The study sought to: (1) evaluate the predominant sales styles, the sales effectiveness, and the relationship among sales style flexibility, sales effectiveness and net income performance of a group of sales persons of several organizations, and (2) develop, implement, and evaluate a complementary Sales Training Program. To identify the predominant sales styles, as well as the selling effectiveness of the 200 involved salespersons, of the involved organizations (15), it has been used an instrument available in the market. To compute the net income of the salespersons of the involved organizations, an archival data gathering was conducted involving each one of the sellers. To investigate the relationship between sales flexibility, taken the average value per organization, and the average net income of each organization, it has been used the linear regression statistics computing the linear correlation coefficient between the before mentioned two variables. To investigate the relationship between sales effectiveness, taken the average value per organization, and the average net income of each organization, it has been used the linear regression statistics computing the linear correlation coefficient between the before mentioned variables. To assess the Sales Training Program three variables were selected: selling style flexibility, selling effectiveness and sales net income performance. A quasi-experimental design consisting of a pretest-posttest nonequivalent control group was used involving two organizations sales force in the experimental group (30 salespersons) and 13 organizations in the control group (170 salespersons). Analysis of means, variance, Pearson r, and Student t test were used for data analyses. The study has uncovered lack of flexibility regarding the selling styles, presenting styles of persuading and committing as dominants. The study also showed that the selling effectiveness of the involved salespersons was at a low level before any training efforts. The research also pointed out a high positive relationship between selling flexibility and sales net income performance, as well as selling effectiveness and sales net income performance. Finally, the research uncovered a high positive influence of the sales training efforts on the selling flexibility, selling effectiveness and sales net income performance.
Improving Sales Force Performance and EffectivenessL.E.K. Consulting
L.E.K. Managing Director Chris Kenney spoke at a Chief Executive Network event on improving sales force performance and effectiveness. See his presentation here.
Sales Force Effectiveness is Dead ... or is it?
Five opportunities for pharma to get ‘back to basics’ and immediately lift sales performance.
Blackdot are a full service benchmarking, consulting, training & advisory firm exclusively focused on lifting sales force effectiveness & efficiency. Blackdot exist to assist their clients to achieve more predictable, repeatable, and sustainable sales performance.
What makes them unique is their total fixation on the use of data-driven, evidence-based techniques to understand what does (and does not) drive sales performance.
By viewing the ‘sales engine’ holistically, as an ecosystem of component parts that work interdependently to impact sales results, Blackdot are able to identify the root cause of what’s inhibiting and enabling your current performance, including quantifying the payoff in actually getting it right.
Armed with this knowledge, Blackdot stand alongside their clients who engage them to define, implement and embed change programs that bridge the gap between ‘hoping’ and ‘knowing’ they’ll deliver top and bottom line performance improvement.
Pharmaceutical SFE Metrics: Are You Measuring The Wrong Things? (mini)Eularis
With the ever-increasing pressure to ensure maximum return on investment, Sales Force Effectiveness is becoming a high priority area. A Sales Force represents the largest spend in sales and marketing and is second only to Research and Development within the whole of a company. Yet, similar to R & D, study after study shows that the returns gained from this spend are not particularly strong.
Research by Novartis shows, despite the fact that the top 40 Pharmaceutical companies in the US doubled their investment in Sales Force over the past 5 years, prescriptions only rose by 15% in the corresponding time period. Research by IBM concurred with this result and found that every dollar spent on Sales Force generates just $10.30 in sales. This represents a 22% drop in return since 1996.
Generally, there has been an industry-wide decrease in productivity per Sales Representative, down 24% since 1996. In addition, the Sales Representatives that are hired are low in age, output and skill. Reps face a highly competitive field, with recent figures showing a field of 90,000 Reps competing for 650,000 Physicians - only 125,000 of whom are top tier prospects. A rapidly expanding Sales Force with rapidly decreasing productivity results in an approximate 18% turnover each year.
Fortunately, the concept that ‘size sells’ is largely beginning to be abandoned across the Pharmaceutical Industry. Many Sales Managers are turning their attention to increasing the effectiveness of the Sales Force, rather than the size.
In this report, we examine Sales Force Effectiveness in the Pharmaceutical Industry. We analyze current metrics and their limitations, in focus and in measuring Sales Force Effectiveness, for the Pharmaceutical Industry. Then we discuss appropriate metrics to solve these problems, and demonstrate implementation methods and issues.
A Sales Force Effectiveness Analysis is used to support the decision making process by providing a detailed overview of the variety of forces that may be acting on an organisational change issue. It allows the user to assess the source and strength of these forces and is particularly useful in the planning and implementation stages of change management.
What is Sales Force Effectiveness and what are the main factors that influence effectiveness of your Sales Force? Where to start when you want to analyze your mature Sales Force and what to look for when you are creating a new sales team?
Improving Sales Force Performance and EffectivenessL.E.K. Consulting
L.E.K. Managing Director Chris Kenney spoke at a Chief Executive Network event on improving sales force performance and effectiveness. See his presentation here.
Sales Force Effectiveness is Dead ... or is it?
