Sales Force Performance Measurement
Seminar paper from the year 2007 in the subject Business economics - Controlling, grade: 2,0, Heilbronn University, 5 entries in the bibliography, language: English, abstract: A very important part of managerial tasks is to measure the performance of their employees. The evaluation is necessary to attain the objectives of the company as possible deficits can be identified and steps can be taken against them (Jobber and Lancaster, 2003: 489). The performance measurement means to discover the strengths and weaknesses of the employees with the aim to improve their performance. The evaluation should also recognize and reward the success of the person evaluated and give him/her a clear feedback about the performance in order to support his/her development (Spiro, Stanton and Rich, 2003: 445). This study will focus on the performance measurement of the sales force, as the success of the sales department is decisive of the company’s overall performance. In order to get motivated and qualified salespeople sales managers must not just analyze statistics but also need to give directions and the possibility of self-development (Spiro, Stanton and Rich, 2003: 441-442). Following, a process of measuring sales force performance will be pointed out which leads the sales manager through the evaluation. Afterwards, the importance of performance measurement within sales management will be shown and a conclusion will be drawn. [...]
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2.1 Establish 2.2 Select bases 2.3 Set performance 2.4 Compare performance 2.4.2 Evaluating performance 2.5 Discuss Accessed 26 According to Spiro achieved sales already mentioned basic policies call rate company’s selling effort comparison criteria Cron and Decarlo customers Dalrymple dealers Discuss the evaluation Establish some basic evaluation process Fitzgerald and Moon gains a market his/her Importance of performance input measures Jobber and Lancaster market share means of qualitative measure the performance measurement within sales measuring sales force Nonselling Number output factors output measures overall impression percentage of sales performance by means performance measurement performance Spiro performance with standards Peugeot Process of measuring product line qualitative factors qualitative input factors quantitative and qualitative quantitative input results Spiro sales force performance sales manager sales plan sales potential sales rep Sales revenue sales volume salespeople Spiro salesperson salesperson’s performance Set performance standards Setting standards Stanton and Rich strengths and weaknesses subunits territory upcoming period