Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
The principles that underpin professional development
Effects of business cycles on businesses
The principles that underpin professional development
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Introduction
InterClean is making several structure changes in order to adapt to the current economic climate and to best position the company to gain market share in the coming years. The restructure of the sales department is an integral part of this overall effort. It is recommended for the sales team to grow from five to nine representatives; which, is to be filled from with in, if possible. Another recommendation is for a line manager to be promoted from with in as well. These changes are to enhance our profitability and its implementation designed to strengthen our relationships.
Implementing Change
As a means to help the department understand and accept these changes it is recommended for the current sales associates to undergo an educational effort as to, the necessity for change and how change can make individuals and the company more productive. Ideally this process would co-inside with the training of the new-hires and the rollout of the restructure. Our current national environment is one of change which, makes it that much easier for the delivery of the message. It is recommended to consider various delivery options in accordance with budgetary guidance; to include, outside consultant / workshop and an in-house training from upper-management as the top two choices. At the conclusion of the workshop each participant receives a paperback textbook on the subject as a reference and self study. Additionally, a follow-up, one-on-one meeting between the associate and line manager is recommended to ascertain the acceptance and ownership of the change process on the part of the employee. For those whom may not be as far along as we would like, the Human Resource Department would intervene as needed.
The Need for Change in...
... middle of paper ...
...t into place by management for its eradication.
Conclusion
The restructuring of the sales department is designed to organically grow our recent merger growth; giving rise to greater relationships among ourselves; and maximizing profitability.
References
University of Phoenix. (Ed). (2005). Managing Human Resource [University of Phoenix Custom Edition e-text]. New York: McGraw-Hill Companies. Retrieved December 2, 2008, from University of Phoenix, Resource, HRM/531—Human Capital Management Web site: https://ecampus.phoenix.edu/secure/resource/resource.asp
University of Phoenix. (Ed). (2005). InterClean – EnviroTech Merger Scenario [University of Phoenix simulation]. New York: McGraw-Hill Companies. Retrieved December 18, 2008, from University of Phoenix, rEsource, HRM/531—Human Capital Management Web site: https://ecampus.phoenix.edu/secure/courseList.asp
TQL can put a single sales supervisor into place and divide teams and appoint team leaders immediately. Due to the lack of managerial experience among the account executives the Executive Sales Managers may wish to hold the sales supervisor position until a manager can be placed and properly trained. During this time, non-montary methods of rewards should be discussed for the team leaders duties. TQL should start low and move up with rewards based on performance as a team leader. Some may currently act as an unofficial team leader and may not expect significant reimbursement and TQL should take advantage of these persons.
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,
This situation seemed interesting to Vanguard because of the exponential increase in the number of potential clients, whom Vanguard doesn’t have to directly advise and serve about their products and services, combined with the high potential for profitability. The development of this broad qualified sales force could also be done at relatively low development cost. The positive aspects of this alternative are somehow strongly counterbalanced by the fact that huge efforts of mass advertising would be required in order to inform the potential customers about Vanguard’s brand, and over whom Vanguard would have no control in the sale process. Vanguard would also have to face some strong competition in its relationship with the intermediaries, who are not always the most loyal sales representatives.
Sales and delivery personnel have a unique system and they work well together. Large sales force of over 10,000 individuals.
The sales leads are now centralized and accessible across branches rather than individually gathered and processed by salespeople. In standardizing customer information, it now makes the marketing teams, analytic teams, and customer managers on the same page. It creates a “friendly competition” that encourages close cooperation for all areas. One major cost that this new strategy created was the confusion of different areas in RBC. Product managers and customer managers often misunderstood what way of action was appropriate, which lead to another problem: it took more time to make decisions. A benefit of this change is that there was no fighting for resources and instead cooperation. Another benefit would be the divisional organization, which can be seen in Exhibits 3a and
Often times when one hears the word “change” in any aspect of life, they are often, put off, and intimidated by the word itself and the intended implication. This is a normal and understandable reaction for anyone engaging in any type of change. In terms of organizational change, this type of behavior often seen as, but is not limited to pushback, resistance, lack in productivity, turnover, drop in overall customer service, etc by team members. Thus, as organizational leaders, it is our responsibility to ensure that any change management implemented is smooth and has lasting benefits; by considering the impact on the organization as a whole and most importantly, the impact it will have on the team members within the
Change usually comes with resistance in any workplace because change disrupts the employees’ sense of safety and control (Lewis, 2012). Kurt Lewin (1951) created a three step process for assisting employees with organizational Change (Lewis, 2012). The three stages are Unfreeze, Change and Refreeze. These are the steps to a smooth transition for change within organizations. Further, these steps are not possible without good communication from upper Management through line staff. Communication was consistently listed as an issue in surveys conducted by the department.
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
Target Corporation's strategic structure plans are continuing staffing the organization and assemble a well-talented management team. Also, continue recruiting and retaining employees with the needed experience. Another option is to acquire, develop and strengthen resources and capabilities in performing critical value chain activities to match changing market conditions and customer expectations. Target Corporation needs to explore multidivisional or matrix organization structure to facilitate strategy execution, delegate authority, and managing external relationships (Thompson, Peteraf, Gamble and Strickland, 2016).
Whole month we had been studying Selling and Sales Management, according to the mysterious book “Negotiating Essentials” written by Michael R. Carrell and Christina Heavrin. Why mysterious? – Because it is not available in KUAS, thus we had to listen our teacher Jan carefully (but it is not the only one reason). Whole month we had to wake up early to be present in morning sections, had to reduce the level of coffee breaks with the aim to go home earlier and of course negotiated a lot. And now to be serious, what have we learn during these classes? That is what about we are going to speak in this work.
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.
More than just a sale promotion strategy Lisa and her team have built lasting relationships
Hayes (2014), encourages change managers to keep an open line of communication with employees. Although these ones may not agree or support the upcoming change, they value the information being given to them at the onset and may eventually tolerate or accept the change. Therefore, it is important for change managers to not only communicate with employees, but provide relevant information, as the quality of the communication is of the utmost importance.
A sales manager has many responsibilities such as spreading product to customers, setting sales areas, goals, and analyzing sales data (“Sales Manager” What’s para. 1). Although a sales manager performs many duties, people in this position will also set a sales goal for the year, and will build a sales outlook on what they will do in the upcoming years (“Sales Manager” Sokanu para. 1).A person in this position will also manage where the goods and products their company will be distributing by giving certain sales area where a salesman will work and sell the product (“Sales Manager” Sokanu para. 2). During work time, a sales manager may be asked to hire and train a new salesman added to his team (“Sales Manager” Sokanu para. 3). Occasionally, a sales manager will interpret sales statistics in a specific area when looking where to assign certain salesman to a sales territory (“Sales Manager” Sokanu pa...
To solve the problem of declining sales, three basic questions must first be answered. Yarborough defined these as “knowing where you are, where you are going and how you are going to get there” (Yarborough, 1994, p. 13). The appropriate process to solve a problem must define the current state of the issue, find the core cause(s) of the problem and chart a viable course for correction. Additionally, proper instructions and action steps of how the solution will achieved must be part of the process.