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This chapter discusses factors that influence the design of sales force compensation plans such as financial stability, market size, and product nature. It describes different types of compensation plans including financial plans like straight salary, commission, bonuses, and combination plans as well as non-financial plans involving promotions, benefits, and contests. The chapter outlines steps to design a compensation plan such as determining objectives, issues, relating rewards to performance, and appraising the plan.
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8
This chapter discusses sales quotas, which are performance objectives or sales goals assigned to sales units like departments or individuals over a specific period. A sales quota aims to define and stimulate sales efforts. Setting quotas well is challenging and requires objectivity, understandability, flexibility, and definiteness. Quotas should also be based on facts and figures from the market. Participatory quota setting with salespeople can aid motivation. The chapter outlines principles of quota setting, types of quotas, methods of determining quotas, and potential problems in the process.
9
This chapter discusses the recruitment and selection process for sales forces. It begins by outlining the roles and responsibilities of sales managers in recruiting, selecting, training, motivating and compensating sales teams. The chapter then details the steps in the hiring process, including planning, recruitment from internal and external sources, selection through evaluating candidates and making offers, and socializing new hires. Challenges in sales force selection like assessing personality fits and motivation levels are also covered.
7
This document discusses sales territory management and is from a chapter in the book "Sales and Distribution Management, 2e". It defines a sales territory, outlines advantages of designing sales territories, and factors that influence modifying territories. It also describes methods for designing sales territories, including selecting geographic control units, criteria for allocation, starting points, and combining units. Territory shapes and a strategic planning matrix for allocating resources to accounts are also covered. The chapter concludes with discussing new territories and using information technology to aid in sales territory management.
10
This document summarizes key aspects of training the sales force as discussed in Chapter 10. It outlines the challenges in sales training, importance of the trainer, and the training process which includes assessing needs, designing the program, and evaluating outcomes. Specific methods and types of training are also reviewed such as didactic, participative, role playing and cross-functional training. The role of socialization in the training process is also highlighted.
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This document discusses sales force automation and control. It defines sales force automation as a business management tool that automates the entire sales cycle from lead generation to close. The chapter describes the benefits of sales force automation like reduced costs and increased profitability. It also outlines the objectives and types of CRM and SFA applications like lead management, contact management, and sales territory management. Mobile sales force automation and its functionality are also covered. The chapter concludes that successful sales force automation depends on systematically implementing the sales process.
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This chapter discusses various aspects of sales organization including defining a sales organization, factors that influence organizational structure, principles of organizational design, and different models for structuring a sales organization. It addresses considerations for designing sales organizations based on territories, management functions, products, customers, and emerging designs like key account sales and shared sales forces. The chapter also covers determining the appropriate number of salespeople needed.
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This document summarizes key topics from Chapter 1 of the book "Sales and Distribution Management, 2e" including: the evolution of personal selling from persuasion to partnership strategies; the five marketing concepts with a focus on the societal marketing concept; the nature and role of sales management; different types of personal selling such as industrial, retail, and services selling; and emerging trends in sales management like increasing customer orientation and relationship selling.
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The document summarizes key aspects of the selling process as presented in Chapter 3 of the textbook "Sales and Distribution Management, 2e". It outlines the typical stages in the selling process from prospecting potential customers to closing the sale. It also provides details on methods for prospecting, presenting sales, handling objections, and closing sales. Graphs and lists illustrate processes like qualifying prospects and different prospecting and objection handling techniques.
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This chapter discusses sales quotas, which are performance objectives or sales goals assigned to sales units like departments or individuals over a specific period. A sales quota aims to define and stimulate sales efforts. Setting quotas well is challenging and requires objectivity, understandability, flexibility, and definiteness. Quotas should also be based on facts and figures from the market. Participatory quota setting with salespeople can aid motivation. The chapter outlines principles of quota setting, types of quotas, methods of determining quotas, and potential problems in the process.
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This chapter discusses the recruitment and selection process for sales forces. It begins by outlining the roles and responsibilities of sales managers in recruiting, selecting, training, motivating and compensating sales teams. The chapter then details the steps in the hiring process, including planning, recruitment from internal and external sources, selection through evaluating candidates and making offers, and socializing new hires. Challenges in sales force selection like assessing personality fits and motivation levels are also covered.
