WHAT ARE THE CHARACTERISTICS OF AN EFFECTIVE SALES MANAGER?

SÜHEYLA TAŞDEMİR

107604238


WHAT ARE THE CHARACTERISTICS OF AN EFFECTIVE SALES MANAGER?
AN EXPLORATORY STUDY COMPARING SALESPERSON AND SALES MANAGER PERSPECTIVES

2008 PSE NATIONAL EDUCATIONAL FOUNDATION


What is important for Sales manager selection?
Ø Communication
Ø Listening
Ø Human relation skills
Ø Organization skills

Job satisfaction is related to the sales manager and sales representative relationship. Sales manager effectiveness is so important , because they have great influnece on sales representatives.

According to this article, there are 5 study for the relationship between sales person and sales manager. First 3rd study shows that, attributes of sales manager has a big effect on sales person. A sales person should not be dominance- unpleasant, overbearing, unduly aggresive.

According to 4th study; traits of high performing of a sales person is effected to sales manager high performing.
Salesmanager should possess some attributes like communication, motivatig and coaching.

Lastly 5th study shows that; sales managers and salespeople have different perspective. This study could be considered for choosing sales manager, career development and job performance.

VALUE LADDERING

This methodology is used in order to define the relationship between sales manager and sales represantatives perceptions of sales manager effectiveness.

Understanding of the focal phenomena:
Ø Attributes (characteristics)
Ø Consequences (why the attribute is important)
Ø Values (end states that drive individiuals with respect to real or ideal salf-perception).

Data collection:
In this study; 58 people are chosen as respondent. 33 out of 58 are sales manager, 25 out of 58 are sales represantative. Minimum 20 respondent must be participated.

Data analysis:
Respondent answered the questions about the effect of attributes, consequences and values.
According to the answers a matrix is prepared which shows the linkage between respondent’s answers.

Differences in Attributes:
2 group have strong agreement on the attributes of a sales manager needs to posses. Primary differences in attributes relate to selling skills and adaptability.
Primary differences in interpretations relate to organization and time management skills, knowledge possession and communication and listening skills.




Selling skills:

According to sales manager; this is important for sales managers’ reputation to have credibility and to be believable.
Sales represantative do not agrre on selling skills is an effective attribute of an effective sales manager. Sales skills could be a compenent of Feedback, development and knowlegde possesion attribute.

Adaptability:

According to sales represantative; adaptability which means enhance the salesperson’s productivity, is an important attribute. On contrary, adaptability is an attribute critical for effective selling not for effective management. It could be a component of human relations skills.

Organization and time management skills:

For both group it is an important attribute. A manager who has good organizational and time management skills makes a sales person sells and executes other taask in an efficient manner easily.

Knowledge possession:

2 group defined it as a necessary possession.
According to sales person; this is important for open communication (see him/her as a resource).
According to sales manager; knowledge possesion is important for confidence, trust and manager reputation and also sales performance.

Communication and listening skills:

2 group defined it as a necessary attribute.
Clear explanation, to define what is wanted from his/her is important.

Summary:

According to the sales represantative; sales managers are in a support role of the selling process.
According to sales managers; they are in a more active and direct role on sales performance.

Differences in Consequences:

Role model:

According to the sales represantative; sales managers are in a support role of the selling process, they are not role model.
According to sales managers; to have a role model is important for sales represantative.

Effective feedback:

Effective feedback has a critical effect for developing of their selling skilss and personality.
According to sales managers, effective feedback is a component of open communication. Role modeling is more important than effective feedback and provides needed information to promote sales person job performance.

Manager reputation:

It is also important for 2group. According to sales manager, sales repr. Observes their sales manager in a meeting to see their behavior, comments etc. Making a wrong comment or sth else can destroy a sales manager’s credibility and reputation. It has a direct link to sales performance.

Clear explanation and recognition of individuality:

According to sales repr. İt has a direct link to sales performance tha manager reputation. Sales managers shoul define accuretly what they want, and observe a sales reps.personality carefuly and behave according to observation to improve the job performance. Because every person has different characteristics, individuality.

Sales managers are not aware that this consequence is important for job performance. Maybe they think it is a component of human relations skills.

Possitive morale and greater effort:

According to sales manager; positive morale and greater effort which they give to the sales repr.effects job performance positively.
According to sales repr.; their own performance is related to their selling skills, clear expectation and ability of manager.

Summary:
According to the sales represantative; sales managers are indirect support mechanisim.
According to sales managers; they are directly involved in the sales process.

Differences in value:

Manager job performance:

Managers believe that, their performance has a very important role on achieving the goal of the company wheras sales repr. Do not think they have an important role.

Sales for retention:

Sales managers think it is a critical value whereas sales repr.do not.

Implications for researchers and managers:
Researchers: they can progress new researchers like why sales managers think they have a direct effect on sales, why sales repr.think sales managers have a supporter role on sales performance etc.
Managers: managers can determine what kind of managers they want to recruit and they can have a look from sales represantative perspective.