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by: Garfield Turner


Garfield Turner
GPA 3.95

Aaron Arndt

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Aaron Arndt
Class Notes
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This 4 page Class Notes was uploaded by Garfield Turner on Monday September 28, 2015. The Class Notes belongs to MKTG 404 at Old Dominion University taught by Aaron Arndt in Fall. Since its upload, it has received 33 views. For similar materials see /class/215283/mktg-404-old-dominion-university in Marketing at Old Dominion University.




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Date Created: 09/28/15
Sales Management Exam 2 Motivation Expectation Theory Suggests that an employee will expend effort on some task because 1 The employee expects that the effort will to a performance outcome expectancy 2 That will lead in turn to a reward or bonus instrumentalities 3 The reward is desirable or valued valences or desired Expectancies salesperson s perceived link between job effort and performance probability that increased effort leads to improved performance Instrumentalities link job performance and available rewards estimate likelihood improvement in performance will lead to specific rewards based on prior experience and expectations Common Rewards pay promotion incentives recognitions job security selffulfillment accomplishment opportunity for growth independent thought and action Valences perceptions of desirability of receiving rewards through performance satisfaction with current rewards depends upon value preferential treatment may reduce morale earning opportunity ratios Sales Quotas goals assigned apply to specific periods tool for planning and controlling benchmark for effectiveness Motivate provide measures to evaluate salespeople s performance provide incentives for sales representatives Quota Types Sales volume emphasizes sales most popular credible and easily understood Activity focus on certain sales activities good for tricky territory Financial examine financial criteria such as gross margin or contribution to overhead Good Quotas Attainable easy to understand complete timely Career Stages Exploration lack of assurance Establishment selection of selling as an occupation and desire for career success Maintenance seeking to retain present position high status and achievement Disengagement preparation for retirement and possible loss of selfidentity Attribution theory people attribute success and failure to Internalexternal causes and stableunstable events Attribution Error Good performance stableinternal Poor performance unstableexternal Competitor s good performance unstableexternal Competitor s poor performance stableinternal Role Theory balancing between roles is tough Role Ambiguity salesperson s role is unclear Behavioral Consequences of conflict and ambiguity Dysfunctional behavior increased turnover satisfaction and performance correlate positively Managing Experience reduces role conflict increased voice in role definition reduces role conflict input evaluation standards reduces ambiguity close supervision can increase conflict Fairness Theory employees gauge the reward magnitude relative to their input and then compete this ration with reward to input ratios of similar employees Procedural Fairness even when individuals receive unfavorable outcomes they evaluate an outcome more positively when they believe that process by which outcomes are determined was fair Interactive Fairness defined as the interpersonal treatment people receive as procedures are enabled Recruiting Employee satisfaction trickles down to the customer Happy employees get intrinsic rewards Happy employees don t leave lower turnover In retail employee costs typically represents about 50 of total operation expenses Really unhappy employees take revenge drive away customers stealing sabotage going postal Job analysis determines activities tasks responsibilities and environmental influences for job Leads to job description Appearance Treat people who are beautiful more positively Aesthetic beauty similarity to llliked person more likely to buy from similar cuteness First impression strategies Beauty Similarity and Authority Hire for experience when Need effectiveness Pay enough to lure experienced and talented people Poor coachingtraining capabilities Want to incorporate experienced ideas Customers value experience Skills from other companies are transferrable General mental ability refers to a person s aptitude to engage in complex tasks that require mental manipulation Social Competence capacity to adjust their cognitive abilities to different situational demands to influence control if needed the response of others High general mental ability amp high social higher performance High general amp low social lower performance Locus of control refers to the attitude people develop regarding the extent to which they are in control of their own destinies Lone wolves loners who prefer to go at it alone tend to be highly involved with their job high motivation and high confidence Internal Recruiting Cons established performance records known entity require less orientation and training bolsters company morale must fully inform HR of sales staff needs Psychological Tests Intelligence mental ability Aptitude interests in and ability to perform job Personality traits related to future success Training Benefits Increase productivity Improve morale Lower turnover Improve customer relations Improve selling skills Develop coworker cohesion Impart values and culture Who should receive training Companies are placing more emphasis on sales training Companies spend over 5500 on training per salesperson Experience salespeople still receive training Categories of sales training Selling skills understanding selling process buying center value to customer needs prospecting negotiation value proposition Product skills company s product specifications uses and miss uses Market industry knowledge needs wholesalerretail needs buying policies patterns and preferences including competition Company personnel structurered tape benefits TimeTerritory management time managing 8020 rule LegalEthical federalstatelocal laws toward selling activities certifications needed


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