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This document discusses sales territory management and is from a chapter in the book "Sales and Distribution Management, 2e". It defines a sales territory, outlines advantages of designing sales territories, and factors that influence modifying territories. It also describes methods for designing sales territories, including selecting geographic control units, criteria for allocation, starting points, and combining units. Territory shapes and a strategic planning matrix for allocating resources to accounts are also covered. The chapter concludes with discussing new territories and using information technology to aid in sales territory management.
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This document summarizes key aspects of training the sales force as discussed in Chapter 10. It outlines the challenges in sales training, importance of the trainer, and the training process which includes assessing needs, designing the program, and evaluating outcomes. Specific methods and types of training are also reviewed such as didactic, participative, role playing and cross-functional training. The role of socialization in the training process is also highlighted.
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This document discusses sales force automation and control. It defines sales force automation as a business management tool that automates the entire sales cycle from lead generation to close. The chapter describes the benefits of sales force automation like reduced costs and increased profitability. It also outlines the objectives and types of CRM and SFA applications like lead management, contact management, and sales territory management. Mobile sales force automation and its functionality are also covered. The chapter concludes that successful sales force automation depends on systematically implementing the sales process.
6
This chapter discusses various aspects of sales organization including defining a sales organization, factors that influence organizational structure, principles of organizational design, and different models for structuring a sales organization. It addresses considerations for designing sales organizations based on territories, management functions, products, customers, and emerging designs like key account sales and shared sales forces. The chapter also covers determining the appropriate number of salespeople needed.
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This document summarizes key topics from Chapter 1 of the book "Sales and Distribution Management, 2e" including: the evolution of personal selling from persuasion to partnership strategies; the five marketing concepts with a focus on the societal marketing concept; the nature and role of sales management; different types of personal selling such as industrial, retail, and services selling; and emerging trends in sales management like increasing customer orientation and relationship selling.
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The document summarizes key aspects of the selling process as presented in Chapter 3 of the textbook "Sales and Distribution Management, 2e". It outlines the typical stages in the selling process from prospecting potential customers to closing the sale. It also provides details on methods for prospecting, presenting sales, handling objections, and closing sales. Graphs and lists illustrate processes like qualifying prospects and different prospecting and objection handling techniques.
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Ferris transitioned from pursuing broad differentiation and cost leadership to focusing on niche cost leadership in low-end and traditional markets. This shift helped increase profits to $36.6 million. While sales, market share, and other metrics improved steadily, customer survey scores on buying criteria and accessibility remained low. Moving forward, Ferris aims to further address customer needs while maintaining their strengthened financial position.
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The electrical distribution company faced challenges in sustaining pricing changes due to the independence of its divisions and lack of pricing infrastructure. Pricing Solutions partnered with the company to establish a durable pricing structure and strategy over a six-month project involving discovery, data analysis, and implementation planning. The project aimed to identify margin growth opportunities, create best practices, provide tools, and design a consistent pricing methodology. By the end, the distributor improved its pricing capabilities and generated millions in annual margin improvements through implementing recommendations.
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The document summarizes key aspects of the selling process as presented in Chapter 3 of the textbook "Sales and Distribution Management, 2e". It outlines the typical stages in the selling process from prospecting potential customers to closing the sale. It also provides details on methods for prospecting, presenting sales, handling objections, and closing sales. Graphs and lists illustrate processes like qualifying prospects and different prospecting and objection handling techniques.
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This document discusses sales territory management from a chapter in the textbook "Sales and Distribution Management, 2e". It defines a sales territory, outlines advantages of designing sales territories, and describes factors to consider when designing sales territories such as geographic units, allocation criteria, and modifying boundaries. It also discusses territory shapes, a strategic planning matrix for allocating resources, and the potential use of information technology in managing sales territories.
Chapter 6
This document summarizes 9 equity funds from 3 asset management companies - HDFC, ICICI, and Reliance. For each fund, it provides details on investment strategy, philosophy and past performance. The funds use different strategies such as investing in top 200 companies by market cap, focusing on value or growth stocks, maintaining a balanced portfolio of equity and debt, and taking aggressive or defensive positions based on market conditions. Overall the document analyzes and compares the approaches of various mutual funds for investors.
