Process orientation and information technology:customer engagement at Xerox (UK) Ltd

Xerox Customer Engagement activity is informed by the "Go To Market" strategy, and "Intelligent Coverage" sales philosophy. The realisation of this philosophy necessitates a sophisticated level of Market Understanding, and the effective integration of the direct channels of Customer Engagement. Sophisticated Market Understanding requires the mapping and coding of the entire UK market at the DMU (Decision Making Unit) level, which in turn enables the creation of tailored coverage prescriptions. Effective Channel Integration is made possible by the organisation of Customer Engagement work according to a single, process defined structure: the Selling Process. Organising by process facilitates the discipline of Task Substitution, which leads logically to creation of Hybrid Selling models. Productive Customer Engagement requires Selling Process specialisation by industry sector, customer segment and product group. The research shows that Xerox's Market Database (MDB) plays a central role in delivering the Go To Market strategic aims. It is a tool for knowledge based selling, enables productive SFA (Sales Force Automation) and, in sum, is critical to the efficient and effective deployment of Customer Engagement resources. Intelligent Coverage is not possible without the MDB. Analysis of the case evidence has resulted in the definition of 60 idiographic statements. These statements are about how Xerox organise and manage three direct channels of Customer Engagement: Face to Face, Telebusiness and Ebusiness. Xerox is shown to employ a process-oriented, IT-enabled, holistic approach to Customer Engagement productivity. The significance of the research is that it represents a detailed (perhaps unequalled) level of rich description of the interplay between IT and a holistic, process-oriented management philosophy.

Sales manager problem resolution styles:measure development and an examination of their salesperson-related consequences

Personal selling and sales management play a critical role in the short and long term success of the firm, and have thus received substantial academic interest since the 1970s. Sales research has examined the role of the sales manager in some depth, defining a number of key technical and interpersonal roles which sales managers have in influencing sales force effectiveness. However, one aspect of sales management which appears to remain unexplored is that of their resolution of salesperson-related problems. This study represents the first attempt to address this gap by reporting on the conceptual and empirical development of an instrument designed to measure sales managers' problem resolution styles. A comprehensive literature review and qualitative research study identified three key constructs relating to sales managers' problem resolution styles. The three constructs identified were termed; sales manager willingness to respond, sales manager caring, and sales manager aggressiveness. Building on this, existing literature was used to develop a conceptual model of salesperson-specific consequences of the three problem resolution style constructs. The quantitative phase of the study consisted of a mail survey of UK salespeople, achieving a total sample of 140 fully usable responses. Rigorous statistical assessment of the sales manager problem resolution style measures was undertaken, and construct validity examined. Following this, the conceptual model was tested using latent variable path analysis. The results for the model were encouraging overall, and also with regard to the individual hypotheses. Sales manager problem resolution styles were found individually to have significant impacts on the salesperson-specific variables of role ambiguity, emotional exhaustion, job satisfaction, organisational commitment and organisational citizenship behaviours. The findings, theoretical and managerial implications, limitations and directions for future research are discussed.

Internationalizing sales research:current status, opportunities and challenges

With economic activity in emerging markets growing at 40 percent, and with 10 percent and more of the firms in the Global Fortune 500 now headquartered in emerging economies, intense interest lies in the globalization of business activities, including the sales function. This systematic review of the international sales literature in a selection of the most influential journals explains, consolidates, and analyzes current knowledge. This paper also explores the challenges inherent in conducting international sales research, including conceptualization, research management, and data collection issues. Finally, we suggest ways to move forward for researchers in this field, including pertinent topics and how methodological and practical constraints might be addressed.

Social network theory and the sales manager role:engineering the right relationship flows

Sales leadership research has typically taken a leader-focused approach, investigating key questions from a top-down perspective. Yet considerable research outside sales has advocated a view of leadership that takes into account the fact that employees look beyond a single designated individual for leadership. In particular, the social networks of leaders have been a popular topic of investigation in the management literature, although coverage in the sales literature remains rare. The present paper conceptualizes the sales leadership role as one in which the leader must manage a network of simultaneous relationships; several types of sales manager relationships, such as the sales-manager-to-top-manager and the sales-manager-to-sales manager relationships, have received limited attention in the sales literature to date. Taking an approach based on social network theory, we develop a conceptualization of the sales manager as a "network engineer," who must manage multiple relationships, and the flows between them. Drawing from this model, we propose a detailed agenda for future sales research. © 2012 PSE National Educational Foundation. All rights reserved.

