7 Ps in Seven Circle Bangladesh Ltd.

Course Topic Code:

: Service Marketing. : 7 Ps in any service oriented organization : XXX613

Prepared by Mohammad Zahurul Hoque Md. Aktar auz zaman Khan Provat Chandra Borua Md. Zakir Hossain

ID No. 10515048 10515069. . --

Prepared for: Ms Nazia Nabi

Submission date : January 07, 2012.

January 07, 2012 To Nazia Nabi School of Business (MBA) University of Information Technologies & Sciences. Subject: Submission of term paper regarding the course of sales force management and topic is Developing the Sales Force.

Dear Madam, This is our immense pleasure to submit you the report on --------------Management. We were assigned to prepare the report. According to subject matter we have to decide a cement manufacturing company Seven Circle (BD) Ltd. In this papers all data are collected from the company and we believe that we all group member deploy our highest effort to preparing this term paper. It was really a great opportunity for us to relate the theoretical knowledge with the practical issues. We have tried our level best to prepare this report an informative one and we believe that the knowledge and experience that we have gathered in this project report will profoundly help in our future professional life. We will be available any time at your convenience if you need any clarification on this report. Thanking you Sincerely yours 10415043 # 10415041 # 10415063 Sk. Abu Hena Morshed Jaman Md. Aftekher Uddin Tamal Nandy

Table of Contents

Sl. No

Particulars

Page No.

Chapter-1 Introduction: I. Definition of sales force II. Definition of recruiting III. Definition of selecting IV. Definition of training Chapter-II Company History: Chapter-III Recruitment process Selecting process Training process Chapter-IV Findings and Recommendation Chapter- IV Conclusion Bibliography Appendix

Chapter-1 I. Definition of sales force: Sales force/sales person is an integral part of an organization. They are the only responsible to sale the product. II. Definition of recruiting: Recruitment is the finding potential job applicants, telling them about the company and getting them to apply. Recruiting efforts should not simply generate applicants; rather, it should find applicants who are potentially good employees. The entire sales organization ultimately depends on a successful recruiting approach. III. Definition of selecting Selecting is the final stage of recruiting. After completing the recruiting process than going for selecting. The selection process involves choosing the candidates who best meet the qualifications and have the greatest aptitude for the job. There are six selection tools furnished below: 1. Initial screening interviews. 2. Application forms. 3. In-depth interview; has three steps mentioned below:

Structured 4. Reference checks.

Semi-structured

Un-structured

5. Physical examinations. 6. Tests.

IV

Definition of training Training is an important part of an organizations sales force or sales person. A sales manger identifying the gaps between the sales force and the firms objectives and then developing programs to fill these gaps. There are two types of training program:

Training program

Initial training program training program

Refresher

Initial training program: An organization or a company organizes initial training program for the new or fresh sales person/sales force.

Refresher training program: Refresher training program organizes for an organizations existing sales person/sales force. Suddenly sales forces are feel like bore; than a sales manager organized a refresher-training program. In this session trainer motivated and informed them of any changes and to retrain salespeople for new duties or responsibilities.

Chapter 2 Company History

Chapter-3 Who does the recruitment? There is no pat answer to this question. Actual practice will vary form one firm to another. Factors such as company size, departmental organization, and executives personalities will influence who does the recruiting. There are following three managers are responsible for recruiting. Personnel manager. Sales manager. Higher-level sales executives.

Recruitment process: Description the recruitment process and shown below as a chart: Conduct Job analysis

Prepare job description

Identify sales job qualification

Attract pool of sales recruit

Conducting a Job Analysis: Before a company can search for a particular type of salesperson, it must know something about the sales job to be filled. To aid in the process, a job analysis should be conducted to identify the duties, requirements, responsibilities, and conditions involved in the job. A proper job analysis involves this steps: 1. Analyze the environment in which the salesperson is to work. For example: a. b. c. What is the nature of the competition faced by the salesperson in the job? What is the nature of the customers to be contacted, and what kinds of problems do they have? What degree of knowledge, skill and potential is needed for this particular position?

