People who work in the biochemical industry focus on their professional knowledge and services they provide. All companies strive to work with the elite in their respective fields. Finding a suitable candidate to fill a position can be difficult, while relative newcomers are headhunted to competitors once they have been properly trained. These issues negatively affect business. Therefore, a company needs an aggressive plan to retain and attract outstanding employees. For employees, they want to find worthwhile work at a company. For companies, they need to establish an aggressive motivation program. Through statistical analysis, three major themes emerged: intrinsic and extrinsic motivation policies affect each other; if salespeople agree with company policy and organization, they are more likely to work harder and receive due recognition, encouraging them to stay with the same company for longer; and finally, training development programs, company policy, and supervision are clearly related. Outlined below are the findings of this study. 1. Most salesmen view the following issues as being very important: Strengthen and regularly review salary increases, year-end bonuses, sales incentives, and retirement¡Bseverance plans. 2. Most salesmen view the recognition program as not being as important as other programs. The recognition program has limitations in motivating employees. 3. The cultivation and development of managers¡¦ capabilities in coaching and discipline is needed to ensure that employees will remain in the company. . 4. Emphasize mutual collaboration among the organization¡¥s culture in order to achieve high productivity and retention rates. . 5. Flawlessly execute marketing strategic plans and products to compete in the market. 6. Flawlessly execute succession plan and employee¡¦s promotion, rotation and transfer plan to ensure that they have an opportunity to be promoted, motivating employees.

We never face the severe competitive environment like this moment. The salespersons encounter the tremendous competitor and diversified customers¡¦ requirement. It is inevitably crucial for salespeople to meet and clearly identify the clients¡¦ need. In this situation, salespeople need to instantly build the enjoyable interactions and personal connection, rapport, with customers in order to get the prospect. Brook (1989) presented in his research that salespersons attempt to sell without first establishing rapport, customers will avoid purchase the product or service. The first purpose of this study integrates relevant literature and develops a comprehensive research model for rapport building. The model discusses two phases: the personal factors which include ¡§characteristics¡¨, ¡§experience and knowledge¡¨ and the organizational factors that include ¡§training¡¨, ¡§company culture and reputation¡¨. The second purpose of this study is to test the research model through conducting survey of helping rapport factors. 98 questionnaires were sent out to 3M Taiwan sales representatives and got 54 valid responses. The valid responded rate is 55%. The study uses Internal Consistency Analysis and Paired Sample T-Test to evaluate weather the factors are significant and reliable to rapport. Meanwhile, the study observes the important elements of the four factors, ¡§Characteristics¡¨, ¡§Experience and Knowledge¡¨, ¡§Company culture and reputation¡¨, ¡§Training¡¨ that indicate strongly reliable and significant to the rapport building. Key word: Personal Selling, Rapport, Salespeople, Selling

For increasing competitions of department stores, how to reinforce the extent of selling skills of salespeople will affect individual or organizational achievement performance strongly. This study was intended to explore the relationships between selling skills and achievement performance of the salespeople. In this study, work experience, training and locus of control are independent variables, achievement performance is dependent variables, and the selling skills are as a mediator. This study examined the mediator effect of the salespeople¡¦s selling skills among of the work experience, training and locus of control. Besides, we defined the product type and reward as a moderator between the job experience, training as well as locos of control. The subject of this study is 316 salespeople of a department store in Kaohsiung. This research used the method of questionnaire. The results indicated that: 1. Training was positive significant to selling skills. 2. Training was positive significant to achievement performance. 3. Selling skills were positive significant to achievement performance. 4. Selling skills were found that play a part of mediating effect between training and assigned sales quota achieved. 5. Selling skills were found to have significant mediating effect between training and customer relationship operation. 6. Mutual effect between the product type and selling skills were positive significant to customer relationship operation. Those are some suggestions to the department stores, retailer, salespeople that have been working in this field; and also the directions were given in the future research in this study.