Five opportunities for pharma to get ‘back to basics’ and immediately lift sales performance.
Blackdot are a full service benchmarking, consulting, training & advisory firm exclusively focused on lifting sales force effectiveness & efficiency. Blackdot exist to assist their clients to achieve more predictable, repeatable, and sustainable sales performance.
What makes them unique is their total fixation on the use of data-driven, evidence-based techniques to understand what does (and does not) drive sales performance.
By viewing the ‘sales engine’ holistically, as an ecosystem of component parts that work interdependently to impact sales results, Blackdot are able to identify the root cause of what’s inhibiting and enabling your current performance, including quantifying the payoff in actually getting it right.
Armed with this knowledge, Blackdot stand alongside their clients who engage them to define, implement and embed change programs that bridge the gap between ‘hoping’ and ‘knowing’ they’ll deliver top and bottom line performance improvement.
Pharmaceutical SFE Metrics: Are You Measuring The Wrong Things? (mini)Eularis
With the ever-increasing pressure to ensure maximum return on investment, Sales Force Effectiveness is becoming a high priority area. A Sales Force represents the largest spend in sales and marketing and is second only to Research and Development within the whole of a company. Yet, similar to R & D, study after study shows that the returns gained from this spend are not particularly strong.
Research by Novartis shows, despite the fact that the top 40 Pharmaceutical companies in the US doubled their investment in Sales Force over the past 5 years, prescriptions only rose by 15% in the corresponding time period. Research by IBM concurred with this result and found that every dollar spent on Sales Force generates just $10.30 in sales. This represents a 22% drop in return since 1996.
Generally, there has been an industry-wide decrease in productivity per Sales Representative, down 24% since 1996. In addition, the Sales Representatives that are hired are low in age, output and skill. Reps face a highly competitive field, with recent figures showing a field of 90,000 Reps competing for 650,000 Physicians - only 125,000 of whom are top tier prospects. A rapidly expanding Sales Force with rapidly decreasing productivity results in an approximate 18% turnover each year.
Fortunately, the concept that ‘size sells’ is largely beginning to be abandoned across the Pharmaceutical Industry. Many Sales Managers are turning their attention to increasing the effectiveness of the Sales Force, rather than the size.
In this report, we examine Sales Force Effectiveness in the Pharmaceutical Industry. We analyze current metrics and their limitations, in focus and in measuring Sales Force Effectiveness, for the Pharmaceutical Industry. Then we discuss appropriate metrics to solve these problems, and demonstrate implementation methods and issues.
A Sales Force Effectiveness Analysis is used to support the decision making process by providing a detailed overview of the variety of forces that may be acting on an organisational change issue. It allows the user to assess the source and strength of these forces and is particularly useful in the planning and implementation stages of change management.
What is Sales Force Effectiveness and what are the main factors that influence effectiveness of your Sales Force? Where to start when you want to analyze your mature Sales Force and what to look for when you are creating a new sales team?
Presentation I have done in a Sloan software class on sales, sales management, and sales strategy. Particularly applicable to companies doing b2b selling.
Principles of Joint Field Work for Pharma First-line Leaders in IndiaVivek Hattangadi
This slide presentation is basically a training tool for First-line Leaders of those pharma companies which do not provide even the basic training when they promote a medical representative to a First-line Leader; yet have a desire to learn and make progress in their careers and no longer desire to be SUPER MEDICAL REPRESENTATIVES. .
This is the foundation for them to excel as First-line Leaders and eventually move up to the position of CEO
How to be a good Salesman. Knowing how to sell a product is a skill that must be practiced. Good salespeople have a strong work ethic and never give up on a sale. You must know your product, know your customer, and be able to clearly show how your product will improve the life of your customer. Develop a sales pitch that is specific to the needs of your customer and follow up to close the deal. If you are not able to close the deal, continue to develop a relationship with the customer. You may win them over eventually.
7 Popular Ways To Motivate Your Sales TeamSharon Newey
7 Popular Ways To Motivate Your Sales Team
Motivation. It's talked about a lot in sales and leadership.
Can you really motivate another person?
Find out the answer and what is important for you to do as a sales manager when it comes to the topic of "motivation"
Pharma customers segmentation do you know your doctorSarah Fouad
90% of the marketing pharmaceutical is spent on doctors, this is a lot of money, I guess this is enough to make us at least slightly curious to get a closer look on the targeted doctors and understand how can they be segmented properly... to lock in your target and aim right.
Presentation I have done in a Sloan software class on sales, sales management, and sales strategy. Particularly applicable to companies doing b2b selling.
Principles of Joint Field Work for Pharma First-line Leaders in IndiaVivek Hattangadi
This slide presentation is basically a training tool for First-line Leaders of those pharma companies which do not provide even the basic training when they promote a medical representative to a First-line Leader; yet have a desire to learn and make progress in their careers and no longer desire to be SUPER MEDICAL REPRESENTATIVES. .
