Auteurs: Mohammed ‚ Ali Abusalah Elmabrok Mohammed‚ A. Année : 2012 A Practice Note 17 (PN17) Company is a listed company in the Malaysian Stock Exchange that is financially distressed or does not have a core business or has failed to meet minimum capital or equity (Less than 25% of the paid up capital). Financial ratio analysis method can be used to detect the failure of this company. As of 9th August 2010‚ there are still thirty four companies listed on Malaysian Stock Exchange classified under
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Once America’s most innovative consumer products company‚ Procter and Gamble (P&G) started by selling soaps and candles in a small Cincinnati storefront in 1837 (Procter and Gamble‚ 2008). After a hundred and seventy-one years P&G has grown to over one hundred household brands in over eighty countries (Markels 2006). Their products range from air fresheners to prescription drugs. However‚ as P&G headed into the twenty-first century they announced that they would not be meeting their 1st quarter earnings
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INTRODUCTION Sales force management systems are information systems used in CRM marketing and management that help automate some sales and sales force management functions. They are often combined with a marketing information system‚ in which case they are often called customer relationship management (CRM) systems. Sales force management systems are essentially the same thing as sales force automation system (SFA). A SFA‚ typically a part of a company’s customer relationship management system
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in growing and developing their sales staff. Programs such as “Coaching Moments” and bi-weekly “Touch Bases” encourage sales associates to improve their performance. Nevertheless‚ it is important to evaluate the factors that are driving sales‚ identify potential or hiding issues‚ and find ways to solve them. The Coach stores are categorized according to sales volume from “A “to “D”. An “A” store has the highest sales volume while a “D” store has the lowest sales. The store analyzed in this report
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Sales Force Selection The sales force is solely responsible for building the bottom line of an organization. It is the only department that brings in revenues & hence must be given due importance in the organizational structure. Selection of the sales force must be a careful process that ensures that top quality salesmen‚ who will exhibit motivation‚ a strong orientation towards results & loyalty to the company. Selection is the process of discovering the qualifications & characteristics
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Sales Force Optimization: A Self Assessment Glen S. Petersen Copyright 2011‚ All Rights Reserved Page 1 Sales Force Optimization: A Self Assessment Table of Contents Chapter 1 Introduction................................................................................................................ 3 Chapter 2 Sales Force Optimization........................................................................................... 5 Chapter 3 Trends That Impact Sales Force Performance
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Article Title: Improving the Sales Force Author: Cranfield University‚ SilentEdge Url & Date Retrieved: http://silentedge.co.uk/wp-content/uploads/2011/01/cranfield-report-18.01.2011.pdf 3/14/13 Main Idea This article analyzes the data from several sales people in three different areas new business sales‚ telesales‚ and account management. With the data it puts together 8 profiles that each sales person can fit into. Ranging from least effective to most those 8 types are socializer‚ dealmaker
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pricier on some items compared to there competitors Wal-Mart and K-mart‚ but the atmosphere is a lot more toned and you can actually focus on shopping without being over crowded. Targets first symbol 1962 In order to motivate the sales force to produce the highest number of clients‚ describe six (6) features of an effective total rewards program Compensation – what is the company willing to pay for this position? Benefits – health‚ dental‚ vision‚ long-term care‚ retirement. Are these
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SALES ORGANIZATION STRUCTURE Introduction Once the sales plan has been formulated‚ the next logical step is to organize a sales force to achieve the enterprise objectives. Decisions must be made as to the type of sales tasks required to be performed and as to how the sales people should be grouped together to ensure effectiveness and efficiency. The scope of their sales responsibility‚ line authority and accountability must be defined so that the sales activities can be well coordinated. The
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THE SALES FORCE TECHNOLOGY–PERFORMANCE CHAIN: THE ROLE OF ADAPTIVE SELLING AND EFFORT Adam Rapp‚ Raj Agnihotri‚ and Lukas P. Forbes Firms continue to struggle with the implementation of sales force technology tools and the role they play in sales representative performance. This research expands previous literature in the area of sales force automation (SFA) and customer relationship management (CRM) by looking at the consequences after technology adoption by a sales force. Data were gathered from
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