Managing Sales Workforce Diversity
August 2012
IJMT
Volume 2, Issue 8
ISSN: 2249-1058
__________________________________________________________
MANAGING SALES WORKFORCE DIVERSITY
Dr. Meenakshi Handa* Ms. Jyoti Kukreja**
__________________________________________________________
Abstract The relevance of sales personnel in any organization has forever been unquestioned as they deliver the ultimate quality of buying experience to the end consumer. Unfortunately though, their position is still devoid of respect that it on an average deserves. The low vocational esteem fructifies the need for developing the need for enhancing their self-concept. Salespeople who lack motivation deliver only sub-optimal performance. The objective of this paper is to address the challenges in managing sales personnel. In a crosscultural milieu, how employees are retained to serve consistent brand experience. In the end, the paper shall conclude with a synergistic suggestive model to be applied in the organizations for reaping the best out of the sales force of an organization. The study is based on intensive research through secondary sources. Recent studies suggest that companies are largely dependent upon the intensity and efficiency of the sales staff for its development, profitability and growth. It is a complex art that requires objectives of both: customers and organizations to coincide. Cataloging of customers, products, and, communication though well structured still require rigorous research to be validated against the test of time and, thus, improved. Keywords: Diversity, Training, Achiever, Ego, Vocational Esteem.
* Associate Professor, USMS, Guru Gobind Singh Indraprastha University, Dwarka. ** Research Scholar, USMS, Guru Gobind Singh Indraprastha University, Dwarka.
A Monthly Double-Blind Peer Reviewed Refereed Open Access International e-Journal - Included in the International Serial Directories
Indexed & Listed at: Ulrich 's Periodicals Directory ©, U.S.A., Open J-Gage, India as
IJMT
Volume 2, Issue 8
ISSN: 2249-1058
__________________________________________________________
MANAGING SALES WORKFORCE DIVERSITY
Dr. Meenakshi Handa* Ms. Jyoti Kukreja**
__________________________________________________________
Abstract The relevance of sales personnel in any organization has forever been unquestioned as they deliver the ultimate quality of buying experience to the end consumer. Unfortunately though, their position is still devoid of respect that it on an average deserves. The low vocational esteem fructifies the need for developing the need for enhancing their self-concept. Salespeople who lack motivation deliver only sub-optimal performance. The objective of this paper is to address the challenges in managing sales personnel. In a crosscultural milieu, how employees are retained to serve consistent brand experience. In the end, the paper shall conclude with a synergistic suggestive model to be applied in the organizations for reaping the best out of the sales force of an organization. The study is based on intensive research through secondary sources. Recent studies suggest that companies are largely dependent upon the intensity and efficiency of the sales staff for its development, profitability and growth. It is a complex art that requires objectives of both: customers and organizations to coincide. Cataloging of customers, products, and, communication though well structured still require rigorous research to be validated against the test of time and, thus, improved. Keywords: Diversity, Training, Achiever, Ego, Vocational Esteem.
* Associate Professor, USMS, Guru Gobind Singh Indraprastha University, Dwarka. ** Research Scholar, USMS, Guru Gobind Singh Indraprastha University, Dwarka.
A Monthly Double-Blind Peer Reviewed Refereed Open Access International e-Journal - Included in the International Serial Directories
Indexed & Listed at: Ulrich 's Periodicals Directory ©, U.S.A., Open J-Gage, India as
References: 1. Klein Craig, ‗4 Ways to Motivate Your Sales Team for High Performance‘, August, 2011. 2. ‗Getting Gen Y-Ready‘ Column-‗Talent Management‘by Dr. Sujaya Banerjee,Human Capital Vol. 15, No.3, August 2011 3. Patel Kulin & Sriram Anuradha, ‗Culture assessment in a Cross Country Deal: Exploring the role of organizational culture and cultural compatibility in an M&A transaction‘: Global HR, Human Capital, Vol.14 No.5 October 2010 4. Haroon Amara(Ms) & Ahmad Shakil(Mr), ‗Assessing Relationship Among Performance, Managerial Practices, Salesforce Automation: A Study on Unilever & Dalda in Pakistan‘ International Review of Business Research Papers, Vol. 5 No. 4 June 2009 Pp. 73-90. 5. Dietz (Bart) H. M., ‗Managing (Sales) People towards Performance: HR Strategy, Leadership & Teamwork‘ (2009) 6. Keller Lane Kevin, ‗Strategic Brand Management: Building, Measuring and Managing Brand Equity‘, Third Edition, PHI Publishers (2008) 7. Mohamed Peeru H & Sagadevan: ‗Customer Relationship Management: A Step-by-Step Approach‘ Vikas Publishers (2007) 8. Dave Worman, ‗20 ways to motivate your employees without raising their pay‘, HRmadeEasy e-Newsletter 9. Brewer Geoffrey, ‗How to Motivate Sales Stars‘, October 2006 10. Venugopal P., ‗Managing Your Sales Force: A Motivational Approach‘, (2006), Sage Publications 11. ‗How to Manage Salespeople‘ accessed at: http://www.charleswarner.us/articles/howmngsl.htm 12. Eidson Carl, ‗Escape the Numbers Trap: Four Steps to Target Prospecting for Increased Sales‘ 13. Michael P. Leimbach and Ed Emde, (2011), ‗The 80/20 Rule for Learning Transfer‘ 14. Jensen Mark, (2009),‗Common Attributes of Professional Sales People‘ A Monthly Double-Blind Peer Reviewed Refereed Open Access International e-Journal - Included in the International Serial Directories Indexed & Listed at: Ulrich 's Periodicals Directory ©, U.S.A., Open J-Gage, India as well as in Cabell’s Directories of Publishing Opportunities, U.S.A. International Journal of Marketing and Technology http://www.ijmra.us 226