This is the foundation for them to excel as First-line Leaders and eventually move up to the position of CEO
How to be a good Salesman. Knowing how to sell a product is a skill that must be practiced. Good salespeople have a strong work ethic and never give up on a sale. You must know your product, know your customer, and be able to clearly show how your product will improve the life of your customer. Develop a sales pitch that is specific to the needs of your customer and follow up to close the deal. If you are not able to close the deal, continue to develop a relationship with the customer. You may win them over eventually.
7 Popular Ways To Motivate Your Sales TeamSharon Newey
7 Popular Ways To Motivate Your Sales Team
Motivation. It's talked about a lot in sales and leadership.
Can you really motivate another person?
Find out the answer and what is important for you to do as a sales manager when it comes to the topic of "motivation"
Pharma customers segmentation do you know your doctorSarah Fouad
90% of the marketing pharmaceutical is spent on doctors, this is a lot of money, I guess this is enough to make us at least slightly curious to get a closer look on the targeted doctors and understand how can they be segmented properly... to lock in your target and aim right.
This is the ppt translation of the second part of 25 keys to sales & marketing, an audio portable MBA course, which has been developed by New York Times publishing,
with the contribution of some of the best known business academicians and practitioners of the contemporary world. This is only a reproduced graphical version of the same
with no commercial motive. It has been developed for better self learning and for assistance to the large community of several business practitioners & students, who are in
constant pursuit for quality stuff on-line.
This is the ppt translation of the second part of 25 keys to sales & marketing, an audio portable MBA course, which has been developed by New York Times publishing, with the contribution of some of the best known business academicians and practitioners of the contemporary world. This is only a reproduced graphical version of the same with no commercial motive. It has been developed for better self learning and for assistance to the large community of several business practitioners & students, who are in constant pursuit for quality stuff on-line.
This is an extensive write-up on how implementing marketing research prior to your product launch is quite useful in making cognitive decisions when targeting an audience or carving a marketing niche for your business.
Unit 2 Marketing Essentials
Marketing Essentials
Introduction
This unit is designed to introduce students to the principles of marketing, enabling
them to develop a basic marketing plan and to employ elements of the marketing
mix to achieve results. While they will learn the underpinning theories and
frameworks, they will also be able to relate these to real-world examples, including
products/services that they encounter in their own daily lives.
Write a five to seven (5-7) page paper in which you1. Compare a.docxambersalomon88660
Write a five to seven (5-7) page paper in which you:
1. Compare and contrast the major characteristics of the political and reform eras of policing.
2. Identify the skills and knowledge that are imparted to police trainees during their academy training and explain the importance of these skills in relation to real world applications.
3. Provide your own definition of community-policing and explain the difference between community policing and traditional policing.
4. Critically examine the important elements of implementation and evaluation phases of community policing and problem solving.
5. Determine the top five (5) qualities that detectives and undercover officers need to possess (one [1] being the most important). Provide a rationale for your response.
6. Use at least four (4) quality references. Note: Wikipedia and other Websites do not qualify as academic resources.
Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
MBA 6601, International Business 1
Course Learning Outcomes for Unit VI
Upon completion of this unit, students should be able to:
8. Examine the major marketing considerations applicable to international business.
Reading Assignment
In order to access the following resource(s), click the link(s) below:
Dev, C. S., & Schultz, D. E. (2015). From the four Ps to the four ‘why’s’. Marketing News, 49(9), 40–47.
Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bth&AN=109289010&site=ehost-live&scope=site
Seeds, D., & Khade, A. S. (2008). Transforming a multi-national corporation from a centralized organization to
a decentralized organization. Journal of International Business Strategy, 8(3), 99–104. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bth&AN=35637667&site=ehost-live&scope=site
Van Meir, C. (2016). Branding benefits: Apply the four Ps of marketing to make benefits more engaging.
Benefits Magazine, 53(3), 34–39. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bth&AN=113183936&site=ehost-live&scope=site
Unit Lesson
There are two ways to look at global marketing strategies. One way is to look at a company’s marketing
orientation. Marketing orientation refers to the philosophy that guides a company’s marketing strategies. In
the United States, marketing orientation started with the production concept (1920s) and evolved to the
present day holistic marketing concept. Along the way, several distinct variations emerged that seem to work
well in the foreign markets. These orientations depend on the types of products produced and the types of
buyers purchasing the goods. T.
O atual ambiente concorrencial brasileiro apresenta desafios importantes para a Gestão de
Contemporânea de Marketing nas empresas. Partindo desse pressuposto, este artigo tem por
objetivo identificar os antecedentes do desempenho superior da empresa frente ao seu mercado.
Professor da FDC Sigmar Malvezzi fala sobre os conceitos fundamentais da liderança em artigo para o programa Odyssey. Conheça: http://www.odyssey.fdc.org.br
O objetivo deste artigo é analisar a transformação digital em uma perspectiva brasileira. A partir de pesquisas acadêmicas, acionais e internacionais, e empresas de consultoria sugerimos algumas dimensões em busca da maturidade digital. Complementando, apresentamos os resultados de uma pesquisa sobre a Digitalização no Brasil, realizada pelo Núcleo de Inovação e Empreendedorismo da FDC, em que foram analisadas as oportunidades e limitações das empresas brasileiras no processo de transformação digital.
