An Assessment of Sales Management Practices in Mohammed Hussein AIi-Alamoudi (MORA) Soft Drinks Industry Share Company
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Date
2011-04
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Addis Ababa University
Abstract
This research allempted to describe how sales management functions are practiced in MOHA
Soft Drinks Industry S. C. Respondents were drawn judgmf!nlally factory wise. Both
questionnaire and interview were used for primOlY data collection. SecondOlY data were
collected jt-om company owned sources. Based on the sources the findings indicate that new
sales people are needed mainly when a vacancy occurs to a sales position. The recruitment and
selection process is centralized and to fill the vacancies, sales managers consider internal
employees as a major source of recruitment. In the sales management unit not all sales
personnel are well-qualified and there are no specialized sales people in each step of the
personal selling process at all. When sales forecasting is done by field sales people and top
managers independently, it tends to be inaccurate. Mainly sales volume quotas are set by sales
managers. Once the sales budget is allocated based on the newness of the sales territOlY, it
fluctuates in response to unforeseen market conditions. The decision-making process in the
sales management unit is not highly participative. Most often, the .sales management unit
prepares both enl1y level and rejt-esher training to sales staff. Mainly customers ' service
training is given to sales people and training effectiveness is determined by measuring sales
volume increment. Sales people are offered an incentive when they meet or exceed sales volume
quotas. All sales personnel are provided financial incentives. Therefore, to address the
aforementioned gaps, the researcher presented possible solutions. The company should prepare
reserved sales people prior to any sales vacancy arises. The company should initiate sales
people to upgrade their educational level by joining colleges and universities. On the other
hand, the sales managers are supposed to stipulate the required qualifications in the vacancy
announcement and employ only eligible sales people. To support their recruitment task, those in
hiring position should consult field sales managers and field sales people regarding the nature
of the vacant sales position and ask them to recommend prospective sales person. COlporare
managers need to adopt decentralized training since it minimizes the cost of sales people travel
while training is given at the central level, allowance for executives who train the sales people
and it accommodates individuals' level of understanding. Sales managers should closely work
with field sales people in order to develop an accurate sales forecast and sales quota. Sales
managers should go through a comprehensive assessment of sales training effectiveness and
pel!ormance improvement. The decision making process should be participative to make wellinformed
decisions.
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Keywords
Management Practices, in Mohammed Hussein AIi-Alamoudi (MORA)