Exel appoints sales manager for NE Europe

2021 ◽  
Vol 65 (3) ◽  
pp. 122
Keyword(s):  
Sales Manager

Replication of Sujan's Attributional Analysis of Salespeople's Motivation to Work Smarter versus Harder

1994 ◽  
Vol 75 (2) ◽  
pp. 987-992 ◽  
Author(s):  
Harry A. Harmon ◽  
Gene Brown ◽  
Kevin L. Hammond
Keyword(s):  
Factor Analysis ◽  
Survey Research ◽  
Attributional Style ◽  
Theoretical Models ◽  
Sales Manager ◽  
Sales Managers ◽  
Mail Questionnaire ◽  
Manufacturing Organizations ◽  
Selling Strategies ◽  
Selling Effort

Several theoretical models are available to explain salespersons' performance. This research examined the model developed in 1986 by Sujan on failed sales effort and the effect of motivation on selling effort and strategy. The research reported here attempted to replicate the Sujan conclusions by examining the construct of failed sales effort from the sales manager's perspective. That is, if a salesperson is unsuccessful in obtaining an order, to what does the sales manager attribute the failure? The sales manager may believe the subordinate failed because of poor or ineffective selling strategies or possibly because the salesperson did not put forth enough effort. The survey research used a mail questionnaire with a sample of 158 sales managers employed by manufacturing organizations. Each sales manager considered the “average” salesperson and rated the extent the described behavior contributed to the failed effort. A factor analysis confirmed the factor loadings and assessed the reliability. The results indicate, in some cases, that sales managers perceive a different attributional style and motivation relationship for failed sales than do salespeople.

scholarly journals Gender-based wage discrimination and the backlash effect in recruitment and dismissal processes Experimental evidence from Slovakia

2020 ◽  
Author(s):  
Magdalena Adamus ◽  
Eva Ballová Mikušková
Keyword(s):  
Experimental Evidence ◽  
Economic Crisis ◽  
Wage Discrimination ◽  
Sales Manager ◽  
Male And Female ◽  
Vignette Study ◽  
Gender Based ◽  
Hr Managers ◽  
Male Workers

A sample of 155 HR managers participated in an experimental vignette study. In Task 1, they evaluated three CV resumes in terms of the applicants’ competence, hireability, likeability and wage proposal of three applicants applying for a regional sales manager post. Half of the sample received CVs presented as females’ and half as males’, otherwise the CVs were identical. Generally, male and female applicants were evaluated similarly in terms of competence and hireability. Average and worst male applicants were evaluated as less likeable than identical females. However, wages offered to female applicants were significantly lower than those offered to male applicants. We were unable to identify moderators of the phenomenon other than female HR managers driving the effect. In Task 2, participants were showed a set of vignettes presenting six employees (3 men and 3 women) preselected to be dismissed due to the economic crisis. Apart from basic demographics, the employees were described in terms of age, years in the company and frequency of absences. Again, we switched employees’ gender for half of the sample. We have found that HR managers are more likely to dismiss male employees and that they are particularly unforgiving to male workers with frequent absences.

scholarly journals SALES-MANAGEMENT AS А ONE OF THE KEY DIRECTIONS OF MODERN ORGANIZATION MANAGEMENT

2021 ◽  
Vol 2021 (1) ◽  
pp. 43-57
Author(s):  
Yu. Matvieieva ◽  
Yu. Opanasiuk ◽  
T. Bondar ◽  
D. Petrenko
Keyword(s):  
Business Processes ◽  
System Analysis ◽  
Sales Management ◽  
Sales Manager ◽  
Analytical Control ◽  
Sales Managers ◽  
Effective Work ◽  
Sales Professionals ◽  
Goods And Services ◽  
Line Manager

Today the sale of goods and services is one of the most popular and relevant activities in the world. In this context, scientists and practitioners study the skills, abilities and competencies of specialists in this field. In companies working in the field of sales of goods and services, special attention is paid to the development of a motivational system for sales managers in order to increase their productivity. The theoretical and scientific and methodological approaches to improving the management system of a company operating in the field of sales have been investigated in the paper. The main directions and types of sales have been determined, the modern tools of effective sales have been revealed taking into account the experience of one of the leading companies in the field of sales. Also, the special attention is paid to the business characteristics and personal qualities of a successful sales manager. The business processes for the incoming line manager have been described as an algorithm. The processes of management of sales departments of enterprises have been studied on the basis of the use of system analysis. An approach to determining the efficiency of sales managers has been proposed, on the basis of which the formation of an annual matrix of sales managers' efficiency has been envisaged. The main reasons for the loss of quality requests and orders have been identified. The approach to personnel management of trade enterprises has been offered and the necessity of conducting analytical control of sales, management of interconnected processes as a single stream for effective work have been substantiated. The directions of increase of efficiency of work of sales department, by reduction of time for processing of inquiries, introduction of administrative actions have been defined. The possibility of increasing the company's income by increasing the quality of work of each employee of the sales department has been identified. A system of motivation for sales professionals according to their levels has been proposed: financial motivation (I level), financial and non-financial motivation (II level), promotion of sales managers (III level), providing creative freedom in work and the ability to make decisions in company management ( IV level). In turn, the motivation package should take into account the level of rejection of the order for each manager. At the same time the directions of sales should be taken into account: B2B sales, B2D sales, B2C sales, D2C sales.