Tittle page
This document is a project report submitted by Kamaliya Pankaj in partial fulfillment of an MBA degree. The report compares equity schemes of the top 3 asset management companies in India for the 2011-13 year. It was submitted to Prof. Ranjani Srinivasan of S.K. Patel Institute of Management and Computer Studies.
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The electrical distribution company faced challenges in sustaining pricing changes due to the independence of its divisions and lack of pricing infrastructure. Pricing Solutions partnered with the company to establish a durable pricing structure and strategy over a six-month project involving discovery, data analysis, and implementation planning. The project aimed to identify margin growth opportunities, create best practices, provide tools, and design a consistent pricing methodology. By the end, the distributor improved its pricing capabilities and generated millions in annual margin improvements through implementing recommendations.
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Growth Profit Plan
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"Change" is the New Normal – Building a Sustainable Strategic Sourcing Program
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Join this session where industry leaders will share how they navigate and manage their strategic sourcing programs in today’s ever-changing environments.
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Types of strategy
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Integration involves expanding operations through mergers or acquisitions to increase market power. Intensive strategies focus on improving existing products through activities like market penetration, product development, and market development. Diversification grows the business through entering new product lines or markets, which can be related or unrelated. Defensive strategies aim to maintain market leadership by fighting off competitors. Common strategies include joint ventures, divestitures, and liquidation.
Frameworks for consultancy
The document outlines various frameworks for management consultancy. It discusses the doctor-patient model where the consultant diagnoses problems and provides insights using specialist knowledge. It also describes the core process of management consultancy including business planning, marketing research, and developing marketing strategies and plans. The consultant's role is to help clients understand research results and suggest cost-effective promotional campaigns.
Ms 41 working capital management
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
Bcg&ge
This document discusses various tools and frameworks for analyzing international markets and selecting markets for expansion, including the BCG matrix, GE matrix, and analyzing market attractiveness and business strength. The BCG and GE matrices map markets based on growth rate and relative market share/position to determine strategies such as invest, build, protect, harvest. Additional factors for assessing market attractiveness and business strength are also provided, along with corresponding strategies for different market profiles.
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The document outlines two business strategies - Strategy A focuses on imitation products for a mature market using low-cost production. Strategy B focuses on product innovation for emerging markets using flexible automation.
Strategy A aims for high volume, standardization, price sensitivity and emphasizes low costs. Strategy B aims for customization, product features and emphasizes flexibility. Strategy A uses superior processes, technology and integration for low costs while Strategy B uses product teams and flexible automation for fast new product introduction.
The document then discusses the marketing, finance, operations and distinctive competence strategies that support each overall business strategy.
Business Portfolio Analysis
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The document summarizes key aspects of the selling process as presented in Chapter 3 of the textbook "Sales and Distribution Management, 2e". It outlines the typical stages in the selling process from prospecting potential customers to closing the sale. It also provides details on methods for prospecting, presenting sales, handling objections, and closing sales. Graphs and lists illustrate processes like qualifying prospects and different prospecting and objection handling techniques.
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This document discusses sales territory management from a chapter in the textbook "Sales and Distribution Management, 2e". It defines a sales territory, outlines advantages of designing sales territories, and describes factors to consider when designing sales territories such as geographic units, allocation criteria, and modifying boundaries. It also discusses territory shapes, a strategic planning matrix for allocating resources, and the potential use of information technology in managing sales territories.
Chapter 6
This document summarizes 9 equity funds from 3 asset management companies - HDFC, ICICI, and Reliance. For each fund, it provides details on investment strategy, philosophy and past performance. The funds use different strategies such as investing in top 200 companies by market cap, focusing on value or growth stocks, maintaining a balanced portfolio of equity and debt, and taking aggressive or defensive positions based on market conditions. Overall the document analyzes and compares the approaches of various mutual funds for investors.
Tittle page
This document is a project report submitted by Kamaliya Pankaj in partial fulfillment of an MBA degree. The report compares equity schemes of the top 3 asset management companies in India for the 2011-13 year. It was submitted to Prof. Ranjani Srinivasan of S.K. Patel Institute of Management and Computer Studies.
1
This document summarizes key topics from Chapter 1 of the book "Sales and Distribution Management, 2e" including: the evolution of personal selling from persuasion to partnership strategies; the five marketing concepts with a focus on the societal marketing concept; the nature and role of sales management; different types of personal selling such as industrial, retail, and services selling; and emerging trends in sales management like customer orientation, relationship selling, and new technology.