Workplace isolation, salesperson commitment, and job performance

Workplace isolation has been recognized as a critical issue facing salespeople in field offices. Studies have recognized that field salespeople are physically and psychologically isolated, but there is little empirical research on the effects of perceived isolation on important job outcomes. One important issue that has yet to be considered is the effect of workplace isolation on trust in supervisors and coworkers. The current study uses a sample of pharmaceutical salespeople to replicate previous results pertaining to workplace isolation effects and to test an integrated model of workplace isolation, salesperson satisfaction, trust, organizational commitment, and overall job performance. The results reveal that perceptions of workplace isolation negatively affect trust in supervisors and coworkers and that the relationship between trust (in supervisors and coworkers) and organizational commitment is mediated by satisfaction with supervisors and coworkers. Further, the findings confirm previous research that indicates that organizational commitment is positively related to salesperson job performance.

Creating research collaboration among the global community of sales scholars:key takeaways from the 2013 AMA faculty consortium

Within the contemporary business milieu, the discipline of selling and sales management has taken on a more prominent role in recent years. Myriad factors have contributed to the rise of interest in sales including globalization, technology, more sophisticated analytical approaches and new opportunities for co-creation of value between organizations and their customers. Over the past three decades, seven faculty consortia in sales have served as milestones to document the progress 2of the field, particularly the evolution of academic research. This article provides key takeaways from the most recent American Marketing Association (AMA) Faculty Consortium in Selling and Sales Management, which had the overarching goal of fostering new opportunities for building intercontinental research teams to effectively address the substantive issues for the future of the field. © 2014 Pi Sigma Epsilon National Educational Foundation.

Sales Promotion in Hotels:A British Perspective

In their article - Sales Promotion In Hotels: A British Perspective - by Francis Buttle, Lecturer, Department of Hotel, Restaurant, and Travel Administration, University of Massachusetts and Ini Akpabio, Property Manager, Trusthouse Forte, Britain, Buttle and Akpabio initially state: “Sales promotion in hotels is in its infancy. Other industries, particularly consumer goods manufacturing, have long recognized the contribution that sales promotion can make to the cost-effective achievement of marketing objectives. Sales promotion activities in hotels have remained largely uncharted. The authors define, identify and classify these hotel sales promotion activities to understand their function and form, and to highlight any scope for improvement.” The authors begin their discussion by attempting to define what the phrase sales promotion [SP] actually means. “The Institute of Sales Promotion regards sales promotions as “adding value, usually of a temporary nature, to a product or service in order to persuade the end user to purchase that particular brand as opposed to a competitive brand,” the authors offer. Williams, however, describes sales promotions more broadly as “short term tactical marketing tools which are used to achieve specific marketing objectives during a defined time period,” Buttle and Akpabio present with attribution. “The most significant difference between these two viewpoints is that Williams does not limit his definition to activities which are targeted at the consumer,” is their educated view. A lot of the discussion is centered on the differences in the collective marketing-promotional mix. “…it is not always easy to definitively categorize promotional activity,” Buttle and Akpabio say. “For example, in personal selling, a sales promotion such as a special bonus offer may be used to close the sale; an advertisement may be sales promotional in character in that it offers discounts.” Are promotion and marketing distinguishable as two separate entities? “…not only may there be conceptual confusion between components of the promotional mix, but there is sometimes a blurring of the boundaries between the elements of the marketing mix,” the authors suggest. “There are several reasons why SP is particularly suitable for use in hotels: seasonality, increasing competitiveness, asset characteristics, cost characteristics, increased use of channel intermediaries, new product launches, and deal proneness.” Buttle and Akpabio offer their insight on each of these segments. The authors also want you to know that SP customer applications are not the only game in town, SP trade applications are just as essential. Bonuses, enhanced commission rates, and vouchers are but a few examples of trade SP. The research for the article was compiled from several sources including, mail surveys, telephone surveys, personal interviews, trade magazines and newspapers; essentially in the U.K.

Developing Supply Management Processes in a Global Process Automation Organization

Tämän työn tarkoituksena on tutkia prosessien uudelleensuunnittelua ja erityisesti hankintaprosessien uudistamista kansainvälisessä prosessiautomaatioyrityksessä. Työn aihealuetta tutkitaan sekä henkilöstön, uuden teknologian että prosessien kehittämisen näkökulmasta. Prosessien kehittämisessä työkaluna on käytetty tunnettua laatutyökalua, Six Sigmaa. Työn päätavoitteena on luoda uudet toimintamallit kehitettäville prosesseille. Kirjallisuuden lisäksi työ perustuu kirjoittajan kokemuksiin ja havaintoihin projektitiimin jäsenenä. Prosessien kehittämistä tarkastellaan myös muutoksenhallinnan näkökulmasta. Tämä on alue, jota ei saisi koskaan jättää huomiotta kehityshankkeissa. Kehitettäessä liiketoimintaprosesseja muutoksenhallinta on menestyksen kannalta ensisijaisen tärkeää. Muutoksenhallintaa tutkitaan työssä sekä organisaation että yksilön kannalta. Tässä työssä esitellään lisäksi maailmanlaajuisesti tunnettu ja käytetty laatutyökalu, Six Sigma. Six Sigmaa on käytetty myös työn lopussa tarkasteltavassa case-osuudessa. Case-osuudessa prosesseja tutkitaan aina nykytilasta uusiin toimintamalleihin saakka. Prosesseja ja niiden suorituskykyä analysoidaan yhtäjaksoisesti kehitysprojektien edetessä.

