Mindfulness based Sales Management

2017 ◽  
Vol 10 (02) ◽  
Author(s):  
Anindo Bhattacharjee ◽  
Rimi Moitra ◽  
Amit Kumar ◽  
Anand Vardhan
Keyword(s):  
Paradigm Shift ◽  
Sales Management ◽  
Sales Managers ◽  
Leadership And Management ◽  
Management Framework ◽  
East And West

force behind effectiveness of businesses. Technology is no more the key differentiating factor especially in sales or selling. As a result, the view on responsibility of a salesperson, is undergoing a paradigm shift. In this paper, we would discuss the relevance of mindfulness in sales and would try to answer the question as to “how mindfulness can enhance the performance of salespeople and may lead to better sales leadership and management”. We intend to create a paradigm for developing better sales managers and more productive salespeople based on contemporary mindfulness based traits as well as practices. Salespeople possessing mindfulness as a trait would be termed as “Mindful salesperson” and the process of selling where mindfulness based practices are an integral part, would be broadly termed as “Mindful selling”. Thus on the basis of the notions of the east and west we create attention, awareness openness and acceptance as the corner stones of the Mindfulness Based Sales Management framework.

scholarly journals SALES-MANAGEMENT AS А ONE OF THE KEY DIRECTIONS OF MODERN ORGANIZATION MANAGEMENT

2021 ◽  
Vol 2021 (1) ◽  
pp. 43-57
Author(s):  
Yu. Matvieieva ◽  
Yu. Opanasiuk ◽  
T. Bondar ◽  
D. Petrenko
Keyword(s):  
Business Processes ◽  
System Analysis ◽  
Sales Management ◽  
Sales Manager ◽  
Analytical Control ◽  
Sales Managers ◽  
Effective Work ◽  
Sales Professionals ◽  
Goods And Services ◽  
Line Manager

Today the sale of goods and services is one of the most popular and relevant activities in the world. In this context, scientists and practitioners study the skills, abilities and competencies of specialists in this field. In companies working in the field of sales of goods and services, special attention is paid to the development of a motivational system for sales managers in order to increase their productivity. The theoretical and scientific and methodological approaches to improving the management system of a company operating in the field of sales have been investigated in the paper. The main directions and types of sales have been determined, the modern tools of effective sales have been revealed taking into account the experience of one of the leading companies in the field of sales. Also, the special attention is paid to the business characteristics and personal qualities of a successful sales manager. The business processes for the incoming line manager have been described as an algorithm. The processes of management of sales departments of enterprises have been studied on the basis of the use of system analysis. An approach to determining the efficiency of sales managers has been proposed, on the basis of which the formation of an annual matrix of sales managers' efficiency has been envisaged. The main reasons for the loss of quality requests and orders have been identified. The approach to personnel management of trade enterprises has been offered and the necessity of conducting analytical control of sales, management of interconnected processes as a single stream for effective work have been substantiated. The directions of increase of efficiency of work of sales department, by reduction of time for processing of inquiries, introduction of administrative actions have been defined. The possibility of increasing the company's income by increasing the quality of work of each employee of the sales department has been identified. A system of motivation for sales professionals according to their levels has been proposed: financial motivation (I level), financial and non-financial motivation (II level), promotion of sales managers (III level), providing creative freedom in work and the ability to make decisions in company management ( IV level). In turn, the motivation package should take into account the level of rejection of the order for each manager. At the same time the directions of sales should be taken into account: B2B sales, B2D sales, B2C sales, D2C sales.

