Why salespeople fail

Article Abstract:

Factors considered to be most significant in contributing to salesperson failure were identified 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 sufficient effort; (4) inability to determine customer needs; (5) lack of planning for sales presentations; and (6) inadequate product/service knowledge. The results suggest that those factors most significant in contributing to salesperson failure may be addressed through training and motivational techniques. Furthermore, deficiencies in these areas may negatively affect relationship selling efforts, thereby severely affecting overall salesforce performance in an increasingly competitive marketplace. (Reprinted by permission of the publisher.)

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How U.S.-based companies manage sales in foreign countries

Article Abstract:

Controlling the foreign-based sales force is an increasingly important part of multinational sales management. U.S. firms favor tight, numerically based methods of evaluating sellers whereas non-U.S. tendencies are toward qualitative measures. This 14 multinational, 135 subsidiary study of salesperson evaluation methods in affiliates of U.S.-based firms shows that most U.S. companies "do as the Romans do" in foreign markets and de-emphasize quantitative ratios in favor of softer qualitative measures. (Reprinted by permission of the publisher.)

Foreign operations, Corporations, Sales personnel, Salespeople

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How sales quotas are developed

Article Abstract:

A survey was conducted of 119 industrial sales managers concerning their attitude about sales quota development and implementation. The results support the perspective that strategic limitations about quotas direct attitudes. Additionally, it was found that respondents generally has a 'long-term' perspective on sales quotas. (Reprinted by permission of the publisher.)

Surveys

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