Designing a Demand Forecasting Process in the Fast Moving Consumer Goods Context

The purpose of this thesis was to study the design of demand forecasting processes. A literature review in the field of forecasting was conducted, including general forecasting process design, forecasting methods and techniques, the role of human judgment in forecasting and forecasting performance measurement. The purpose of the literature review was to identify the important design choices that an organization aiming to design or re-design their demand forecasting process would have to make. In the empirical part of the study, these choices and the existing knowledge behind them was assessed in a case study where a demand forecasting process was re-designed for a company in the fast moving consumer goods business. The new target process is described, as well as the reasoning behind the design choices made during the re-design process. As a result, the most important design choices are highlighted, as well as their immediate effect on other processes directly tied to the demand forecasting process. Additionally, some new insights on the organizational aspects of demand forecasting processes are explored. The preliminary results indicate that in this case the new process did improve forecasting accuracy, although organizational issues related to the process proved to be more challenging than anticipated.

Demand forecasting process design and methods in medium sized enterprise

The purpose of this thesis was to study the design of demand forecasting processes and management of demand. In literature review were different processes found and forecasting methods and techniques interviewed. Also role of bullwhip effect in supply chain was identified and how to manage it with information sharing operations. In the empirical part of study is at first described current situation and challenges in case company. After that will new way to handle demand introduced with target budget creation and how information sharing with 5 products and a few customers would bring benefits to company. Also the new S&OP process created within this study and organization for it.

Myyjien tietämyksen jakaminen organisaatiolle osana myyntiprosessia

Diplomityön tavoitteena on tutkia myyjien tietämyksen jakamista ja sen yhteyttä myyntiprosessiin. Tutkimus on toteutettu systemaattisena kirjallisuuskatsauksena. Työssä pyritään löytämään kirjallisuuden pohjalta yhteydet myyntiprosessin vaiheiden ja vaatimusten sekä myyjien tietämyksen jakamisen väliltä. Teoreettisena taustana esitellään myyntiprosessin kuvauksia, vaiheita ja haasteita yleisellä tasolla, jotta löydetään tehokkaan prosessin edellyttämät tekijät. Lisäksi tutkitaan tietämyksen vaikutusta myyntitehokkuuteen ja etsitään tietämyksen jakamiseen ja hyödyntämiseen vaikuttavia tekijöitä yleisesti ja myyntityöhön liittyen. Työn soveltavassa osuudessa tarkasteltiin tietämyksen kannalta tärkeitä myyntiprosessin vaiheita: asiakasvalinta, esivalmistelu, presentaatio ja neuvottelu sekä kaupan päättäminen. Jokaisessa vaiheessa todettiin olevan hyötyä myyjien tietämyksen jakamisesta. Läpikäydyn aineiston pohjalta tehtiin kaksi keskeistä huomiota. Ensinnäkin myyjien tietämyksen jakaminen on johdettavissa suoraan osaksi myyntiprosessia ja tietämyksellä on merkittävä rooli myyntityössä. Toiseksi myyntiprosessi ja myyjien tietämyksen jakaminen edellyttävät monia samoja asioita. Asiakas ja asiakkaan tarpeet ovat molemmissa keskiössä ja molempiin linkittyy henkilökuntaa yli osastorajojen. Tietoa on olemassa paljon joten on tärkeää suunnata resurssit oleelliseen. Tietotekniikan kehitys auttaa myyntitoiminnan jäsentämisessä ja tietämyksen jakamisessa, mutta on syytä pitää mielessä, että tietotekniikan rooli on tukitoiminto. Molemmat ovat turhia jos sovittuja pelisääntöjä ei noudateta. Lisäksi onnistunut implementointi edellyttää johdon sitoutumista ja riittävän laajaa henkilökunnan osallistamista.

