7PS in Any Service Oriented Org

8/2/2019 7PS in Any Service Oriented Org

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7 Ps in Seven Circle Bangladesh Ltd.

Course : Service Marketing.

Topic : 7 Ps in any service oriented organization

Code: : XXX613

Prepared by ID No.

Mohammad Zahurul Hoque 10515048

Md. Aktar auz zaman Khan 10515069.Provat Chandra .

Borua

Md. Zakir Hossain --

Prepared for: Ms Nazia Nabi

Submission date : January 07, 2012.


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January 07, 2012

To

Nazia Nabi

School of Business (MBA)University of Information Technologies & Sciences.

Subject:Submission of term paper regarding the course of sales force

management and topic is Developing the Sales Force.

Dear Madam,

This is our immense pleasure to submit you the report on ---------------

Management. We were assigned to prepare the report. According to subject matterwe have to decide a cement manufacturing company Seven Circle (BD) Ltd. In this

papers all data are collected from the company and we believe that we all group

member deploy our highest effort to preparing this term paper.

It was really a great opportunity for us to relate the theoretical knowledge with the

practical issues. We have tried our level best to prepare this report an informative one

and we believe that the knowledge and experience that we have gathered in this project

report will profoundly help in our future professional life.

We will be available any time at your convenience if you need any clarification on thisreport.

Thanking youSincerely yours

10415043 Sk. Abu Hena Morshed Jaman# 10415041 Md. Aftekher Uddin

# 10415063 Tamal Nandy


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Table of Contents

Sl. No Particulars Page No.

Chapter-1

Introduction:

I. Definition of sales force

II. Definition of recruiting

III. Definition of selecting

IV. Definition of training

Chapter-II

Company History:

Chapter-III

Recruitment process

Selecting process

Training process

Chapter-IV

Findings and Recommendation

Chapter- IV

Conclusion

Bibliography

Appendix


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Chapter-1

I. Definition of sales force:

Sales force/sales person is an integral part of an organization. They

are the only responsible to sale the product.

II. Definition of recruiting:

Recruitment is the finding potential job applicants, telling them

about the company and getting them to apply. Recruiting efforts shouldnot simply generate applicants; rather, it should find applicants who are

potentially good employees. The entire sales organization ultimately

depends on a successful recruiting approach.

III. Definition of selecting

Selecting is the final stage of recruiting. After completing the recruiting

process than going for selecting.

The selection process involves choosing the candidates who best meet the

qualifications and have the greatest aptitude for the job. There are six

selection tools furnished below:

1. Initial screening interviews.

2. Application forms.

3. In-depth interview; has three steps mentioned below:

Structured Semi-structured Un-structured

4. Reference checks.

5. Physical examinations.

6. Tests.


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IV Definition of training

Training is an important part of an organizations sales force or salesperson. A sales manger identifying the gaps between the sales force and

the firms objectives and then developing programs to fill these gaps.

There are two types of training program:

Training program

Initial training program Refreshertraining program

Initial training program: An organization or a company organizes initialtraining program for the new or fresh sales person/sales force.

Refresher training program: Refresher training program organizes for

an organizations existing sales person/sales force. Suddenly sales forces

are feel like bore; than a sales manager organized a refresher-trainingprogram. In this session trainer motivated and informed them of any

changes and to retrain salespeople for new duties or responsibilities.


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Chapter 2

Company History


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Chapter-3

Who does the recruitment?

There is no pat answer to this question. Actual practice will vary form one

firm to another. Factors such as company size, departmental organization,

and executives personalities will influence who does the recruiting.

There are following three managers are responsible for recruiting.

Personnel manager.

Sales manager.

Higher-level sales executives.

Recruitment process:

Description the recruitment process and shown below as a chart:

ConductJob

analysis

Prepare job

description

Identify

sales job

qualification

Attract pool

of sales

recruit


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Conducting a Job Analysis:

Before a company can search for a particular type of salesperson, it must

know something about the sales job to be filled. To aid in the process, a

job analysis should be conducted to identify the duties, requirements,responsibilities, and conditions involved in the job. A proper job analysis

involves this steps:

1. Analyze the environment in which the salesperson is to work. For

example:

a. What is the nature of the competition faced by the salesperson inthe job?

b. What is the nature of the customers to be contacted, and what kinds

of problems do they have?

c. What degree of knowledge, skill and potential is needed for this

particular position?