SALESPEOPLE MOTIVATION AS KEY FACTOR IN ACHIEVING SALES MANAGEMENT GOALS IN HOTEL INDUSTRY

2006 ◽  
Vol 12 (2) ◽  
pp. 155-169
Author(s):  
Darko Lacmanović
Keyword(s):  
Sales Management ◽  
Hotel Industry ◽  
Working Hours ◽  
Sales Force ◽  
Three Dimensions ◽  
Sales Managers ◽  
Job Commitment ◽  
Sales Personnel ◽  
Key Factor ◽  
And Performance

Sales management acitivities such as monitoring, directing, evaluation and rewarding represents useful ways for increasing the salesperson job satisfaction and organizational commitment. Motivating the sales effort ussually include three dimensions: intensivity, persistence and choice. By inspiring salespeople on greater job commitment, sales managers keep managerial tools to stimulate latent sales efforts and performance. Rewarding system based on »straight« salary result in unmotivated sales personnel who, in that case, connect their work engagement solely with realization of working hours not with realization of sales volume. Segmentation of sales force, grouping the salespersons according to their motivation needs and offering them diverse rewarding systems per each group, presents inovative approach to challenges of motivation the salespeople.

Developing proactive salespeople – a study and recommendations for sales management

2016 ◽  
Vol 30 (4) ◽  
pp. 9-12
Author(s):  
Michael L. Mallin
Keyword(s):  
Sales Management ◽  
Role Playing ◽  
Sales Performance ◽  
Customer Relationships ◽  
Proactive Behavior ◽  
Sales Managers ◽  
Organizational Strategies ◽  
Content Type ◽  
The Impact ◽  
Practical Implications

Purpose The purpose of this paper is twofold. First, it provides the results of a study of key characteristics of proactive salespeople and the impact of salesperson proactive behavior on selling performance. Second, it provides recommendations for sales management to implement organizational strategies designed to develop, train and coach salespeople to be more proactive. Design/methodology/approach In all, 278 business-to-business salespeople were surveyed to identify key traits and outcomes of proactive salespeople. The average subject was 28 years of age with 5 years of selling experience. Scales from the management, organizational behavior and sales performance literature were used to identify the degree that subjects engaged in proactive behavior in their selling role, a self-assessment of their sales performance and individual traits thought to predict higher levels of proactive behavior. Findings The findings revealed that proactive salespeople exhibited high levels of selling behavior performance – an important contributor to measurable selling results. In addition, proactive salespeople were intrinsically motivated, confident in the tasks of selling and willing to take calculated risks. Practical implications Practical implications suggest that sales managers can play a key role in fostering proactive behavior among salespeople through development, training and coaching. First, sales managers can play a role in the development of salesperson intrinsic motivation by stressing the importance of asking good questions to understand their customer’s problems to the extent that they can be proactive and recommend solutions for change. Second, training programs to make salespeople more confident should center on fully understanding product/service functionality and applications to typical customer problems. Finally, coaching tools such as win–loss reviews, post-call analysis/feedback and role-playing are useful mechanisms to reinforce the right type of risk-taking selling behavior decisions. Originality/value The value of this research is to shed light on the importance of salesperson proactive behavior as a means to drive selling organizational performance and fostering long-term customer relationships. Understanding the drivers of proactivity among salespeople is the first step for sales management to be able to operationalize organizational strategies to develop, train and coach salespeople to be more proactive in their selling approach.

Costas Simitis

2020 ◽  
pp. 659-675
Author(s):  
P. Nikiforos Diamandouros
Keyword(s):  
Rule Of Law ◽  
Paradigm Shift ◽  
Political System ◽  
Structural Parameters ◽  
Management Style ◽  
Cultural Tradition ◽  
Institution Building ◽  
Leadership And Management ◽  
The Rule Of Law ◽  
Alternative Approach

