by Chan Ka-tak. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1990. / Bibliography: leaves 82-84. / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.v / LIST OF ILLUSTRATIONS --- p.vii / LIST OF TABLES --- p.viii / ACKNOWLEDGMENTS --- p.ix / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Background of the Study --- p.1 / Problem Identification --- p.3 / Research Objective --- p.3 / Company Background --- p.4 / History and Organization --- p.4 / Sales Department --- p.7 / Summary --- p.10 / Notes --- p.11 / References --- p.11 / Chapter II. --- LITERATURE REVIEW --- p.12 / Introduction --- p.12 / Motivation --- p.12 / What is Motivation? --- p.12 / The Role and Characteristics of Motivation --- p.14 / Key Factors in Motivation --- p.15 / Theories of Motivation --- p.17 / Need Theories --- p.18 / Hierarchy of Needs --- p.18 / Motivation-Hygiene Theory --- p.21 / Achievement-Motivation Theory --- p.22 / Expectancy Theory --- p.23 / Supervision --- p.24 / What is Supervision? --- p.24 / The Role of Supervision --- p.25 / The Process of Supervision --- p.25 / Tools for Supervision --- p.26 / Summary --- p.29 / References --- p.29 / Chapter III. --- METHODOLOGY --- p.31 / Introduction --- p.31 / Research Design --- p.31 / Sources of Data --- p.32 / Secondary Data --- p.32 / Primary Data --- p.32 / Questionnaire --- p.34 / References --- p.35 / Chapter IV. --- RESEARCH RESULTS --- p.36 / Introduction --- p.36 / Data Analysis --- p.36 / Motivation --- p.37 / General Background --- p.37 / Motivation System --- p.39 / Promotion --- p.45 / Compensation --- p.46 / Supervision --- p.49 / General Background --- p.49 / Quota --- p.51 / Report System & Others --- p.52 / Summary --- p.53 / References --- p.54 / Chapter V. --- DISCUSSION AND RECOMMENDATIONS --- p.55 / Introduction --- p.55 / Discussion --- p.55 / Motivation --- p.55 / Supervision --- p.62 / Recommendations --- p.66 / General --- p.66 / Motivation System --- p.67 / Supervision System --- p.68 / Limitations --- p.71 / References --- p.73 / APPENDICES --- p.74 / Chapter 1. --- Questionnaire for Management --- p.75 / Chapter 2. --- Questionnaire for Salesmen --- p.78 / BIBLIOGRAPHY --- p.82

Diss. (Ph.D)--Universität Bern, 2008. / Includes bibliographical references.

No description available.

Thesis (Ph. D.)--Ohio State University, 1976. / Includes vita. Includes bibliographical references (leaves 255-266.) Available online via OhioLINK's ETD Center.

Thesis (M.S.)--University of Wisconsin--Madison, 1968. / eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

M.Tech. / Sorghum beer industry faces many challenges due to the nature of the product. As the product has a short life, it has to reach the market and the consumer quickly. It's a low profit, high volume-driven product. Therefore, high sales and prompt distribution systems need to be in place.

Adaptive selling literature identifies effective salespersons as those who match their influence tactics to the characteristics of buyers. McFarland, Challagala and Shervani (2006) propose a theoretical framework that uses influence processes to identify the seller influence tactics that salespersons use, and to assess which of these tactics will resonate with three different types of buyers. The results of their research, conducted in an agricultural retail industry, indicate that salespersons do use the influence tactics prescribed by theory in persuading different types of buyers. In an attempt to expand the generalisability of their empirical findings, this research study replicates their study with extension in the South African banking industry, where sales are conducted within a relationship marketing context. Pilot studies in the form of a focus group and personal interviews were used during a pre-test, while survey research was used to collect primary data on 60 bi-directionally matched buyer/seller dyads. The results indicate that salespersons/relationship executives in the banking industry do not alter their use of influence tactics when dealing with different buyer types, and that in general influence tactics, with the exception of recommendations, are unsuccessful in achieving manifest influence at the point of sale, irrespective of the buyer’s orientation. It would appear that influence tactics are perceived as short term “hard sell” tactics when used at the point of sale in a relationship banking context, which is not consistent with a relationship characterised by high levels of trust and commitment. Finally this research proposes a new theoretical framework that focuses on the use of influence tactics with different types of buyers both during the relationship and at the point of sale. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Use of competency models has exploded in recent years. Unfortunately, the empirical research to validate such systems is scarce. This study explores the relationship between Competency-based Performance Management Systems and sales performance to determine whether the use of these systems increases performance. Performance data from sales representatives in a medical products company were examined to determine changes in performance following the introduction of the Competency-based Performance Management System (N=64). Correlations with performance were obtained for each competency dimension to determine if any factors were highly correlated with performance and if state-factors were more positively correlated with performance than trait-factors (N=66). The study found no significant relationship between implementation of a Competency-based Performance Management System and sales performance. Also state-factors were not more positively correlated with sales performance than trait-factors.

The findings of this research confirm that the notion of descriptive efficiency has been developed as a populist concept in managerial discourse and is typically interpreted in simplistic, normative terms and thus has limited technical meaning in management praxis. Furthermore, the concept has been captured by uncritical, yet plausible, management commentators who have seemingly assumed that management efficiency will emerge from the adoption of their various prescriptions. The research will contribute to the general management literature through a cross-disciplinary critique and a re-interpretation of the notion of efficiency in management praxis. At a macro-level, the research advances the proposition that the notion of efficiency has become an ideological statement of support for any management intention, rather than a practical means to inform a range of management actions. A grounded theory of descriptive efficiency is proposed in order to explain the apparently unconscious application of laissez-faire and more contemporary principles of economics to management praxis and the wider management discipline without the support of a substantive elaboration of contemporary efficiency. / Doctor of Philosophy (PhD)

Thesis (Ph.D.)--University of Nebraska-Lincoln, 2009. / Title from title screen (site viewed February 25, 2010). PDF text: vi, 157 p. : col. ill. ; 4 Mb. UMI publication number: AAT 3386758. Includes bibliographical references. Also available in microfilm and microfiche formats.