The Effect of Anticipatory Repudiation: Principle and Policy

1962 ◽  
Vol 20 (2) ◽  
pp. 213-233 ◽  
Author(s):  
P. M. Nienaber
Keyword(s):  
Proper Time ◽  
Common Knowledge ◽  
The Other ◽  
Entire Period ◽  
Sales Manager ◽  
Local Authorities ◽  
Contract Price ◽  
House Of Lords ◽  
Pertinent Question ◽  
Do So

IThe facts of the recent House of Lords decision, White and Carter (Councils), Ltd. v. McGregor, were so simple and have been canvassed so thoroughly as to be now practically a matter of common knowledge. The appellants' business consisted in the placing of advertisements, for a fee, on litter bins which were then distributed to various local authorities. They agreed to run the respondents' advertisement for a period of three years. The respondents repudiated on the ground that their sales manager who had concluded the contract had no authority to do so. The appellants refused to accept the repudiation and duly displayed the advertisements for the entire period, bringing at the proper time a suit for the full amount owing under the contract. The pertinent question was: were the appellants entitled to dismiss the repudiation and give effect to the contract on their side in order to secure performance on the other side; or rather were they obliged to adopt the repudiation as the end of the contract and the beginning of a suit for damages subject to mitigation? The latter view prevailed in all but the House of Lords where a majority of three to two preferred the former.In coming to this conclusion the House of Lords in effect overruled an earlier decision, viz., Langford and Co., Ltd. v. Dutch, the facts of which were virtually on all fours with those of the present case. In Langford's case the appellant was unsuccessful in recovering the contract price for exhibiting an advertisement film which he persisted in showing despite the respondent's repudiation of the contract.

„Die Bedeutung des klassischen Kredits schwindet“

agrarzeitung ◽  
2021 ◽  
Vol 76 (22) ◽  
pp. 8-8
Author(s):  
Olaf Schultz
Keyword(s):  
Sales Manager

Der Erwerb neuer Agrartechnik gehört für Landwirte zu den regelmäßigen Investitionen. Um wirtschaftliche Schwierigkeiten schon im Vorfeld auszuschließen, empfiehlt Country Sales Manager bei DLL, Joachim Mösch, eine Planung im gesamtbetrieblichen Kontext.

The conquest of gender prejudices over sales negotiations: which will prevail?

2021 ◽  
pp. 1-11
Author(s):  
Ela Unler ◽  
Didem Yildiz
Keyword(s):  
Gender Stereotypes ◽  
Cultural Background ◽  
Subject Area ◽  
Sales Manager ◽  
Implicit Beliefs ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theories ◽  
Subjective Beliefs ◽  
Doing Business

Study level/applicability Students from undergraduate and graduate levels. Subject area Leadership, implicit leadership theories, decision-making, gender stereotypes and discrimination. Case overview Defne was working as a sales manager in Diel Turkey, an international technology company. Diel focuses on software, hardware, network and business consultancy services. Defne had worked as a computer engineer before starting to work in the sales department. In her leadership, she gave importance to long-term relationships and justice. Defne had two meetings this week. The first one was with T&X, a big scale fast moving consumer goods company; and the other one was with Q-Coding, a medium-scale technology company. Defne had negotiated with T&X two years ago, and the project got canceled. Defne worked on T&X new contract very cautiously, as this time she wanted to finish the project and make the deal. Defne had to deal with prejudices during the T&X meeting. Implicit beliefs are grounded in the cultural background of the country, which determines the perceptual framework for the society. Male-dominated countries have implicit beliefs that women’s priorities should be their families, thus being successful at work is not expected. Defne faced male-oriented stereotypes, which challenged her in doing business. Even though she was a successful manager, these subjective beliefs made her perform poorly. During the meeting with Q-Coding, Defne discussed the prejudice for women leaders with a women entrepreneur Suzan. Expected learning outcomes This case is trying to achieve two main objectives: first, to make all students be aware of implicit leadership theories and beliefs, which are rooted in the countries’ cultural background; second, to make female students be aware of these dysfunctional coping behaviors and increase their self-efficacy without thinking about their gender roles. Subject code CSS 7: Management science

Detecting Errors in and Making Inferences from Business Process Representations

2016 ◽  
Vol 13 (2) ◽  
pp. 185-194 ◽  
Author(s):  
A. Faye Borthick ◽  
Gary P. Schneider
Keyword(s):  
Business Process ◽  
Learning Experience ◽  
Sales Manager ◽  
Internal Auditor ◽  
Process Outcomes ◽  
Sales Process ◽  
Used Car

ABSTRACT Based on a conversation between a sales manager and an internal auditor of the used car dealer EasyBuy, students answer questions that prompt them to identify errors in a draft business process diagram (BPD) for the sales process, make inferences about the business process, and distinguish between accounting and nonaccounting events. The draft BPD has been updated to include remote vehicle disablement when customers default on loans. Alternatively, instructors can have students prepare the BPD from the conversation instead of answering the questions. The case is appropriate for students in courses developing or enhancing business process expertise. The case requires students to think critically about a business process as they make inferences about process outcomes and detect errors in the draft BPD. The case can be used as a first learning experience with BPDs or as a subsequent experience, including assessment of business process expertise.

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