Sdm 8 & 9
The document discusses procedures for selecting sales personnel, including inviting applications, interviews, reference checks, examinations, and tests. It covers determining compensation and benefits, issuing offer letters, and providing an initial orientation. Sales training selection includes defining objectives, determining content, and choosing methods. Training content may include products, sales techniques, markets, and company information. Methods include lectures, demonstrations, role-playing, seminars, and on-the-job training. The organization must determine trainees, trainers, timing, location, materials, and evaluate the program.
1
This document provides an overview of international business. It defines globalization as the increasing integration of economies, technologies, and cultures across borders. The main drivers of globalization are advances in communication and transportation technologies, liberalization of trade, and growing consumer demand for foreign goods. International business involves commercial transactions between countries and can be pursued for market seeking, economic, and strategic motives like growth and risk spreading. While globalization increases competition, it also opens new market opportunities. The document outlines various forms of international business and considerations for operating internationally.
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This document discusses motivation of sales forces. It outlines that motivation is important due to the nature of sales jobs and potential for apathy. Factors influencing motivation include personal characteristics, environmental factors like competition, and organizational characteristics such as supervision and incentives. Motivational tools can be financial like commissions or non-financial like promotions. The document also reviews several motivational theories including Maslow's hierarchy of needs, Herzberg's motivation-hygiene theory, McClelland's achievement motivation theory, and Vroom's expectancy model. Effective motivation requires considering individual needs and providing the right environment and incentives.
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The document provides an overview of the mutual funds industry in India. It discusses the history and growth of mutual funds in India from 1964 to present. Some key points:
1) UTI was established in 1964 as the first mutual fund in India to mobilize retail savings.
2) The industry opened up to private players in 1993, accelerating its growth.
3) As of 2022, there are over 40 asset management companies in India managing over Rs. 40 trillion in assets under management.
4) The mutual funds industry in India has experienced significant growth in assets and number of investors over the past few decades.
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Chap 6
Transfer pricing refers to the value placed on goods and services transferred between divisions of the same organization. It is a key determinant of revenue for selling divisions and expenses for buying divisions. Objectives of transfer pricing include providing relevant information for decisions, inducing goal alignment, and measuring performance. Transfer prices are typically based on market prices if available, or estimated market prices. If market prices cannot be determined, cost-based transfer prices using standard costs plus a profit margin are used. There are different methods for calculating and administering transfer prices, including negotiation between divisions and arbitration by headquarters if disagreements occur.
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This document outlines the course details for the International Business course in the MBA program at S.K.Patel Institute of Management And Computer Studies. The course aims to provide an understanding of how globalization impacts business functions like marketing, finance, production and HR across different country contexts. It will cover topics like the cultural, political and economic environments, international entry strategies, and cross-cultural management challenges. Upon completing the course, students will gain basic comprehension of global business strategies and implications of international HR practices. The document lists pre-requisite knowledge, reference materials, evaluation criteria and a session-by-session topic outline for the course.
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This document is a project report submitted by Ketan Dhameliya and Pankaj Kamaliya to fulfill requirements for an MBA degree. The report studies the impact of non-performing assets (NPAs) on profitability and liquidity in public sector banks in India. It includes an introduction, industry overview, research methodology, data analysis using statistical tools, and conclusions. Prof. Ranjani Srinivasan guided the project, which was submitted to the S. K. Patel Institute of Management & Computer Studies in Gandhinagar, India in March 2013.
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This document summarizes key concepts from Chapter 2 of Exploring Corporate Strategy, 7th Edition related to analyzing the external environment. It discusses performing PESTEL, scenario planning and Porter's Five Forces analyses to understand macroenvironmental factors and industry competition. Additionally, it covers strategic groups, market segmentation, critical success factors, and identifying opportunities and threats from analyzing the strategic environment. The overall aim is to provide frameworks for evaluating external influences and competitive dynamics facing organizations.