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Sale in essence, is the revenue generator of the company which ensures the existence and maintains the profitability of the business. Here upon, regular measuring the performance of the sales department and being aware of people’s performance in the department is required for companies as to reach certain preset goals and being assured of sales department’s productivity and profitability. This paper aims at studying the salespeople who perform below than expected as to find the causes behind the issue and help stabilizing and boosting the performance of the company finally. With respect to the fact that low performer problem is a complex issue consisting of wide range of aspects, variables and elements, as to collect the data and the analysis; a combination of quantitative and qualitative method (triangulation; via questionnaire and interviews) were used. The problem is narrowed down into three main affecting areas: 1- Employee turnover 2- Ethical issues 3- Job engagement and each scope is examined and analyzed in relation to salespeople’s performance. Consequently, potential and practical solutions and suggestions as for resolving the problem are presented which briefly are: inter-organizational approach, mostly by using job engagement, contribution and interaction.

Some salespeople cope with the chronic stress that accompanies sales jobs better than others. That is, while all salespeople possess some ability for coping with job stress, some coping mechanisms work better than others. Thus, it is critically important to identify the coping mechanismwhich are associated with the most positive organizational outcomes (i.e., higher performance, increased retention). Research on the coping mechanisms of salespeople is in its exploratory stage. Increased knowledge concerning how salespeople cope with chronic job stress would help researchers and managers to clarify why certain job outcomes occur instead of others (i.e., performance, retention, and burnout). This study proposes and tests a set of relationships pertaining to the dimensionality and the outcomes of salespeople's coping styles. The model identifies the antecedents of coping style and proposes three types of coping style salespeople employ to reduce job stress- emotion focused coping (EFC), problemfocused coping (PFC) and action oriented coping (AOC). It also elucidates the outcomes associated with EFC and PFC styles. The empiricalfindingssuggest that among salespeople, those who use PFC possess a more pronounced internal locus of control, perceive higher social support, and project higher continuance commitment, and higher self efficacy than those who use EFC. The findings also suggest that salespeople who use PFC tend to be more satisfied and express greater well being than those who use EFC. Additionally, salespeople who use EFC tend to exhibit greater propensity to burnout and greater tendency to withdraw than those who use PFC. The model holds considerable promise froma managerial standpoint. Because the model partially predicts whether the outcome of a particular coping style will be positive or negative, managers can train their salespeople to cope with job stress more effectively. Additionally, it may be significantly helpful to those who recruit salespeople. Sales recruiters ought to be able to identify applicants with a greater orientation toward an internal locus of control. Internally driven individuals are more likely to use a problem focused coping style. In the context of hiring salespeople, this knowledge can be of crucial importance.

Every day, salespeople span boundaries, coordinate internal and external expertise, leverage social capital, mobilize the tangible and intangible resources of their firm, and try to create value for all stakeholders. Recognizing the important roles of salespeople, Evans et al. (2012) and Lassk et al. (2012) call for more research on the usage of skills, knowledge, people, strategies, expertise, and other resources of salespeople to produce the desired outcomes. Responding to their calls, this study specifically focuses on how salespeople utilize their available and finite resources across four types of customers (new customers, short term customers, long term customers, and win-back customers) to identify and qualify new sales opportunities during the prospecting stage. The dissertation focuses on seven types of resources (capturing both internal and firm related resources) available for salespeople: (1) firm tangible, (2) firm intangible, (3) firm market based, (4) present resources, (5) skills, (6) knowledge, and (7) accumulated successes. The study further explores the moderating roles of organizational identification, competitive intensity, and customer dependence on the relationship between resources utilized and performance during the prospecting stage. The resource utilization scale is developed and tested for robustness. Next, using a final dataset of 346 responses from salespeople, the results reveal that salespeople adaptively utilized various resources across new customers, short-term customers, long-term customers, and win-back (lost) customers. Overall, performance during prospecting stage are more strongly influenced by utilization of internal resources (presence, knowledge, skills and success) than firm related factors. Further, successful prospecting performance requires the usage of skills and knowledge resources with new customers, only skills resources with short-term and long-term customers, but present resources, knowledge, and firm tangible resources with win-back customers. In addition, organizational identification and competitive intensity moderate the relationship between resource utilization and prospecting performance for all customer types, whereas customer dependence is an important moderator for long-term customers. The paper makes several contributions to key areas such as resource allocations in the context of personal selling, and how firms can strategically enhance the performance of their salespeople. Theoretically, the study develops resource utilization scale, and empirically tests its effects on prospecting performance. From a managerial stand point, this dissertation offers additional insights into the effectiveness of each type of resources to plan for selective development of resources, as well as focused sales training.