A plataforma tem sido gestada há um ano e hoje se consolida, no Brasil, como a plataforma com maior inserção de dados sobre Infraestrutura de Logística de Transporte, pois entrelaça diferentes bancos de dados no conceito de big data analitics, desenvolvimento de estudos georreferenciados e simulações multivariadas. É uma iniciativa do Núcleo de Logística, Supply Chain e Infraestrutura da FDC, que se destaca por estudos de referência em logística no Brasil.
A PILT/FDC contém dados de malhas estaduais e federais. Responde a uma desconexa rede de informações e se estruturou a partir de parcerias institucionais para acesso aos bancos de dados primários de empresas como EPL (Empresa de Planejamento e Logística), DNIT (Departamento Nacional de Infraestrutura de Transportes), ANTT (A Agência Nacional de Transportes Terrestres), Ministério dos Transportes, entre outras, e prima pela democratização das informações.
O presente relatório é uma avaliação do Núcleo de Inovação e Empreendedorismo da FDC sobre o perfil de inovadores, isto é: inventores, empreendedores, visionários, humanitários e pioneiros, a partir da publicação ”MIT Technology Review – 35 Innovators Under 35” disponível publicamente na internet
(https://www.technologyreview.com/lists/innovators-under-35/2017/). Busca-se identificar traços em comum dos perfis analisados, suas crenças, valores e projetos transformadores.
Como convencer o Conselho de Administração a gerir riscos socioambientais antes de que se materializem? Prof. Heiko Spitzeck encontrou respostas com o diretor-presidente da Fundação Renova, Roberto Waack, após palestra na FDC.
Artigo do prof. Anderson Sant´anna apresentado no XXXIII EGOS na Dinamarca sobre "On Women in Brazilian Popular Music: Discontinuities or Permanencies". Resultado de amplo estudo sobre a temática da "Liderança Feminina" e desenvolvido em coautoria com Laura Ferolla e Marcella de Assis - bolsistas de Iniciação Científica da FDC/FAPEMIG.
O governo brasileiro enfrenta uma série de desafios econômicos e políticos. A recuperação fiscal e o combate à corrupção são prioridades para a governabilidade. Mas o Brasil precisa melhorar o desempenho do comércio internacional. Saiba mais no artigo do prof. Carlos Braga.
O feminino extrapola a questão de gênero. Segundo Carl Gustav Jung, todo ser humano possui duas dimensões – o anima e o animus. A mulher deve desenvolver o seu lado masculino e o homem seu feminino, para que as duas dimensões sejam equilibradas. O feminino é também a expressão da sensibilidade, significado em grego da palavra “estética”. Portanto, o olhar sensível da mulher também significa beleza, já que esta só é perceptível com sensibilidade.
A pesquisa foi realizada com a participação das empresas do CRI Nacional do Núcleo de Inovação e Empreendedorismo da FDC buscando explorar a percepção das mesmas sobre os investimentos em tecnologias associadas ao tema “Indústria 4.0” e nos possíveis ganhos de produtividade.
A amostra envolve 52 respondentes em funções de liderança nas empresas em que atuam. Finalmente, os resultados alcançados em 2017 não diferem significativamente da
mesma pesquisa realizada em 2016, sugerindo poucos avanços do tema no Brasil.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Thesis Statement for students diagnonsed withADHD.ppt
Developing sales force effectiveness: an exploratory study
1. This material was prepared under the responsibility of Professor Léo Bruno
1
“DEVELOPING SALES FORCE EFFECTIVENESS: an exploratory study”
Léo F. C. Bruno, Ph.D.
Fundação Dom Cabral
January, 2013
ABSTRACT
The study sought to: (1) evaluate the predominant sales styles, the sales effectiveness, and the
relationship among sales style flexibility, sales effectiveness and net income performance of a
group of sales persons of several organizations, and (2) develop, implement, and evaluate a
complementary Sales Training Program. To identify the predominant sales styles, as well as
the selling effectiveness of the 200 involved salespersons, of the involved organizations (15), it
has been used an instrument available in the market. To compute the net income of the
salespersons of the involved organizations, an archival data gathering was conducted
involving each one of the sellers. To investigate the relationship between sales flexibility,
taken the average value per organization, and the average net income of each organization, it
has been used the linear regression statistics computing the linear correlation coefficient
between the before mentioned two variables. To investigate the relationship between sales
effectiveness, taken the average value per organization, and the average net income of each
organization, it has been used the linear regression statistics computing the linear correlation
coefficient between the before mentioned variables. To assess the Sales Training Program
three variables were selected: selling style flexibility, selling effectiveness and sales net
income performance. A quasi-experimental design consisting of a pretest-posttest
nonequivalent control group was used involving two organizations sales force in the
experimental group (30 salespersons) and 13 organizations in the control group (170
salespersons). Analysis of means, variance, Pearson r, and Student t test were used for data
analyses. The study has uncovered lack of flexibility regarding the selling styles, presenting
styles of persuading and committing as dominants. The study also showed that the selling
effectiveness of the involved salespersons was at a low level before any training efforts. The
research also pointed out a high positive relationship between selling flexibility and sales net
income performance, as well as selling effectiveness and sales net income performance.
