Case study 3 National Office Machines—Motivating Japanese Salespeople: Straight Salary or Commission? 1. A straight based salary guarantees a financial security to the salespeople when the economy gets bad. Sometimes it happens that the lack of sales is not due to the salesperson but to some outside factors‚ and it would be a shame to pay the piper to the salespeople. Also the company can apply small commissions to bring them to work harder and raise their paychecks. On exhibit 1 of the document
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into the Japanese market‚ which was previously a very small portion of their total sales. Additionally‚ the Japanese company received a much-needed breadth in product offerings‚ and an increase in managerial leadership‚ something desperately needed within the company. The primary sales management issue in this case is NOM’s dilemma of which sales compensation plan to implement within their Japanese branch. NOM had to choose between following the Japanese tradition of straight salary and guaranteed
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Salaries in the US and Japan The salaries for the top people in businesses like CEO ’s and chief executive ’s in Japan get paid a small amount compared to the top employees in the United States of America. According to the economist.com blogs‚ in 2010‚ “Nissan ’s boss‚ Ccarlos Ghosn‚ earned around $9.5m last year-- on hundred times the pay of Masamoto Yashiro‚ the departing boss of Shinsei Bank‚ who took home just $95‚000. Sir Howard Stringer of Sony received more than $8m if stock options
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Salary is the most important factor in motivating employees Motivation plays a significant part in a company in the modern society because only if employees are motivated can they be more productive. In a company‚ managers usually take measures such as pay increase and promotion to motivate workers. In the past decade‚ there have been a large number of surveys on factors that motivate employees to perform their best (Wiley 1997). Some experts state that salary is the most important factor in
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Salary is not the most important factor in motivating employees The psychology of motivation is enormously complicated and there is a small part of it has been illustrated with any degree of guarantee. A number of people are desired for an effective formula for moving employees. Some adopt to the way of increasing salary‚ not all of which is conductive (Herzberg‚1987). There are a great many factors in motivating employees. Salary plays a significant role while other factors such job participation
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Why Salespeople Thomas N. Ingram Charles H. Schwepker‚ Don Huts06 Factors considered to be most signtficant in contributing to salesperson failure were identtjied by examining the survey responses of 126 sales executives. The six most important factors were (1) poor listening skills; (2) failure to concentrate on top priorities; (3) a lack of sufticient effort; (4) inability to determine customer needs; (5) lack of planning for sales presentations; and (6) inadequate productlservice knowledge.
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Motivating the Sales Force and Wittner Shoes Australia Table of Contents 1. Executive Summary 2. Introduction 3. Motivation Theories 3.1 Maslow’s hierarchy of needs theory 3.2 Herzberg’s dual factor theory 3.3 Vroom’s expectancy theory 3.4 Adam’s equity theory 4. Motivating Salespeople 4.1 Financial compensation 4.2 Non-financial compensation 5. Motivation within Wittner Shoes Australia 6. Recommendations 7. Conclusion 8
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ninth edition STEPHEN P. ROBBINS Chapter 16 © 2007 Prentice Hall‚ Inc. All rights reserved. MARY COULTER Motivating Employees PowerPoint Presentation by Charlie Cook The University of West Alabama LEARNING OUTLINE Follow this Learning Outline as you read and study this chapter. What Is Motivation? • Define motivation. • Explain motivation as a need-satisfying process. Early Theories of Motivation • Describe Maslow’s hierarchy of needs and how it can be used to
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MOTIVATING SALESPEOPLE: What Really Works The given case here throws light on the compensation models of companies‚ the effect of such compensation models on employees and various ways to improve the compensation model so as to maximize the productivity of employees. The case talks about the compensation model from two different points of view. The sales executives look for ingenious ways to motivate their sales team. They promise exotic trips to their rainmakers. They hold contests when the
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CHAPTER 1: THE AGE OF SELLING‚ SELLING AND SALESPEOPLE SELLING IS PERVASIVE The pervasiveness of selling in practically all human endeavors‚ occupations‚ preoccupations‚ and professions that require contact and engagement with people is by itself a compelling reason to formally study the art and science of selling. It is an art because it requires skills that have to be constantly practiced to achieve‚ at least‚ a decent level of excellence or perfection; on the other hand‚ it is also a science
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