The chapter seeks to analyse and assess Costas Simitis’s leadership and management style, which it conceptualizes as the product of three structural parameters. First, Simitis’s status, throughout his career in Greek politics, as a minority within PASOK, the party he helped co-found, and his clear refusal to identify with the values of the ‘underdog’ cultural tradition, to which the majority of the party and, indeed, Greek society adhered. Second, his steadfast adherence to the principles of the minoritarian reformist cultural tradition, which identifies deeply with the values of the European Enlightenment and of European liberalism, and his privileging a positive sum conceptualization of politics, a decided preference for the search for dialogue, rational argument, consensus, and compromise, as well as a strong commitment to the primacy of the rule of law and for institution-building. Third, the search for a paradigm shift in the modus operandi of the Greek political system, such that would make these values guiding principles of the logic informing Greek democracy and enable it to align itself more firmly with the traditions of European social democracy. The chapter concludes by identifying five major legacies linked to Simitis’s leadership and management style as prime minister: (a) first and foremost, securing Greece’s entry into the eurozone, (b) introducing an alternative approach to Greek politics; (c) emphasizing institution building; (d) privileging civility and fairness in interacting with colleagues and opponents alike; and (e) demonstrating the importance of human agency in the conduct of politics.

Social networks, vertical core competencies and sales management in Korea

2016 ◽  
Vol 54 (8) ◽  
pp. 1929-1946 ◽  
Author(s):  
Sven Horak ◽  
Katrin Nihalani
Keyword(s):  
Social Networks ◽  
Core Competencies ◽  
Sales Management ◽  
Dynamic Environment ◽  
Relational Contracts ◽  
Sales Managers ◽  
Content Type ◽  
Management Consultants ◽  
Expert Interview ◽  
International Sales

Purpose The purpose of this paper is to investigate the influence of informal Korean social networks (Yongo) on sales activities in Korea, by focussing in particular on required vertical core competencies. Design/methodology/approach The authors draw on expert interview data gathered in Korea in two waves (2009 and 2012). Whereas first-wave interviews served to identify the influence of Yongo on sales management in general, second-wave interviews data – gathered from a Korean auto maker, a Korean supplier, and an international supplier – served to derive vertical core competencies vital for sales executives in Korea. Findings The authors find Yongo to be an indispensable aspect of relationship management in Korea. Further, the authors propose ten vertical core competencies and skills sales managers in Korea need to possess, e.g., respecting strong hierarchical supplier-customer relations, the ability to engage in relational contracts, establish trustful relationships, and perform in a risk-taking manner in a dynamic environment. Originality/value So far neither Yongo nor its impact on successful sales management in Korea has been analyzed. Hence, this research provides initial insights into the modes of action of Yongo in sales management, which is of particular importance for management consultants and international sales managers and executives.

Examining the use of sales force management practices

2017 ◽  
Vol 32 (7) ◽  
pp. 974-986 ◽  
Author(s):  
David A. Reid ◽  
Richard E. Plank ◽  
Robert M. Peterson ◽  
Gregory A. Rich
Keyword(s):  
Management Practices ◽  
Sales Management ◽  
Sales Force ◽  
Sales Manager ◽  
Future Research ◽  
Sales Managers ◽  
Market Place ◽  
Sampling Frame ◽  
Cross Sectional ◽  
Content Type

Purpose The purpose of this paper is to understand what sales management practices (SMPs) are being used by managers in the current market place, changes over time, insights that can be gained and future research needs. Design/methodology/approach Data for this paper were collected via a cross-sectional internet-based survey using a sampling frame provided by a professional sales publication. ANOVA was used to analyze 159 sales manager respondents. Findings Empirical results indicate that several differences are evident across the 68 SMPs items gathered, especially in terms of the size of the sales force and establish some data on using technology in sales management. However, in spite of significant changes in the sales environment, many SMPs have had limited change. Research limitations/implications The limitations of this paper include a sample frame drawn from a single source and via the internet and, thus, may have excluded some possible respondents from participation and somewhat limit generalizability. Practical implications The results of this paper raise a number of important issues for sales managers to consider. First, which SMPs should they be using? Managers need to give serious thought as to which practices they choose to use. Second, why are so many of them not making more extensive use of sales force technology? Third, is it wise for sales managers to be relying on executive opinion as their most extensively used forecasting method or should they be emphasizing another approach? A fourth issue is the continued heavy emphasis on generating sales volume as opposed to profits. Originality/value The data provide a rare and updated understanding of the use of SMPs by sales managers.

