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Further, Web-based recruitment and selection applications can also measure the judgment of applicants by asking them to respond to a variety of selling scenarios. That way, the hiring company can see what level of selling skill the applicant has today. There are also a series of conflict resolution scenarios and affiliation scenarios that can assist the hiring organization in seeing how adept the applicant is in managing conflicts, both within the company and with potential customers. In addition, using the online tools to measure affiliation or the ability to create and be a contributing member of a team is also critical. The online Web-based hiring and screening applications can in effect tell a hiring company much more than a traditional interview can through the use of a series of well-define questions and through the use of scenarios that test the judgment of the candidate overall. From the company's perspective these Web-based...
This approach to benchmarking the knowledge of candidates also gets any interviewer bias out of the hiring decision, and only the knowledge, insight and experience of the applicant, not their race, creed, religion or appearance come into the hiring decision. Knowledge then becomes the differentiator between candidates, not their personal characteristics. This is a major advantage for hiring companies as well, as relying on these test for hiring decisions greatly reduces the risk of lawsuits filed by job applicants. Applicants have been known to sue companies based on perceived discrimination. The use of these tests to measure competency in sales alleviates that liability and bases the hiring decision on the knowledge and skills of the applicant alone.
Since the 1970s, the global retail clothing industry has experienced intense international competition and major shifts in the pattern of consumer demand. These pressures have had far-reaching implications for the clothing industry in the areas of pricing, design, quality, manufacturing processes and employment (Rath, 2002). According to this author, "In the 1970s, traditional manufacturers, particularly High Street retailers with their own manufacturing capacity, found themselves unable to compete with low
Sales Management: Motivating the Sales Force Motivating the sales force is often based on providing the sales force with rewards based on performance and this is an important motivational tool. At the same time, it must be recognized that for this to be effective, other needs must first be taken care of. To investigate this idea further, several motivational theories will be described with each applied to the sales force. This
The companies studied will be manufacturers of different products with their sales forces deployed over a big territory or region. A quantitative analysis instrument has not yet been chosen, as I intend to select one that will best analyze the collected data. It seems that this should be chosen based on the framework which I will present as best practises at the end of this work. Data for the analysis will be
MicroEar The case does not elaborate on what processes MicroEar has put in place in terms of sales. The case notes that they have processes but there are no specifics provided as to what they are and how they work. The case notes that "sales representatives increased contacts with decision-makers from 5 to 20 per day," for example, but does not explain how this happened. Indeed, this claim is actually a
Motivating Sales Forces: Starbucks Coffee Company's Use of a Total Rewards Program Motivating salespeople through effective total rewards programs just makes good business sense. Properly implemented and administered, a company's rewards program can serve to not only motivate a sales force to sell more, it can also help retain these valuable employees and avoid unplanned turnover. Although studies have shown time and again that pay continues to be ranked among the
Database marketing, sales force automation and virtual reality are three of the newest trends in technology to impact the way company's market to their customers. All three technologies offer specific advantages and disadvantages for their use. The appropriate use of the technology must be based solidly on the type of product, costs incurred, and the nature of relationship with clients. When used in a judicious way, all three technologies can