Managing Sales Workforce Diversity

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August 2012

IJMT

Volume 2, Issue 8

ISSN: 2249-1058

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MANAGING SALES WORKFORCE DIVERSITY

Dr. Meenakshi Handa* Ms. Jyoti Kukreja**

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Abstract The relevance of sales personnel in any organization has forever been unquestioned as they deliver the ultimate quality of buying experience to the end consumer. Unfortunately though, their position is still devoid of respect that it on an average deserves. The low vocational esteem fructifies the need for developing the need for enhancing their self-concept. Salespeople who lack motivation deliver only sub-optimal performance. The objective of this paper is to address the challenges in managing sales personnel. In a crosscultural milieu, how employees are retained to serve consistent brand experience. In the end, the paper shall conclude with a synergistic suggestive model to be applied in the organizations for reaping the best out of the sales force of an organization. The study is based on intensive research through secondary sources. Recent studies suggest that companies are largely dependent upon the intensity and efficiency of the sales staff for its development, profitability and growth. It is a complex art that requires objectives of both: customers and organizations to coincide. Cataloging of customers, products, and, communication though well structured still require rigorous research to be validated against the test of time and, thus, improved. Keywords: Diversity, Training, Achiever, Ego, Vocational Esteem.

* Associate Professor, USMS, Guru Gobind Singh Indraprastha University, Dwarka. ** Research Scholar, USMS, Guru Gobind Singh Indraprastha University, Dwarka. A Monthly Double-Blind Peer Reviewed Refereed Open Access International e-Journal - Included in the International Serial Directories Indexed & Listed at: Ulrich's Periodicals Directory ©, U.S.A., Open J-Gage, India as well as in Cabell’s Directories of Publishing Opportunities, U.S.A.

International Journal of Marketing and Technology http://www.ijmra.us 215

August 2012

IJMT

Volume 2, Issue 8

ISSN: 2249-1058

__________________________________________________________
Introduction: Customer is considered ‗king‘. Subsequent to Theodore Levitt popularizing the concept of ‗marketing myopia‘ led to a turbulent shift in the psychology in the marketplace. The products and even after-sales services aim at tailor-made solutions: customization. Literature Review: Zolthers et al. (2000) states that good sales territories enhance customer coverage, for sales, foster fair performance evaluation and reward systems, and lower travel costs. Contrastingly, territory allocation could be seen as a demotivator, if some territories are perceived to be more difficult than others. An economy juxtaposed against mind and heart; where salespeople are encountering more and more ambiguous selling situations and need to partner with their customers to develop complex solutions (Weitz & Bradford, 1999), managers ought to actively motivate selling team reflexivity. Sales managers could stimulate reflexivity through developing behaviorbased sales force control systems (Anderson & Oliver, 1987) which monitor, control and direct reflexivity in selling teams. For instance, evaluating the behavior of Salespeople during supervisor-led inter vision sessions (where salespeople comment on one another‘s strategies), or internal ―presentations‖ within selling teams, where salespeople present cases where they failed to meet customer demands. Indeed, behavioral control systems have been shown to affect information transmission of salespeople to the selling firm (Cravens, Ingram, LaForge & Young, 1993). Under the condition of high age diversity, the team‘s intelligence (i.e., reflexivity) can be dysfunctional for salesperson performance as well. Further, while some of the sales staff is segregated on the...
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