Sales people spend just seven percent of their time – selling
- Sales people spend just seven percent of their time – selling. // Management Services;Aug2002, Vol. 46 Issue 8, p7
The effectiveness of British firms has been called into question after an international survey of efficiency/productivity revealed that sales people spend just seven percent of their time actively selling. This is just one of the surprising results revealed in "Lost Time - the global...
- Canada's Lagging Productivity. Laff, Michael // T+D;Apr2009, Vol. 63 Issue 4, p18
The article reports that the country of Canada is behind other developing countries regarding training and worker productivity despite its view by others as an example for its healthcare, respect for the environment, and moderate political climate. According to a survey by the consulting agency...
- Change is good. Brookes, Ed // Casual Living;Nov2009, Vol. 49 Issue 11, p54
The author discusses the need for sales representatives to become agents of change. He states that a change agent is someone who is hired by a business to turn things upside down and start doing things differently. He mentions that sales agents should learn how to evaluate how the business is...
- Training. // Journal of Personal Selling & Sales Management;Winter2001, Vol. 21 Issue 1, p81
The article presents an abstract of the paper "Self- Management Training for Improving Job Performance: A Field Experiment Involving Salespeople."
- Improving sales management effectiveness: screening. KWICIEN, JACK // Employee Benefit Adviser;Mar2010, Vol. 8 Issue 3, p52
The article discusses steps to consider in selecting a candidate for a sales management team. These include drafting the ideal candidate profile, reviewing resumes, interviewing prospective new hires, and providing a candidate with a small sales-related project to be completed on their own time....
- You Get What You Expect. Thornton, Paul // Sales & Service Excellence Essentials;Jun2005, Vol. 5 Issue 6, p14
Offers advice to sales managers in setting the right expectations in line with their performance. Influence of the assumptions that managers make about their personnel on how they treat them; Response of employees to a manager's high expectations; Reasons for the tendency of some managers to...
- Manager, put yourself to the test before you test your people. Gitomer, Jeffrey // Business Journal Serving Fresno & the Central San Joaquin Valley;7/22/2005, Issue 323429, p6
Presents tips in building and improving a business' sales force. Importance of hiring smart people; Elimination of traditional goals and quotas by focusing on targeted sales; Creation of a bigger sales team to improve earnings.
- Supervision--Leadership--Leader Behaviors--Leader/Subordinate Relationships. // Journal of Personal Selling & Sales Management;Winter2001, Vol. 21 Issue 1, p80
The article presents abstracts related to leadership development of sales executives. "An Integrated Model of Sales Managers' Communication Practices" and "Consequences of Abusive Supervision."
- A THREE-STAGE MODEL FOR ASSESSING AND IMPROVING SALES FORCE TRAINING AND DEVELOPMENT. Attia, Ashraf M.; Honeycutt Jr., Earl D.; Leach, Mark P. // Journal of Personal Selling & Sales Management;Summer2005, Vol. 25 Issue 3, p253
This paper extends the growing body of research in the area of sales training evaluation by proposing a three-stage model that allows sales managers to determine: (1) training needs for salespersons; (2) training impact on trainees; and (3) training impact on the firm. When all three assessment...