Evaluationofsalespeoples
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The document outlines a 6-step process for evaluating and controlling the performance of salespeople: 1) set policies on performance evaluation and control, 2) decide the bases for evaluating salespeople's performance, 3) establish performance standards, 4) compare actual performance to standards, 5) review evaluations with salespeople, and 6) decide on management actions and controls. The objective is to determine how well salespeople have performed relative to targets. Key aspects of each step, such as frequency of evaluation, outcome-based vs. behavior-based criteria, and identifying problem areas, are further explained.
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This document outlines the steps for evaluating and controlling the performance of salespeople. It is divided into 6 steps: 1) Set policies on performance evaluation and control. 2) Decide the bases for evaluating salespeople's performance. 3) Establish performance standards. 4) Compare actual performance to standards. 5) Review performance with salespeople. 6) Decide on sales management actions and control. The objective is to determine how salespeople have performed and identify areas for improvement. Responsibilities are divided between two individuals to carry out the 6 steps.
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Performance appraisals involve establishing standards, measuring employee performance against those standards, providing feedback, and taking corrective actions. There are traditional methods like essay, ranking, and checklists as well as modern methods like 360-degree feedback and management by objectives. An effective performance appraisal process includes setting goals, evaluating performance, discussing evaluations, and identifying areas for improvement.
KKN India ltd sale force performance evaluation by Ketan thakur
KKN India Ltd. evaluates the performance of its sales force based only on sales results compared to the previous year and overall company growth, without considering individual efforts or market potential. The regional sales manager of the western region, which achieved 25% sales growth against the total company growth of 15%, has asked for maximum annual increments for his highest performing sales team. However, the sales manager notes that other regions may also have high performing salespeople. The existing performance evaluation system at KKN India Ltd. is inconsistent and does not properly measure individual contributions. Improvements could include setting standards based on different factors like sales activities, outcomes, profitability and personal development, and using multiple evaluation methods to provide a more complete assessment of each sales
Performance appraisal, emp turnover and retention
The document discusses performance appraisal, including its meaning and process. It describes five key steps in the performance appraisal process: (1) establishing performance standards, (2) communicating the standards, (3) measuring actual performance, (4) comparing actual performance to standards, and (5) taking corrective action if needed. It also outlines various methods that can be used for performance appraisal, including individual evaluation methods like checklists and critical incidents, as well as multiple-person evaluation techniques like ranking and paired comparison.
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Evaluationofsalespeoples
- 2. CONTENTS Topic will be covered by Responsibility & Objective Sanjeet Kr. Readi (Step-1 to 3 ) Step-1 Set polices on performance evaluation and control “ Step-2 Decide the bases of salespeople’s performance evaluation “ Step-3 Establish performance standard “ Step-4 Compare actual performance with the standards Step-5 Review performance evaluation with salespersons. Step-6 Decide sales management actions and control. Arvind Kumar (Step-4 To 6 ) “ 2 “ Total No. of Slides:-6
- 3. RESPONSIBILITY & OBJECTIVE RESPONSIBILITY • sales manager is to evaluate the performance of their salespeople. OBJECTIVE • The basic objective of the performance evaluation of salespersons is to determine how these salespersons have performed. 3
- 4. PROCEDURE FOR EVALUATING & CONTROLING SALSEFORCE PERFORMANCE Step-1 Step-2 Step-3 Step-4 Step-5 Step-6 • Set polices on performance evaluation and control • Decide the based of salespeople's performance evaluation. • Establish performance standards • Compare actual performance with the standards • Review performance evaluation with salespersons • Decide sales management actions and control 4
- 5. Step-1 Frequency of evaluation Who conducts evaluation’s 360-Degree feedback Management by objective (MBO) Source of information 5
- 6. Step-2 Outcome/result based viewpoint Behavior/activity/effort based viewpoint Both outcome based and behavior based viewpoints Criteria/Bases for salespeople’s performance evaluation Common ratios 6
- 7. Step-3 Performance standards are generally called sales quotas. Performance standards for quantitative output or result criteria have a close relationship with the company’s objective 7
- 9. Step-5 This sales manager should contact the salesperson and set a time and place for the performance review meeting, Before the meeting, the salesperson should be asked to review his or her job description and the past performance, by using the company’s evaluations forms. 9
- 10. Step-6 Identify the problem areas Find causes Decide sales management actions 10
- 11. • CONCLUSION • APENDICES By book- sales and distribution Management (controlling the salesforce) ,page no.-7.12 to 7.21 11
- 12. 12