Pankaj kamaliya 2003
This document provides an outline for a presentation on the impact of non-performing assets (NPAs) on the profitability and liquidity of public sector banks in India. The presentation includes 7 chapters that cover an introduction to NPAs, literature review, research methodology, data and methodology, findings, conclusion, and references. The methodology section discusses the study scope, objectives, data collection from secondary sources over 10 years, and tools like correlation analysis, regression analysis, and ratio analysis that will be used. The literature review summarizes 7 previous studies on the topic. The presentation aims to analyze the association between NPAs and bank performance and test hypotheses about the impact of NPAs on banks.
Sales & Retail Management, VTU,Module 4
This document discusses sales force motivation and compensation. It begins by defining motivation and explaining that it is an internal drive that can be positive or negative. Motivation is shaped by individual goals and their environment. Motivation and satisfaction are interrelated, with motivation driving goal achievement and satisfaction resulting from goal attainment.
The success of sales organizations depends on motivating sales staff, who can become demotivated by rejections and complaints. The motivation process begins with a motive that prompts action toward goals. There are various theories of motivation as well as factors that influence individual salespeople.
Compensation plans are designed to motivate through financial and non-financial means. An effective plan considers equality, competitiveness, and performance. Various
Pankaj kamaliya 2003 (2)
This document provides an outline for a presentation on the impact of non-performing assets (NPAs) on the profitability and liquidity of public sector banks in India. The presentation includes 7 chapters that cover an introduction to NPAs, a literature review on previous studies of NPAs, the research methodology, data and methods used, and conclusions. The methodology section describes the study scope, objectives, data collection from secondary sources over 10 years, and statistical tools like correlation analysis and regression analysis that will be used.
Chap1
Management control systems aim to ensure that organizational strategies are achieved. They involve detectors that measure behavior, assessors that compare it to standards, and effectors that provide feedback to alter behavior if needed. Managers at all levels use management control processes to ensure their subordinates implement strategies. Management control is complex, judgmental, and requires coordination between individuals. It influences employees to implement organizational strategies through planning, communicating, evaluating, and decision making. Financial and non-financial metrics are used to develop new strategies and focus attention on opportunities.
6
This chapter discusses various aspects of sales organization including defining a sales organization, factors that influence organizational structure, principles of organizational design, and different models for structuring a sales organization. It addresses considerations for designing sales organizations based on territories, management functions, products, customers, and emerging designs like key account sales and shared sales forces. The chapter also covers determining the appropriate number of salespeople needed.
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This document provides an overview of international business. It defines globalization as the increasing integration of economies, technologies, and cultures across borders. The main drivers of globalization are advances in communication and transportation technologies, liberalization of trade, and growing consumer demand for foreign goods. International business involves cross-border transactions and can be pursued for market seeking, economic, and strategic motives like growth and risk spreading. While globalization increases competition, it also opens new market opportunities. The document outlines various forms of international business and considerations for operating internationally.
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This document discusses strategies at the corporate and business unit levels. At the corporate level, strategies determine the mix of industries a firm operates in. Related diversification across industries that share resources performs best. Business unit strategies set missions and competitive advantages. The BCG matrix analyzes market share and industry growth to determine strategies like building, holding, harvesting or divesting business units. Porter's five forces and value chain analyses identify industry factors and activities that determine a unit's competitive advantage as low cost, differentiation or stuck in the middle. Control system designers must understand the strategic goals and positioning of business units.
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This chapter discusses the political and legal environment factors that are important for international businesses to consider. It covers different types of political systems, such as democracies, monarchies, and theocracies. It also examines international legal systems like common law, civil law, and socialist law. The chapter outlines various risks international businesses face, such as political, economic and commercial risks. It introduces tools for measuring country risk, including the BERI Index, EIU risk indices, and other indexes. Finally, it discusses methods for managing risks, such as employing locals, sharing ownership, and using insurance guarantees.
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This document discusses investment centers and methods for measuring assets employed and business unit performance. An investment center compares profit to the assets used to generate that profit. Measuring assets employed and return on investment (ROI) provides information for decision making and motivates managers. ROI is profit divided by assets employed. Economic value added (EVA) measures wealth creation by subtracting a capital charge from net operating profit after taxes. EVA attempts to capture true economic profit by considering the cost of capital.
Chap 5
This document discusses profit centers and how to evaluate their performance. A profit center is a responsibility center whose manager controls both revenues and costs. To delegate decisions to managers, they must have relevant information and a way to measure effectiveness. Business units are often set up as profit centers. Functional units like marketing, manufacturing, and services can also be profit centers. Performance is measured using various profitability metrics like contribution margin, direct profit, and net income.
