CH-3 Developing sales force

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CH-3 Developing sales force

• a) Recruiting, Selection Training of Sales
  force

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• What is recruitment?
• Recruitment is finding potential job applicants,
  telling them about the company, getting them to
  apply.
• Recruiting efforts should not simply generate
  applicants,rather,it should find applicants who
  are potentially good employees.

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Recruitment process

• CJAConduct job analysis PJDPrepare job
  Description
• ISJQIdentify sales job qualification,APSRAttract
  pool of recruits
• SBRSelect best recruits

CJA
PJD
ISJQ
APOR
SBR
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1. Conducting a job analysis

• 1. Conducting a job analysis
• Before a company can search for a particular type
  of sales person, it must know something about the
  sales job to be filled. For this reason a job
  analysis should be conducted to identify the
  duties, requirements ,responsibilities ,
  conditions involved in the job.

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A proper job analysis involves these steps

• 1.Analyze the environment in which the
  salesperson is to work.
• a) What is the nature of the competition faced by
  the sales person in this job?
• b) What is the nature of the customers to be
  contacted, what kinds of problems do they have?
• c) What degree of knowledge, skill potential is
  needed for this particular position?

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• 2.Determine the duties responsibilities that
  are expected from the sales person.
• In doing so, information should be obtained from
• a) salespeople
• b) customers
• c) the sales manager
• d) other marketing executives, including the
  advertising manager, marketing services manager,
  distribution manager, marketing research
  director, credit manager

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• 3.Spend time making calls with several sales
  people, observing recording the various tasks
  of the job as they are actually performed. This
  should be done for a variety of different types
  of customers over a representative period of
  time.

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2.Preparing a job description

• The result of a formal job analysis is a job
  description.
• Since a job description is used in
  Recruiting,selecting,training,compensating,evalu
  ating the sales force, the description should be
  in writing so that it can be referred to
  frequently.
• The written job description lets prospective job
  applicants, as well as current Sales personnel.

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3.Developing a set of job Qualifications

• The duties responsibilities set forth in the
  job description should be converted into a set of
  qualifications that a recruit should have in
  order to perform the sales job satisfactorily.
• 1.Personality Traits.
• 2.Levels of Qualification
• 3.Models of Success.

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a)Personality Traits

• A classic study by two industrial psychologists
  suggested that a successful sales person needs
  only two personality traits
• Empathy
• Ego drive
• Empathywas defined as the ability to feel as
  the other fellow does

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• Ego drive makes the sales person want need to
  make the sale." The sale then becomes a conquest
  a powerful means of enhancing the ego. As a
  result, the sales person has the drive need to
  make the sale, empathy gives him or her the
  connecting tool with which to do it.
• According to studies conducted by McMurry
  Arnold .They observed that a
• Super sales people have an inherent flair for
  winning the acceptance of others.

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• Six attributes of successful sales people
  identified in their study is
• 1.High level of energy
• 2.Self confidence
• 3.A persistent hunger for money
• 4.Ability to work hard without close supervision.
• 5.A habit for perseverance(determination)
• 6.A natural tendency to be competitive.

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b)Levels of qualification

• The sales manager should have good idea of the
  qualifications that a person should have to fill
  the position.
• A person over qualified-will generally not be
  happy in a position that offers a little
  challenge.
• A sales manager need to understand certain
  characteristics of selling sales people.

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• 1.Travel
• 2.Supervision (self starter)
• 3.Little work Experience Majority have little or
  no work experience)
• So certain job qualification is required

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c)Models of success

• Usually companies who have a large sales force
  usually analyze personal histories of present
  past sales people to determine job
  qualifications.
• Today firms use computerized data files to
  develop statistical models to differentiate high
  performers from low performers.

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4.Attracting a pool of Applicants

• The importance of starting with a large pool of
  applicants helps as a automatic screening
  system.
• When High caliber sales people are needed, a
  greater number of the applicants must be screened
  before one is found who meets the hiring
  specification

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5.Select the best Recruits.
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• 1.What are the steps involved in the recruiting
  process?
• 2.Why should Sales manager Conduct Job analysis
  before recruiting sales people?
• 3.Why should sales managers develop a set of job
  qualifications? Is this a difficult Process
  ?Explain.

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Exercise

• You have been working as a sales rep for an
  industrial firm for last two yrs.Recently you
  were asked to help out with this yrs recruiting
  of entry level sales people. Sales manager
  informs you that it is very difficult recruiting
  college students for industrial selling jobs.
• What are your suggestions? What can be done to
  attract top college graduates?

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• Case1
• Ive been the sales manager of seven sales
  representatives three telephone order
  representatives. My problem is that they dont
  always report to me .Instead, they bypass me