For example the sales managers should agree to share

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understand this notion by rewarding them according to their individual input in the overall sales. For example, the sales managers should agree to share the profits of sales with the salesperson based on the number of sales they make. This means that if they make low sales, they receive lower wages but if they sell more products and make more profits, their wages also rises. This will motivate them to work more aggressively in order to earn more income, thus improving the business by increasing its profits. Accuracy of the Roles of Salespeople It is important for the sales manager to put more focus on the accuracy of the activities of the salespeople for increased effectiveness. Putting more effort while following the wrong strategies for sales cannot yield any good result (Douglas 284). This may frustrate the salesperson, making them believe that performance is not determined by effort. Managers should therefore apply accurate strategies of selling, to enable the salespeople perform better.
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Surname 3 Attribution Theory According to the attribution theory, salespeople tend to find excuses about why a certain outcome occurred, especially if it is an unexpected one. However, there are two types of attributions; in the first, a salespeople can acknowledge failure due to poor sales strategy and use an alternative strategy to improve the sales (Douglas 284). This is what sales managers should encourage. On the other hand, the salesperson might relate failure to external factors such as competition, products for sale and company. This habit should be discouraged by sales managers. The managers should also maintain regular conversations with the salesperson in order to ensure that they have all that they need for their work and also to inquire if they are experiencing any problems, so that they can be assisted. Some of the effective conversations between the managers and the salespeople include assessment of needs, assessment of budget allocation and decision making process. References Douglas Dalrymple, William Cron and Thomas DeCarlo. Sales Management: Concepts and Cases. Wiley. 2000. ISBN 1388807, 9080471388807.
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Surname 4
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  • Fall '15
  • PROFESSOROKWIRI
  • Sales, sales manager, SALES MANAGERS

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