Management of Selling Case Study Example | Topics and Well Written Essays - 2500 words

Management of Selling - Case Study Example These measures would be particularly helpful because it would gain the co-operation of the sales force during the investigation process, which would provide more satisfactory results. Oldroyd would require the following information: An insight of the highly dissatisfied A and B accounts who are about to move out from the customer list. This would help Oldroyd to know the problems of the company in detail and its product acceptance in the market. By accompanying the sales force to gather this information will not only ensure their co-operation but they would also feel that their boss is by their side in difficult times. Oldroyd will gain confidence of his sales force in this way. The salesmen are sure that the salary would keep on increasing even if they make minimal effort in getting fresh orders as they have spent a number of years with the company which is well above the average duration of stay for sales people in the industry. Hence there is no pressure on the sales force as job security is high. There is no scheme of incentive for those who get the highest number of orders or for those who over perform. There is also no system of cutting some amount of money from the salary due to underperformance. So each month the salary of the sales force is guaranteed even if they under perform. ... The inner feelings of each salesman and their complaints if any. 2. There are many disadvantages in the way the sales force is currently organised. They are as follows: It is difficult to properly monitor the sales force The salesmen are sure that the salary would keep on increasing even if they make minimal effort in getting fresh orders as they have spent a number of years with the company which is well above the average duration of stay for sales people in the industry. Hence there is no pressure on the sales force as job security is high. Sale in the company is due to 10 years of brand reputation in the market and not due to any effort by the sales force. There is no scheme of incentive for those who get the highest number of orders or for those who over perform. There is also no system of cutting some amount of money from the salary due to underperformance. So each month the salary of the sales force is guaranteed even if they under perform. Hence each of them is assured of his own personal income and do not bother about the company's overall growth. Since there is no incentive scheme, in the words of Dive (2005, p. 13) there is "slow reaction to customers and competitions" which results in "quality work not being done.." There is rather unclear or total lack of vision for the sales force. They themselves are not sure where they are heading. 3. In the next six months Stephen Oldroyd can improve the sales performance of his company in the following ways: He should set up a future course of action and communicate it effectively to the sales force. He should demonstrate his best planning skills because the sales department of Supplies-4-Gardens seriously