Numerous researchers, employing theories from either psychology or economics, have investigated the circumstances under which firms are likely to adopt salary-based versus commission-based compensation plans. This study integrates the most common theoretical bases of salesperson compensation literature into a broad framework labeled the Eclectic Paradigm of Salesperson Compensation (EPSC). The EPSC proposes that there is a positive association between a firm's salary orientation and resource commitment, and a firm's salary orientation and firm control. There should be a negative association between salary orientation and dissemination risk, and salary orientation and salesperson motivation/performance. Twenty-three hypotheses originating from the EPSC were tested using a pretest sample of 48 real estate salespersons and a test sample of 311 real estate salespersons. The data were analyzed using common factor analysis, logistic regression, multivariate analysis of variance, and median tests. Of the 23 hypotheses, 10 were supported, 7 were partially supported, and 6 were not supported. The results suggest that the eclectic paradigm of salesperson compensation is a promising initial step toward developing a comprehensive model for understanding the determinants of salary versus commission.

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Syfte: Tidigare forskning visar att AEL har påverkan på en säljares prestationer och ger bättre kundrelationer. Syftet med denna studie är att mäta säljares självupplevda förmåga att använda sig av AEL under ett kundmöte och analysera sambandet mellan AEL och deras kön, ålder, erfarenhet samt bruttolön i en kunskapsintensiv bransch. Metod: Studien har tillämpat kvantitativ metod och har ur teorin deducerat hypoteser för att undersöka samband. För datainsamlingen har en sluten webbenkät genomförts. Data har analyserats via korrelationsanalyser i SPSS för att sedan redovisas i tabeller och figurer. Resultat & slutsats: Studien visar inte på några samband mellan AEL och lön, ålder samt erfarenhet. Däremot finns det svaga positiva samband mellan AEL och kvinnliga mäklare. Studien visade på samband i frågorna som motsvarar responding och bruttolön, ålder, erfarenhet och kön. Förslag till fortsatt forskning: En självskattad enkät har den begränsningen att respondenten kan underskatta respektive överskatta frågor som framför allt berör attityder. När vi inte kan finna några direkta samband vore det intressant att ur ett kundperspektiv undersöka hur de uppfattar mäklaren. Studien visade på samband i frågorna som motsvarar responding och bruttolön, ålder, erfarenhet och kön. Detta gör att framtida forskning bör fokusera på hur mäklare svarar när de lyssnar och hur kunderna uppfattar att säljaren visar empati. Uppsatsens bidrag: Det visar att AEL inte har ett absolut samband med hur bra en säljare presterar. Ålder och erfarenhet är inte några faktorer som visar på några samband. Det enda som överensstämmer med tidigare forskning är att kvinnor är bättre på att använda sig av AEL. Det praktiska bidraget är en vägledning för chefer hur de skall resonera vid rekrytering och utbildning av personal. Utbildningen måste vara mer verklighetstrogen. / Aim: Previous research shows that AEL impacts a salesperson's performance and provides better customer relationships. The purpose of this study is to measure the salesperson's self-perceived ability to use AEL during client meetings and analyze the relationship between AEL and gender, age, experience, and salary in knowledge-intensive trades. Method: The study applies quantitative methods and theory deduced hypotheses to investigate relationships. A closed web survey was conducted for data collection. Data was analyzed using correlation analysis in SPSS and then presented in tables and figures. Result & Conclusions: The study does not show a relationship between AEL and salary, age or experience. However, there is a weak positive correlation between AEL and female brokers. The study showed a correlation between questions related to responding with salary, age, experience, and gender. Suggestions for future research: One limitation of a self-rated questionnaire is that the respondent may underestimate or overestimate issues that particularly affect attitudes.  It would be interesting from a customer perspective to examine how they perceive the broker in cases where we did not find a direct connection. The study showed a correlation between questions related to responding with salary, age, experience, and gender. This means that future research should focus on how the broker responds when they are listening to the customers and how customers perceive empathy. Contribution of the thesis: We conclude that AEL does not have an absolute connection with how successfully a salesperson is performing. Age and experience are not correlated. The only factor consistent with previous research is that women are better users of AEL. This practical guide managers when discussing the recruitment and training of personnel. Training must be more realistic.