2. Determine the duties and responsibilities that are expected form thesales-person. In so doing, information should be obtained from (a)

salespeople; (b) customers; (c) the sales manager; and (d) other

marketing executives, including the advertising manager, marketingservices manager, distribution manager, marketing research director, and

credit manager.

3. Spend time making calls with several salespeople, observing and

recording the various tasks of the job as they are actually performed.This should be done for a variety of different types of customers and

over a representative period of time.


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Preparing a Job Description:

The result of a formal job analysis is a job description. Since a jobdescription is used in recruiting, selecting, training, compensating, and

evaluating the sales force, the description should be in writing so that it can

be referred to frequently. The written job description lets prospective jobapplicants, as well as current sales personnel, know exactly what the duties

and responsibilities of the sales position are and on what basis the new

employee will be evaluated.

The job description is probably the most important single tool used inManaging the sales force. It is used not only in hiring but also in managingand sometimes as a basis for firing, salespeople. It provides the sales trainer

with a description of the salespeoples duties and enables him or her to

develop training programs that will help salespeople perform their duties

better. Job descriptions are also used in developing compensation plans.

Job description should be developed for sales managers too. Their

purpose is similar to that of job descriptions for salespeople; that is they are

used for recruiting, selecting, training, compensating and evaluating salesmanagers.

Identify sales Job Qualification:

The duties and responsibilities set forth in the job description should be

converted into a set of qualifications that a recruit should have in order to

perform the sales job satisfactorily. Determining these qualifications isprobably the most difficult aspect of the entire recruitment process. One

reason is that the manager is dealing with human beings; therefore, amultitude of subjective and very complex characteristics are involved.Specific qualifications such as education and experience should be included

in the job description, thus making good candidates easier to identify, but

most firms also try to identify personality trains that presumably make bettersalespersons, such as self-confidence, aggressiveness, and gregariousness.

Attract pool of sales recruits:


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The importance of starting with a large pool of applicants cannot be over-

emphasized. If there are too few applicants, the probability is high that aperson with inferior selling abilities will be hired. When a large number of

applicants are processed, the recruiting program serves as an automatic

screening system. However, management must avoid bypassing potentiallysuccessful salespeople at the recruiting stage. Sales managers should be

aware of this problem and be careful not to screen out good candidates, The

interviewing process is one screening device; others are the recruitingsources used, such as the colleges visited or the newspapers in which ads are

placed. An advertisement in the wall street journal, for example, will attract a

different type of recruit than would an ad in a daily newpaper.

The sources of Salespeople:

Sources of salespeople are as follows:

Persons within the company.

Source from Competitors Company.

Non-competing company.

Educations institutions.

Advertisements.

Employment agencies.

The Selection Process:

The recruiting process furnished than selection process began. Theselection process involves choosing the candidates who best meet the

qualifications and procedures that can be used in the selection process.

Companies typically use initial screening interviews, Application forms, in-depth interviews reference cheeks, physical examinations, and tests as

selection tools.


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The selection tools are as follows:

Physicalexamination

In-depth

interview

Referencechecks

Application

forms

Tests

Selection

toolsInitial screening

Interview


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Initial Screening Interviews:

The steps in the selection process vary from company to company,

depending on the size of the company, the number of salespeopleneeded, and the importance of the position to be filled. The purpose of

the initial screening interview is to eliminate, as application form, an

interview, or some type of test. But no matter which tool is initially used,it should be brief. The shorter it is, the more it will cut down on costs.

But it must not be so brief that it screens out good candidates.

Purpose: To eliminate, the undesirable recruits.

Duration: 20-30 minutes

Conducted by: Assistant personnel manager, assistant sales manager,

sales personnel, and sometimes computers.

It depends on the size of the company, the number of salespeople needed and theimportance of the positions to be filled.

