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Sales performance: Fact or fiction?

Article Abstract:

An innovative method for measuring the effectiveness of sales efforts and analyzing overall sales performance is presented that eliminates the effects of seasonality, irregularities in the marketplace, and 'emotionalism' from the analysis. The method depends upon the accurate development of 'Berry ratios' to relate current period sales to historic sales by period, with the removal of time-related factors, in order to better identify the results of sales and advertising efforts. The sales performance analysis techniques presented by hypothetical example (sales of a participant in the printing industry and trade) can be used to assess sales by territory to regional sales statistics, total firm sales to total industry sales, and sales as opposed to economic index data.

Measurement, Selling

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Organizing the overseas sales force - how multinationals do it

Article Abstract:

Little empirical research has been reported on multinational sales force management, and none on organizational aspects. Reported here are results from a 14 MNC-135 subsidiary survey of overseas sales management practices. They show that MNCs use independent sales organizations to augment company personnel in affluent markets, in physically-large countries, and where markets are geographically-dispersed or culturally fragmented. In addition, about one sales force in five covers more than one national market. Industry factors are important in the structuring of sales forces, suggesting that industry practices are carried into overseas markets. (Reprinted by permission of the publisher.)

Foreign operations, International business enterprises, Multinational corporations, Surveys, Corporations

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The implementation process of segmentation in sales management

Article Abstract:

This paper presents and then applies a model for the implementation of segmentation in sales management. The theoretical foundations for using segmentation in sales management are discussed. A process model is presented and its eight stages are described: enter, agree focus, identify segments, validate segments, select targets, develop strategy, implement and track. The model is then applied to a company using a commercial data base to identify strategic segments and to target individual customers. Particular problems with the implementation in sales management are identified and discussed. (Reprinted by permission of the publisher.)

Research, Market segmentation

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