Finally, the research uncovered a high positive influence of the sales training efforts on the
selling flexibility, selling effectiveness and sales net income performance.
Key-words: selling style flexibility, selling effectiveness, sales training, experimental design,
sales net income.
2. This material was prepared under the responsibility of Professor Léo Bruno
2
1. Introduction
In the present world people don’t want any more things being sold to them, on the contrary they want to be part
of the buying process, therefore a substantial change on the behavior of the sales professionals would be highly
recommended. The major problem is that from all the subjects related to management sales, probably, is the one
which receives less attention from the researchers (Stewart, 2006). This behavior reflects what the Business
Schools’ clients are searching for their executive development. There are few people participating on a MBA
program dreaming to go directly from the program to a selling area in the organization. Collins (2010) states
clearly that without a strong emphasis in learning from the market place the companies tend to disappear. Kotler
(2006) calls the attention for the need to the broadening concept of marketing which implies in the conciliation
between sales and marketing. Tidd (2005) emphasizes the growing complexity of products and their impact on
the commercialization process. McDonald (2001) elaborates on how to assure profitability with key-clients on a
B2B environment. Organizations and sellers continuously are looking for “miracles” involving methods and
techniques leading to sales increase (Gitomer, 2011). Rackham (2011) explores the reasons behind the success
on huge selling. On the other hand, Francis “Buck” Rodgers, ex-Marketing Vice President of IBM (1974 –
1984) enhanced the importance of continuous training of the sales force.
The research sought to identify the relevant aspects of the salespersons behavior which lead them to reach
effectiveness in their efforts to sell, taking as basis the Situational Selling Model developed by Hersey (1981),
which analyses the competence of the seller in diagnosing the buying readiness of the buyer, and if the
salesperson matches his or her selling style and communication with the demands of the situation determined by
the buying readiness of the buyer.
1.1 Selling Model – an approach for increasing sales effectiveness
The objective of this topic is not to review all the literature on sales. On the contrary, it will be explained why a
particular sales model, namely Situational Selling has been chosen. Situational Selling was developed by Paul
Hersey and Richard McKenna (1981) at the Center for Leadership Studies (USA). Apart of trait and attitudinal
approaches to sales, Hersey-McKenna tridimensional salesperson effectiveness model was selected as more
appropriate due the fact it was designed to measure three aspects of salesperson behavior which were suitable to
answer the research questions of the study. These three aspects of salesperson behavior are: a) style, b) style
range or flexibility, and c) style adaptability or salesperson effectiveness.
A salesperson’s style involves some combination of product (or service) guidance behavior and supportive
behavior. The two types of behavior, which are central to the idea of selling styles, are defined as follows: a)
product guidance behavior – the extent to which a salesperson provides the what, how, where, and who to the
customer, and b) supportive behavior – the extent to which a salesperson engages in two-way or multi-way
communication. The behaviors include facilitating, encouraging, and problem-solving.
The effectiveness of the salespersons, on the other hand, depends on how appropriate their influence style is to
the situation in which they operate. This appropriateness comes from the matching of salesperson style and the
buying readiness of the prospect or customer. Readiness in Situational Selling is defined as the extent to which a
prospect or customer demonstrates the product/company information and the product/service commitment at the
time. The Figure 1 below summarizes the model.
3. This material was prepared under the responsibility of Professor Léo Bruno
3
Figure 1 – Situational Selling Model
The continuum of buying readiness can be divided into four ranges. Each represents a different combination of
product knowledge and product commitment:
R 1: uninformed and uncommitted;
R 2: uninformed and interested;
R 3: knowledgeable and apprehensive; and
R 4: knowledgeable and committed.
1.2 Sales Training Program
Many selling training have been structured worldwide. Grikscheit (1981) discussed the interaction among
psychological, managerial and marketing on effective selling. Demarco (1982) stressed the importance for the
success of a sale the domain of the core competencies: diagnostic skills, adaptive skills, and communication
skills. Hassan (2006) discussed in details the importance of the salesperson differentiation in the eyes of the
clients by demonstrating product knowledge (features/benefits).
The program explored primarily the core competencies and the behaviors of the salespersons, not only in terms
of “what” the salesperson should do, but including “when” to do it.
1.3 Research Questions
The study sought to answer the following research questions:
1. What is the predominant salesperson selling style?
2. What is the salesperson selling effectiveness?
3. Is there a relation between selling style flexibility and selling effectiveness with sales net income
performance?
