medicine, Infectious Disease, General Surgery, Rehabilitation, Pathology, and Rheumatology. WellStar’s organizational design is composed of internal and external factors that define the organization’s size, organizational structure, and processes. Internal and external factors are the basis for influencing managerial conclusions in decision-making. These factors vary from organization to organization and are the rationale for understanding WellStar’s strengths, weaknesses, opportunities, and threats. Understanding these variables is a necessity for the sake of WellStar’s survival
sales representatives: the sales plays a key part of food chain networks. No matter suppliers or customers, sales are related to revenue and profits. For example, face to face is asking sales person communication friendly and get the customers feedback in time. 2. A description of three possible marketing opportunities that the business could pursue, including your initial assessment of how each of the opportunities identified will impact on the
All Sales representatives should use company’s funds responsibly and good business judgment when incurring a business expense.
Fred’s sales territory spanned across eastern Pennsylvania and western New Jersey, and as an added bonus for any sales role, he had a charming personality and used this skill in developing relationships with secretaries and nurses of medical institutions. He was very efficient in his work and would not waste the customer’s time when he would call on businesses. He also had a wealth of knowledge on the products he sold, and
Pandesic direct sales force started very small. They have only three full time sales representative and all are located in Sunnyvale. Vincze, director of sales and channels was trying to hire more but was more aggressively signing up SAP channel partners to sell Pandesic solutions. These channel partners were compensated for selling pandesic and were assumed to add some value to the merchant customers. Selling software through the indirect sales efforts of channel partners was a fairly common form of a channel extension used in many software’s industries. The e-commerce market was not yet as clearly established as the core SAP market and different selling skills were likely indeed. Accordingly, pandesic sales force would serve more as a support t the channel than as a direct selling
The Rich Picture shows human activities and work processes through use of simple diagramming. From this diagram we can extract the faults of the current system, and aim to improve it. The diagram can relate to current conflicts between the marketing and sales team as they interact with each other to develop marketing strategies.
Developing a new sales organization, which it calls market organization structure where salespeople are assigned specific types of customers and required to meet their customer needs. That the advantage for Western Region when it organizing according to these customer types: grocery chains and food coops, distributor, and etc. This ensure the depth of understanding how their customer use and purchase their products. Decreasing the number of customer duplication. However, the disadvantage of this organization structure, salespeople would be more pressure due to so many of customer types. In addition, the company would spend more money just to meet the customer