Transcript CH-3 Developing sales force - Force 9! | Positive Thinkers

CH-3 Developing sales force
a) Recruiting, Selection & Training
of Sales force:
• What is recruitment?
• Recruitment is finding potential job
applicants, telling them about the
company,& getting them to apply.
• Recruiting efforts should not simply
generate applicants,rather,it should find
applicants who are potentially good
employees.
Recruitment process
• CJA:Conduct job analysis PJD:Prepare job Description
• ISJQ:Identify sales job qualification,APSR:Attract pool of recruits
• SBR:Select best recruits
CJA
PJD
ISJQ
APOR
SBR
1. Conducting a job analysis
• 1. Conducting a job analysis:
• Before a company can search for a
particular type of sales person, it must
know something about the sales job to be
filled. For this reason a job analysis
should be conducted to identify the duties,
requirements ,responsibilities ,& conditions
involved in the job.
A proper job analysis involves
these steps:
• 1.Analyze the environment in which the
salesperson is to work.
• a) What is the nature of the competition faced by
the sales person in this job?
• b) What is the nature of the customers to be
contacted, what kinds of problems do they
have?
• c) What degree of knowledge, skill & potential is
needed for this particular position?
• 2.Determine the duties & responsibilities that are
expected from the sales person.
• In doing so, information should be obtained from
• a) salespeople
• b) customers
• c) the sales manager
• d) other marketing executives, including the
advertising manager, marketing services
manager, distribution manager, marketing
research director, credit manager
• 3.Spend time making calls with several
sales people, observing & recording the
various tasks of the job as they are
actually performed. This should be done
for a variety of different types of customers
& over a representative period of time.
2.Preparing a job description
• The result of a formal job analysis is a job
description.
• Since a job description is used in
Recruiting,selecting,training,compensating,evalu
ating the sales force, the description should be
in writing so that it can be referred to frequently.
• The written job description lets prospective job
applicants, as well as current Sales personnel.
3.Developing a set of job
Qualifications
• The duties & responsibilities set forth in
the job description should be converted
into a set of qualifications that a recruit
should have in order to perform the sales
job satisfactorily.
• 1.Personality Traits.
• 2.Levels of Qualification
• 3.Models of Success.
a)Personality Traits
• A classic study by two industrial
psychologists suggested that a successful
sales person needs only two personality
traits:
• Empathy
• Ego drive
• “Empathy”was defined as the ability to
feel as the other fellow does”
• Ego drive makes the sales person want &
need to make the sale." The sale then
becomes a conquest & a powerful means
of enhancing the ego. As a result, the
sales person has the drive & need to make
the sale, empathy gives him or her the
connecting tool with which to do it.
• According to studies conducted by
McMurry & Arnold .They observed that a
Super sales people have an inherent flair
for winning the acceptance of others.
Six attributes of successful sales people
identified in their study is
1.High level of energy
2.Self confidence
3.A persistent hunger for money
4.Ability to work hard without close
supervision.
5.A habit for perseverance(determination)
6.A natural tendency to be competitive.
b)Levels of qualification
• The sales manager should have good
idea of the qualifications that a person
should have to fill the position.
• A person over qualified-will generally not
be happy in a position that offers a little
challenge.
• A sales manager need to understand
certain characteristics of selling & sales
people.
• 1.Travel
• 2.Supervision (self starter)
• 3.Little work Experience Majority have
little or no work experience)
• So certain job qualification is required
c)Models of success
• Usually companies who have a large
sales force usually analyze personal
histories of present & past sales people to
determine job qualifications.
• Today firms use computerized data files &
to develop statistical models to
differentiate high performers from low
performers.
4.Attracting a pool of Applicants
• The importance of starting with a large
pool of applicants helps as a automatic
screening system.
• When High caliber sales people are
needed, a greater number of the
applicants must be screened before one is
found who meets the hiring specification
5.Select the best Recruits.
?
• 1.What are the steps involved in the
recruiting process?
• 2.Why should Sales manager Conduct Job
analysis before recruiting sales people?
• 3.Why should sales managers develop a
set of job qualifications? Is this a difficult
Process ?Explain.
Exercise
• You have been working as a sales rep for
an industrial firm for last two yrs.Recently
you were asked to help out with this yrs
recruiting of entry level sales people.
Sales manager informs you that it is very
difficult recruiting college students for
industrial selling jobs.
• What are your suggestions? What can be
done to attract top college graduates?
• Case:1
• I’ve been the sales manager of seven
sales representatives & three telephone
order representatives. My problem is that
they don’t always report to me .Instead,
they bypass me