4. Does the Sales Training Program influence positively the sales net income performance?
2. Method
2.1 Sampling
It has been randomly selected 200 salespersons involving 15 organizations operating in Brazil and South
America, encompassing medium and low size ones. They were healthy organizations with ages varying from 6
to 36 years old in the fields of transportation and logistics, departmental stores, car dealers, food, software house,
4. This material was prepared under the responsibility of Professor Léo Bruno
4
cutting tools, machining, domestic utilities, men’s wear, insurance, motorcycle dealers, vehicles battery, and
fringe benefits cards. The majority of the executives were Brazilians (160) and some foreigners (40), being 60
females and 140 males with ages varying from 28 up to 55. The majority of the sample (70%) has shown
university degree and 30% with technical degree.
2.2 Data Gathering
To measure the salesperson behavior the Situational Selling Model has been taken into account and the SALES
Self (Selling Adaptability and Lead Effectiveness Styles) instrument, developed at the Center for Leadership
Studies (Hersey, 1981), has been used. The three aspects covered by the model are: a) style, b) style range, or
flexibility, and c) style adaptability, or selling effectiveness. The SALES self has been used and it yields four
ipsactive style scores and one normative score, namely adaptability (leader effectiveness). This kind of
instrument needs to be statistically validated in terms of items and reliability only once. The 12 item validities
for variability score ranged from 0.11 to 0.52 and 10 of the 12 coefficients (83%) were 0.25 or higher. Eleven
coefficients were significant beyond the 0.01 level and one was significant at the 0.05 level.
The reliability of the SALES self was moderately strong. In two administrations across a six-week interval, 75%
of the managers maintained their dominant style and 71% maintained their alternative style. The contingency
coefficients were both 0.71 and each was significant at the level 0.01. The correlation for the adaptability scores
was 0.69 at the 0.01 level.
Selling style flexibility is defined as the number of style score equal or above two divided per four (number of
styles in the model) multiplied by 100, and is given in percentage.
To analyze a possible relation between the average salespersons’ style flexibility and average sales net income
performance (percentage of planned sales), per organization, originated from an archival data gathering, the
linear correlation coefficient was calculated taken into consideration the set of paired data involving the before
mentioned variables per organization, therefore the computation involved 15 pairs.
To analyze a possible relation between the average salespersons’ style adaptability and average net sales
performance (percentage of planned sales), per organization, originated from an archival data gathering, the
linear correlation coefficient was calculated taken into consideration the set of paired data involving the before
mentioned variables per organization, therefore the computation involved 15 pairs.
To assess the influence of the Sales Training Program on selling performance a quasi-experimental design was
defined consisting of a pretest-posttest nonequivalent control group involving the 200 salespersons of 15
organizations, being 30 persons in the experimental group and 170 in the control group. The selected criteria
variables were the selling style flexibility, selling style adaptability or effectiveness, and sales net income
performance. Considering that: (1) both groups, in spite of the fact of not being randomly selected, were similar
(same educational and skill levels and seniority, and balanced in terms of sex and age); and (2) these tree
selected variables were normally distributed; the test of significance adopted in the statistical analysis was the
same used for Design 4 Experimental Design (Campbell and Stanley, 1963). Therefore, the test consisted in
computing for each group pretest-posttest gain scores and to calculate a two-tailed Student “t” between
experimental and control groups on these gain scores, at a level of significance p ≤ .0001.
2.3 Sales Training Program
Based on the literature review cited beforehand a sales training program for salespersons and representatives was
structured as shown in the Appendix.
3. FINDINGS AND ANALYSES
To answer the two research questions regarding salesperson style the data were summarized in two groups:
salesperson style range or flexibility, and salesperson style adaptability or sales effectiveness.
Table 1 shows the profile of the professionals involved regarding sales styles.
Table 1. Profile of Selling Styles of a Sample (200) of Salespersons
Style Frequency Distribution (%)
S1 – Establishing 15.2
S2 – Persuading 49.3
S3 – Committing 29.6
S4 – Fulfilling 5.9
Source: Research Data.
5. This material was prepared under the responsibility of Professor Léo Bruno
5
As depicted in Table 1 this sample of salespersons is perceived as using predominantly styles S2 - Persuading
and S3 - Committing. So they tend to do well working with prospects of average levels of buying readiness.
However, they face difficulties communicating with uninformed and uncommitted prospects (low buying
readiness) and particularly with knowledgeable and committed prospects (high buying readiness). Salespersons
whose selling behaviors are predominantly in Styles 2 and 3 tend to be able spark customer interest, analyze
needs, and ask for the order. They often have difficulties penetrating new markets and making cold calls. The
S2-S3 tends to be comfortable in the traditional selling role as long as they are introduced or have a third party to
use as a reference. They feel that when the order is signed, the sale is complete. As such, they can miss
opportunities to expand existing accounts and maintain long-term customer satisfaction.
The results of selling effectiveness are shown in Table 2. They have been grouped in quartiles covering a
response interval from 0 to 36. While Style Range refers to the extent to which style can be varied, Style
Adaptability or Effectiveness indicates the degree to which changes in styles are appropriate to the level of the
buyer readiness in different situations.
Table 2. Summary of Selling Effectiveness of a Sample (200) of Salespersons
Score Interval
(scale end points 0
and 36)
Selling
Effectiveness Level
Frequency
Absolute Relative (%)
27 To 36 High 10 5
18 To 26 Moderate 80 40
9 To 17 Low 108 54
0 To 8 Very low 2 1
χ² = 874.78 ˃ χ² crit. = 11.3; df = 3; p ≤ .01.