Application forms:

Application forms are one of the tow most widely used selection tools

(the other is the personal interview). An application form is an easy

means of collecting information necessary for determining an applicants

qualifications format shows as follows:

NameAddress

Position applied for

Physical conditionEducational background

Work experience

Military serviceParticipation in social organization

Outside interests and activities

Personal references


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In-depth Interviews:

The interview is the most used and least scientific of the various tools for

selecting employees. A salesperson is seldom hired without a personalinterview. In fact, as many as three or four interviews are usually

conducted with the most desirable candidates. No other selection tool

can take the place of getting to know the applicants personally.

The personal interview is used to help determine if a person is right for

the job. It can bring out personal characteristics that no other selection

tool is capable of revealing. The interview also serves as a two-waychannel of communication, which means both the company and the

applicant can ask questions and learn about each other.

Reference checks:

A company cannot be sure it has all the information on an applicant until

references have been thoroughly checked. Reference checks allow a

company to secure information not available from other sources.References usually are checked while the application form is processed

and before the final interview takes place.

Reference checks can uncover information about an applicant that mayalter a sales managers perceptions of the persons sales ability.

Physical Examinations:

Many sales jobs require a degree of physical activity and stamina. Poor

physical condition can only hinder a salespersons job performance:therefore, a company should insist on a thorough medical examination

for all its sales recruits. The results from the examination should be

interpreted by a doctor who is familiar with the demands of the sales job,

and the sales manager should be notified of the results. Because of theirexpense, physical examination usually are not given until a result has

passed most of the steps in the selection process.


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Tests:

Tests are the most controversial tools used in the selection process. The

need for application forms, reference cheeks, and personal interviews isseldom disputed, but there are differences of opinion about whether tests

are necessary in the hiring of salespeople. Questions regarding the

legality of testing have increased the complexity and the controversysurrounding the use of tests as a screening tool. But research has shown

that test profile data can be useful to management in the process of

selecting and classifying sales applicants who are likely to be high

performers.

There are seven basic tests used in the selection process of salespersonnel:

Intelligence tests

Knowledge tests

Sales aptitude tests

Vocational interest tests

Polygraph tests

Attitude and lifestyle tests

Drug tests

Tests are often misunderstood and misused, causing many sales managers to

conclude that they are of little value as a screening tool. For example,

management sometimes believes that the highest score on the test indicatesthe best prospect; however, all the applicants who fall within a certain range

should be judged as equally qualified for the job. Many sales managers who

do not understand tests use them only because the home office insists, and

them they often ignore the results.


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Making the Selection:

When all other steps have been completed in the selection process, thecompany must decide whether or not to hire each applicant. The applicants

goals and ambitions must be matched against present and future

opportunities, challenges, and other types of rewards that are offered by thejob and the company.

The importance of sales training:

Developing effective sales training programs for both new and experienced

sales people is rapidly becoming one of he most important parts of a salesmanagers job. This renewed importance in sales training stems from a host

of environmental changes in the past decade that have influenced the sales

encounter. These changes include better-trained purchasing people whointeract with sales people, increased competition from overseas companies,

and customers recent emphasis on product and service quality. These

changes mirror what seems to be the theme of the new sales environment forthe 1990s: partnership. The training an organization offers its sales force can

greatly influence the partnership it builds with its customers and ultimately

the health of the organization.


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Sales training and the corporate mission

1.Identifying the sales mission

2.Establishing criteria for training objectives

3.Understanding the SF

4.Sharing organization information

5.Setting short-range objectives

6.Enlisting SF participation

7.Controlling objectives for results

Designing the sales training program

The sales training program description as below:

Training Program

Initial sales

training program

Training objective

Initial salestraining program

Contents of

training program

Company

knowledge

Productknowledge

Customer & marketknowledge

Knowled e of the sellin rocess

Knowled e of com etitors & industr

Methods of

group training

Methods of

individualtraining


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Training objective:

The first step in designing an effective sales training program is to decide

what you want to accomplish with the program. The objectives should bestared in realistic, quantifiable terms with respect to a specific time period.

They should also be stated in written form so that they can be used later in

evaluating the programs effectiveness.

Initial sales training:

Objectives of initial sales training programs should be determined byexamining the requirements of the sales job, the trainees backgrounds

and past experiences, and the companys marketing policies.

Management should first study the formal job description to determineareas in which the new trainees are most likely to require training. In

addition, other elements should be considered, such as how salespeople

allocate their time, the sales duties that require the greatest proportion ofselling time, the duties that are often neglected by salespeople, and why

they are neglected.