scholarly journals Incident risk management: The case of banks in east and West Africa

2012 ◽  
Vol 9 (3) ◽  
pp. 254-261
Author(s):  
Johan Marx ◽  
Ronald Henry Mynhardt
Keyword(s):  
Risk Management ◽  
West Africa ◽  
Financial Crises ◽  
Incident Management ◽  
Management Framework ◽  
The World ◽  
Specific Incident ◽  
Future Events ◽  
East And West

An incident is the occurrence of a seemingly minor event, which is important enough that, if not properly managed, can lead to serious consequences. In contrast, a crisis is a stage in a series of events that significantly determines the direction of all future events. Following the much-publicized financial crises around the world, research was conducted amongst banks in East and West Africa to establish whether these banks are actively managing their incidents and crises. The study on which this article is based found that little was being done with regard to managing incidents. It was concluded that banks need assistance to prevent incidents turning into crises. A specific incident management framework is recommended that when implemented could reduce the risk of incidents becoming crises.

Cross-Sector Cooperation and Social Collegiality during the Era of New Field in China

2015 ◽  
Vol 7 (2) ◽  
pp. 321-327
Author(s):  
Wang Chao ◽  
Yong Li
Keyword(s):  
Field Theory ◽  
Paradigm Shift ◽  
Leadership And Management ◽  
New Development ◽  
Social Fields ◽  
Mind Set ◽  
International Social

China has entered into a new development era, an era of “China+.” During this era, both domestic and international social fields have been changed fundamentally, coupled with critical challenges as well as opportunities. From the standpoint of field theory, China will have to maintain its autonomy in the international field, while within its own domestic field, to realize its paradigm shift in its tri-sector field to exercise cross-sector cooperation, to upgrade its governance, leadership and management, and to pursue social collegiality under the 3.0 mind-set.

scholarly journals South African and American sales managers: A comparative study

1993 ◽  
Vol 24 (1) ◽  
pp. 29-35
Author(s):  
Brian Van Der Westhuizen
Keyword(s):  
South Africa ◽  
Comparative Study ◽  
South African ◽  
Sales Management ◽  
The Other ◽  
Economic Environment ◽  
Sales Managers ◽  
Management Area ◽  
The Usa

The relatively unique socio-political and economic environment in South Africa frequently leads to the assertion that South African managers are very different when compared to their overseas counterparts. As far as could be ascertained, no studies have been conducted to test this presumption in the sales management area. In a recent study of two randomly selected groups of sales managers, one in South Africa and the other in the USA, it was established that there was substantial similarity between the two groups with respect to a number of areas of managerial behaviour.

scholarly journals Comprehensive Project Management Framework using Machine Learning

2019 ◽  
Vol 8 (2S3) ◽  
pp. 1373-1377
Keyword(s):  
Machine Learning ◽  
Project Management ◽  
Paradigm Shift ◽  
Automated System ◽  
Learning Models ◽  
Management Framework ◽  
Implementation Team ◽  
Window System ◽  
The Right ◽  
Machine Learning Models

Among the key reasons for the project management failures, unrealistic project schedules and ineffective utilization of the project conditions are key challenges. Irrespective of the size of the project and nature of project, there is imperative need for ensuring project conditions are effectively planned and there is holistic structure in place for managing the projects. There are many online solutions too which provides significant insights in to the system and its practices. The emergence of AI and the machine learning models has created a paradigm shift in the way things are managed in the business and project functions. The decision-making related insights generated by the machine learning models can be a phenomenal impact for the organizations. It is evident from the depth of the study discussed in the report, that if effectively planned and right kind of machine learning models are chosen, there are prospective conditions for the models to be trained and an automated system be developed which can yield considerable results. Even for the implementation team, if there are too many ML models to be implemented as a process of detecting the right fit solutions and this study identifies the need for a more comprehensive and single-window system of machine learning based project management framework

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