Business process re-engineering -menetelmät myyntiprosessin tehokkuuden parantamisessa (Case-yritys)

Tämän Pro Gradu-tutkielman tavoite on tutkia Business Process Re-engineering menetelmiä myyntiprosessien tehostamisessa. Tutkimuksen teoreettinen viiteke-hys rakentuu myynninjohtamisen, myyntiprosessien ja Business Process Mana-gementin ja Business Process Re-enineeringin ympärille. IT-järjestelmät ovat myös oleellinen osa-alue tutkimuksen kannalta ja niiden osuutta kuvataan niin myyntiprosesseissa kuin Business Process Re-engineering -menetelmien yhtey-dessä. Tutkielmassa perehdytään aikaisempaan tutkimusmateriaaliin ja akateemiseen kirjallisuuteen yllämainituilla osa-alueilla. Tavoitteena on löytää aikaisempia tutki-muksia myyntiprosessien tehostamisesta ja BPR:n roolista näissä tapauksissa. Myös myynninjohtamisen vaikutusta tehokkaaseen myyntiprosessiin tutkitaan, kuten myös IT-järjestelmien erilaisia rooleja tehokkaissa myyntiprosesseissa. Tutkielman empiirinen osio on kvalitatiivinen Case-tutkimus eräässä rahoitusalan yrityksessä. Tutkimus tehdään haastattelemalla myyntihenkilöstöä ja esimiehiä. Lisäksi analysoidaan yrityksen myyntiprosessiin liittyvää muuta materiaalia. Case-tutkimuksen tuloksia peilataan aiempaan akateemiseen tutkimukseen ja tuloksista pyritään löytämään ratkaisuja, miten BPR -menetelmillä voidaan tehostaa yrityksen myyntiprosessia.

Framework for Marketing Automation: Case Vaisala

Työ käsittelee Markkinoinnin Automaatiota, viitekehyksen rakentamista Markkinoinnin Automaation käyttöönottoon ja sen hyödyntämiselle markkinoinnin ja myynnin putken hallinnassa. Työ on suoritettu tapaustutkimuksena, jonka primääri datana on käytetty puoli-strukturoituja haastatteluja ja sekundääri datana on käytetty dataa myynnin tietojärjestelmistä. Kirjallisuuskatsaus markkinoinnin automaatioon paljastaa, että aihetta ei ole juurikaan tutkittu akateemisesti. Etenkin selkeitä aukkoja teorioissa on miten markkinoinnin automaatiota kannattaisi aloittaa ja miten siihen tarvittavia kamppanjoita kannattaisi rakentaa. Tapaustutkimuksen tuloksena selvisi selkeät ongelma kohdat nykysessä markkinoinnin ja myynnin putkessa, ja myös kohdat joissa markkinoinnin automaatio voi olla avuksi. Suurin osa ongelma kohdista on markkinoinnin ja myynnin välissä. Toimiakseen markkinoinnin automaatio vaatii selkeät määritykset yrityksessä Liidille ja miten sitä käsitellään. Toimivuuden takaamiseksi se tarvitsee myös jatkuvaa palautetta liideistä ja myynneistä. Alue mikä myös tarvitsee muutosta paremman toimivuuden takaamiseksi on markkinoinnin kamppanjoiden suunnittelu, yhdessä myynnin kanssa ja asiakkaan polku edellä. Tulevaisuuden tavoitteena tulisi olla viestien personointi ja asiakkaiden profilointi. Tulevaisuuden tutkimuskohteet olisivat erittäin avuliaita yrityksille, varsinki jos ne käsittelisivät käyttöönottoa tai personointia.

Price Delegation in Sales Organizations: An Empirical Investigation

The allocation of decision rights is an integral component of designing organizational architecture. Economists have long understood the importance of co-locating decision rights with the knowledge that is valuable to those decisions. Following this prescription, marketing scholars have developed strong theoretical arguments in favor of delegating pricing authority to the sales force. Empirical work, however, reveals a significant number of sales organizations yielding only minimal authority to their salespeople. Given this divergence between theory and practice, we develop and empirically test two mitigating factors that could potentially explain why firms restrict pricing authority. We test our hypotheses on a sample of 222 German sales organizations and find that the data are generally consistent with our conceptualization.

Strategy-making process and firm performance in small firms

This paper argues that individual small firms just like large firms, place differing emphasis on strategy-making and may employ different modes of strategy-making. It offers a typology of the different modes of strategy-making that seem most likely to exist in small firms, and hypothesises how this typology relates to performance. It then describes the results of an empirical study of the strategy-making processes of small firms. The structural equation analysis of the data from 477 small firms with less than 100 employees indicates among other results that the simplistic, adaptive, intrapreneurial and participative modes of strategy-making exist in these small firms. Of these modes, the simplistic mode exhibits the strongest relationship with firm performance.