Source: Research Data.
As shown in Table 2 this sample of salespersons has predominantly a low to moderate level of selling
effectiveness. It indicated a need for self-development to improve the ability to diagnose buying readiness and
use appropriate selling behaviors.
In order to verify if there was a relation between salespersons style flexibility – SF, selling effectiveness - SE
and sales net income performance (SNIP), the average values per organization were computed and the data
grouped involving the 15 organizations as shown in Table 3.
6. This material was prepared under the responsibility of Professor Léo Bruno
6
Table 3. Selling Style Flexibility, Selling Effectiveness, and Sales Net Income Performance
Nb. SECTOR SF (%) SE
SNIP
(%)
1 Transportation O 1 25 20 65
O 2 50 20 65
2 Car Dealers O 3 25 21 65
O 4 50 23 80
3 Food O 5 50 21 65
4 Departmental Store O 6 50 22 70
5 Software House O 7 75 24 85
6 Cutting Tools O8 50 23 60
7 Machining O 9 25 21 50
8 Domestic Utilities O10 25 24 70
9 Men`s Wear O11 25 23 70
10 Insurance O12 75 26 95
11 Motorcycle Dealer O13 50 22 70
12 Vehicles Battery O14 50 23 70
13 Fringe Benefits Cards O15 75 24 75
Key: O = Organization, SF = Selling Style Flexibility (average), SE = Selling Style Adaptability (average),
and SNIP = Sales Net Income Performance (percentage of planned sales).
Source: Research Data.
Considering the variables selling style flexibility (SF) and sales net income performance (SNIP) of the 15
organizations, the result was a linear correlation coefficient of +0.71, showing a moderate to high degree of
positive relation between the two variables (Schmidt, 1975).
On the other hand, considering the variables selling style adaptability, or effectiveness (SE), and sales net
income performance (SNIP) of the 15 organizations, the result was a linear correlation coefficient of +0.75,
presenting a moderate to high degree of positive relation between the two variables (Schmidt, 1975).
Finally to assess the influence of the Sales Training Program on the selling flexibility (SF), the selling
effectiveness (SE) and the sales net income performance (SNIP), a quasi-experimental design consisting of a
pretest-posttest non-equivalent control group was used involving two organizations in the experimental group
(30 salespersons) and 13 organizations in the control group (170 salespersons). The results of the experiments
were positive as shown in Tables 4, 5, and 6, as follows:
7. This material was prepared under the responsibility of Professor Léo Bruno
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Table 4. Comparative Selling Style Flexibility Results Between Experimental and Control Groups
____________________________________________________________________________________
Measurement Experimental Group Control Group
____________________________________________________________________________________
Pre-measurement Average (%) 50 50
(N = 30) (N = 170)
Standard Deviation 4.5 4.6
Post-measurement Average (%) 75 50
(N = 28) (N = 160)
Standard Deviation 4.3 4.6
Gain (%)¹ 25 0
____________________________________________________________________________________
¹ t = 27.16 ˃ t crit. = 3.3; df = 192; p ≤ 0.0001
Source: Research Data
Table 5. Comparative Selling Effectiveness Results Between Experimental and Control Groups
____________________________________________________________________________________
Measurement Experimental Group Control Group
____________________________________________________________________________________
Pre-measurement Average 22 23
(N = 30) (N = 170)
Standard Deviation 2.5 2.6
Post-measurement Average 26 23
(N = 28) (N = 160)
Standard Deviation 2.4 2.5
Gain¹ 4 0
____________________________________________________________________________________
¹ t = 7.83 ˃ t crit. = 3.3; df = 192; p ≤ 0.0001
Source: Research Data
Table 6. Comparative Sales Net Income Performance Between Experimental and Control Groups
____________________________________________________________________________________
Measurement Experimental Group Control Group
____________________________________________________________________________________
Pre-measurement Average (%) 70.5 69.3
(N = 30) (N = 170)
Standard Deviation 3.6 3.7
Post-measurement Average (%) 79.6 71.2
(N = 28) (N = 160)
Standard Deviation 3.5 3.6
Gain (%)¹ 9.1 1.9
____________________________________________________________________________________
¹ t = 11.43 ˃ t crit. = 3.3; df = 192; p ≤ 0.0001
Source: Research Data
8. This material was prepared under the responsibility of Professor Léo Bruno
8
The variables, Selling Flexibility (SF), Selling Effectiveness (SE), and Sales Net Income Performance (SNIP)
were positively influenced by the program. The Student “t” statistic (two-tailed) used to test the difference of
gains between the experimental and control groups revealed in the case of the involved variables that the null
hypothesis could be rejected, at a level of 0.0001, that means the results were not influenced by chance.