Chap 3
This document discusses factors that influence goal congruence between individuals and organizations. It describes informal factors like external social norms, organizational culture, management style, and informal communication channels. Formal control systems involve rules, budgets, and performance evaluations. The document also outlines different types of organizational structures like functional, business unit, and implications for control system design. Controller functions are defined as designing control systems, financial reporting, performance analysis, internal audits, and developing accounting personnel. The controller's dual reporting relationship to business units and corporate is also discussed.
Chap 2
This document discusses strategies at the corporate and business unit levels. At the corporate level, strategies determine the mix of industries a firm operates in. Related diversification across industries that share resources performs best. Business unit strategies set missions and competitive advantages. The BCG matrix analyzes market share and industry growth to determine strategies like building, holding, harvesting or divesting business units. Porter's five forces and value chain models identify industry factors and activities that influence competitive advantage.
Chap 1
This document discusses the nature and key concepts of management control systems. It defines management control as the process by which managers influence other members of an organization to implement strategies. A management control system typically includes detectors to measure behavior, assessors to compare it to standards, and effectors to provide feedback and alter behavior if needed. The document contrasts management control with task control and strategy formulation, and discusses how the internet can facilitate coordination and control.
6. transfer pricing
Transfer pricing refers to the prices charged for goods and services transferred between divisions within the same company. There are several approaches to setting transfer prices, including using market prices, cost-based prices, negotiated prices, or administered prices set by a rule. The objectives of transfer pricing are to provide accurate performance measurement for each division, encourage goal congruence between divisions, and mimic external market prices. Key considerations include using transfer prices that motivate optimal sourcing and production decisions for the entire company.
Chap 8
Strategic planning is a process where an organization decides on programs over the next 3-5 years and allocates resources to each program. It involves reviewing and updating strategic plans, setting assumptions and guidelines, business units creating initial plans, headquarters analyzing and aggregating plans, resolving issues through discussion, iterating plans, and final senior management review and approval. The process aims to align strategies, facilitate resource allocation, and develop managers through strategic thinking.
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This document discusses compensation plans for sales forces. It outlines objectives of effective compensation plans such as attracting and retaining quality salespeople. Key types of compensation discussed are financial plans like straight salary, commission, and bonus plans as well as non-financial incentives. The document also examines factors that influence compensation plan selection and the process for designing a plan that balances both short and long-term sales force and company objectives.
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【业务选择办理准则】
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留信网认证的作用:
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我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
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选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Discover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling Service
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
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Registered-Establishment-List-in-Uttarakhand-pdf.pdf
Kalyan Chart Satta Matka Dpboss Kalyan Matka Results
Kalyan Chart Satta Matka Dpboss Kalyan Matka Results
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
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- 1. Sales and Distribution Management, 2e Dr Tapan K. Panda, Great Lakes Institute of Management, Chennai Dr Sunil Sahadev, University of Sheffield, UK Copyright © 2011 Oxford University Press Chapter 12: Sales Force Compensation
- 2. Chapter 12 Sales Force Compensation Copyright © 2011 Oxford University Press Chapter 12: Sales Force Compensation
- 3. Factors influencing the design of a compensation plan • Financial stability • Size of the market • Nature of the product Copyright © 2011 Oxford University Press Chapter 12: Sales Force Compensation
- 4. Types of compensation plans • Financial compensation • Non-financial compensation Copyright © 2011 Oxford University Press Chapter 12: Sales Force Compensation
- 5. Financial compensation • Straight salary plan • Straight commission plan • Bonus and incentive • Salary plus incentive (combination plan) • Drawing account and commission plan • Allied methods Copyright © 2011 Oxford University Press Chapter 12: Sales Force Compensation
- 6. Non-financial compensation • Promotions • Recognitions programmes • Fringe benefits • Expense accounts • Perks • Sales contests Copyright © 2011 Oxford University Press Chapter 12: Sales Force Compensation
- 7. Steps in designing a compensation plan • Determine sales force and compensation objectives • Determine major compensation issues Implement long-term and short-term compensation plans • • Relate rewards to performance • Measurement of performance • Appraise the compensation plan Copyright © 2011 Oxford University Press Chapter 12: Sales Force Compensation