Refresher training:

Objectives of refresher, or continuing, sales training programs alsoshould be based on the needs of the sales force, as seen by management.

Management, as well as the sales force, must realize that training is an

ongoing process. Top graduates of excellent initial sales trainingprograms may often slide into careless, nonproductive selling habits,

which can be corrected through the use of refresher training programs.

Also refresher training courses are needed to convey to the sales force

complex information about changes in the companys policies, products,marketing strategies, and the like. Refresher training can help the sales

force understand and adapt to changes quickly, thereby increasing thesales forces overall selling effectiveness.


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Contents of training program

Company Knowledge:

New recruits should be taught about the organizations policies in

general as well as the companys specific selling policies. Some of the

basics to be learned involve parking privileges, eating facilities, officepractices, the paycheck, the expense account, and channels of

communication. Trainees must also be taught the organizations specific

policies concerning selling practices, such as how many sales calls tomake per day, how to handle returns, and how to writhe up orders. In

general, company knowledge is not hard to teach. Usually, lectures and

printed materials are used to explain policies and procedures and therationale for them. Once company policies are covered, however, the

training program should move to other topics. Too often, sales trainers

overdo discussions of policy, and the result are boredom and decrease in

morale and enthusiasm.


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Product knowledge:

A major portion of the initial sales training program should be devoted toteaching the new trainee about the products or services hat the company

offers for sale. Not only should trainees learn about the products andhow they are used by customers, but they should also believe in the

products merits and the products usefulness in solving customers

problems. After trainees are told about the products and their uses, theyshould be allowed to see or use the products in order to gain as much

technical understanding of them as possible. Beyond this, it is highly

beneficial for salespeople to learn about and use competitive products.

Salespeople can compete more successfully when they can communicateto the customer the advantages of their product over competitors

product.

Knowledge of competitor and the industry:

Sales trainees need to be made aware of industry trends and competitivetactics and must understand how these may affect the demand for the

companys products. Trainees should know almost as much about

competitors products.

Customer and market knowledge:

Sales trainers today are emphasizing the customer more than ever in

their training programs. In the new selling environment of the 1990s,

customers are highly knowledgeable and professional, and they have

greater demands and expectations than they did in the past.Consequently, an effective sales training program must go beyond the

basics. It is no longer enough merely to teach salespeople to overcome

customer objections; salespeople must be trained to create cooperative

partnerships with their customers.


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Knowledge of the selling process:

Prospecting

Planning the call

Approaching the prospect

Making the sales presentation

Meeting objections

Closing the sales

Follow up

Methods of group training:

The methods employed to train the sales force depend not only on the

objectives an content of the raining program but also on whether a groupor an individual is being trained. When there is a group of trainees, the

training methods typically used are lectures, group discussions, roleplaying, teletraining, videotapes, audiocassettes, slide presentations, andsimulation games.


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The methods of group training are mentioned below:

Lectures

Group discussions

Role playing

Teletraining

Videotapes

Audiocassettes

Slide presentation

Simulation games

Methods of individual training:

Several methods can be used to train persons individually, including on-the-job training, personal conferences, correspondence courses, and

interactive video.

The individual training methods mentioned below:

On-the-job training

Personal conferences

Correspondence courses

Interactive videodiscs


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Chapter-4

Finding & Recommendation:

During the period of preparing term paper we have visited Seven Circle

(BD) Ltd. Several times and collected various data regarding recruiting,

selecting and training.

This company has practice in recruiting process and also recruit salesforce/sales person form following sources:

Persons within the company.

Source from Competitors Company.

Non-competing company.

Educations institutions.

Advertisements.

Employment agencies.

Communicates with some higher Executives, it is clear that most of thetime Seven Circle (BD) Ltd. Collected the sales force from competitors

company, non-competitor company and circular in the daily newspapers

and BD jobs.com

This company has follow the selecting process under following tools

like; initial screening of application forms, structured/unstructured,reference check, physical examination and organize some tests.

In the training session; there is no training facility but sales manager areguide the sales forces.

After studying the Seven Circle (BD) Ltd. We recommended that the

training process must be introduced to this company as soon as possible.So that this company acquired heights market share.

7PS in Any Service Oriented Org

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