4. CONCLUSIONS AND RECOMMENDATIONS
4.1 Conclusions
The following conclusions were reached based on the research:
1. The results of selling style flexibility and selling effectiveness lead us to the conclusion that this group
of salespersons needs to receive training in terms of selling skills, once they need to have more
flexibility of styles and to be able to use the appropriate style depending on the situation. Previous
studies (HERSEY, 1984) suggested that by having this new profile this group of salespersons will be
able to create sales and build the rapport necessary for strong and enduring customer relationships.
2. Once the study uncovered a moderate to high positive relation between salespersons’ selling style
flexibility and selling effectiveness with the sales net income performance, this reinforce the need for
training enhancing the improvement of the relationship between salespersons and buyers, which is
beyond any sales technique (Leboff, 2011).
3. The research has shown a positive influence of the Sales Training Program, as delineated in the
Appendix, on the day-to-day selling variables either in terms of physical significance or of statistical
validity of the results.
4. The Situational Selling Model helps in providing the salespersons with a practical way to create sales
and build the rapport necessary for strong and enduring customer relationships. Its diagnostic
procedures and prescriptive actions prepare the salespersons to math appropriate selling behaviors with
varying degrees of buying readiness. By understanding and applying the model the salespersons can
develop the competencies necessary to be a true professional in a world that wants to buy and not to be
sold.
4.2 Recommendations
4.2.1 General
1. The use of the presented Sales Training Program should be done cautiously due to the fact that the study
was limited to two Brazilian organizations, using rather small samples.
2. The Sales Training Program should not be seen as an isolated contribution in the process of improving
sales performance. Rather, it must be inserted in the course of a company-wide and multidisciplinary
effort to reach paramount performance results. This effort should involve people of all levels in the
organization and should be congruent with the philosophy of the company.
4.2.2 Specific
1. The samples used in the study were rather small, therefore any extrapolation from the results of the
research must be done with caution.
2. In future studies of the same nature a 360 degree appraisal, as far as selling style, style flexibility and
selling effectiveness are concerned, would be highly recommended.
3. Additional researches of the same nature involving bigger sample sizes, other types of organizations and
conducted in other cultures are highly recommended.
9. This material was prepared under the responsibility of Professor Léo Bruno
9
Appendix
Sales Training Program
The program has been structured in order to integrate the three core competencies: diagnostic skills, adaptive
skills, and communication skills, as well as the behaviors which define the total sales process and most
importantly when to use these behaviors, providing the salespersons with a practical way to create sales and
build the rapport necessary for strong and enduring customer relationship. The program is divided into two
phases: a. selling competencies development, and b. behavioral dimensions development related with the
interaction between buyer and seller.
a. Situational Selling Model (Figure 1) – this phase lasts an average of 16 hours involving the salespersons
and representatives (20 to 30 persons). It provides salespeople with a diagnostic procedure for assessing
the buying readiness of customer regarding specific products or services. In addition, the model serves
as a prescriptive process for selecting selling behaviors that will have the highest probability of success.
The instructional material involves: participant workbook, an audio-visual package presenting the
model with the instructor explanations and debates, and application of the instrument SALES self with
feedback for the participants regarding their selling styles flexibility and adaptability profile with
discussions.
b. Modeling the behavior of salespeople – this phase deals with the behaviors demanded from the sales
people during a sales process (calls or face-to-face). Besides an audio-visual package showing wrong
and right interactions of buyers and sellers, in different situations, some role-playings were conducted
involving three roles: salesperson, prospect and observer (to give feedback). The behaviors which
receive primary attention are clustered into six categories:
1. Uncovering Needs – there is a direct relationship between the number of identified needs and the
success of the initial contact;
2. Questioning Skills – questions are used to gather information and uncover needs;
3. Acknowledging Needs – serves the function of building and maintaining rapport with the customer;
needs, casual remarks, and even objections must be acknowledged, once it was found to have a
significant impact on the outcome of the contact;
4. Providing Specific Benefits – this allows the salesperson to introduce the appropriate benefit that
satisfies a particular customer need, and successful contacts were shown to have significantly more
specific benefits stated;
5. Closing – is best made by summarizing the needs and benefits the customer accepted, proposing an
action plan, and asking for the order, this procedure significantly increased positive outcomes; and
6. Recognizing Buying Attitudes – four customer attitudes are linked to sales success: acceptance,
skepticism, indifference, and objection, therefore providing an appropriate response is crucial to the
selling process effectiveness, it is how and when the salesperson responds that is linked to successful
outcomes.
An important point to be considered during the sales training program is that in the interaction between
buyer and seller the influence dynamics are changed because the salesperson, unlike the leader, must
influence others without any position power. Salespeople must rely on their personal power (expert,
information, and referent). Additionally, when making a presentation, try to pace with the: visuals
(diagrams, flowcharts, and graphics), digitals (defining terms, providing order and sequence), auditories
(moving around, energizing, and varying voice speed), and kinesthetic (relaxed and non-threatening
position). The salespersons need to practice and learn to become proficient in all of the representational
systems. This kind of behavioral adaptability will help them to close sales, expand business, and build
ongoing relationship. In short, the salespersons need to match words with rep systems.
10. This material was prepared under the responsibility of Professor Léo Bruno
10
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