2. Determine the duties and responsibilities that are expected form the sales-person. In so doing, information should be obtained from (a) salespeople; (b) customers; (c) the sales manager; and (d) other marketing executives, including the advertising manager, marketing services manager, distribution manager, marketing research director, and credit manager.

3. Spend time making calls with several salespeople, observing and recording the various tasks of the job as they are actually performed. This should be done for a variety of different types of customers and over a representative period of time.

Preparing a Job Description:

The result of a formal job analysis is a job description. Since a job description is used in recruiting, selecting, training, compensating, and evaluating the sales force, the description should be in writing so that it can be referred to frequently. The written job description lets prospective job applicants, as well as current sales personnel, know exactly what the duties and responsibilities of the sales position are and on what basis the new employee will be evaluated.

The job description is probably the most important single tool used in Managing the sales force. It is used not only in hiring but also in managing and sometimes as a basis for firing, salespeople. It provides the sales trainer with a description of the salespeoples duties and enables him or her to develop training programs that will help salespeople perform their duties better. Job descriptions are also used in developing compensation plans. Job description should be developed for sales managers too. Their purpose is similar to that of job descriptions for salespeople; that is they are used for recruiting, selecting, training, compensating and evaluating sales managers.

Identify sales Job Qualification:

The duties and responsibilities set forth in the job description should be converted into a set of qualifications that a recruit should have in order to perform the sales job satisfactorily. Determining these qualifications is probably the most difficult aspect of the entire recruitment process. One reason is that the manager is dealing with human beings; therefore, a multitude of subjective and very complex characteristics are involved. Specific qualifications such as education and experience should be included in the job description, thus making good candidates easier to identify, but most firms also try to identify personality trains that presumably make better salespersons, such as self-confidence, aggressiveness, and gregariousness.

Attract pool of sales recruits:

The importance of starting with a large pool of applicants cannot be overemphasized. If there are too few applicants, the probability is high that a person with inferior selling abilities will be hired. When a large number of applicants are processed, the recruiting program serves as an automatic screening system. However, management must avoid bypassing potentially successful salespeople at the recruiting stage. Sales managers should be aware of this problem and be careful not to screen out good candidates, The interviewing process is one screening device; others are the recruiting sources used, such as the colleges visited or the newspapers in which ads are placed. An advertisement in the wall street journal, for example, will attract a different type of recruit than would an ad in a daily newpaper. The sources of Salespeople: Sources of salespeople are as follows: Persons within the company. Source from Competitors Company. Non-competing company. Educations institutions. Advertisements. Employment agencies.

The Selection Process:

The recruiting process furnished than selection process began. The selection process involves choosing the candidates who best meet the qualifications and procedures that can be used in the selection process. Companies typically use initial screening interviews, Application forms, indepth interviews reference cheeks, physical examinations, and tests as selection tools.

The selection tools are as follows:

Selection tools

Initial screening Interview Application forms In-depth interview Reference checks Physical examination Tests

Initial Screening Interviews: The steps in the selection process vary from company to company, depending on the size of the company, the number of salespeople needed, and the importance of the position to be filled. The purpose of the initial screening interview is to eliminate, as application form, an interview, or some type of test. But no matter which tool is initially used, it should be brief. The shorter it is, the more it will cut down on costs. But it must not be so brief that it screens out good candidates.

Purpose:

To eliminate, the undesirable recruits.

Duration: 20-30 minutes Conducted by: Assistant personnel manager, assistant sales manager, sales personnel, and sometimes computers.
It depends on the size of the company, the number of salespeople needed and the importance of the positions to be filled.

Application forms: Application forms are one of the tow most widely used selection tools (the other is the personal interview). An application form is an easy means of collecting information necessary for determining an applicants qualifications format shows as follows: Name Address Position applied for Physical condition Educational background Work experience Military service Participation in social organization Outside interests and activities Personal references

In-depth Interviews: The interview is the most used and least scientific of the various tools for selecting employees. A salesperson is seldom hired without a personal interview. In fact, as many as three or four interviews are usually conducted with the most desirable candidates. No other selection tool can take the place of getting to know the applicants personally. The personal interview is used to help determine if a person is right for the job. It can bring out personal characteristics that no other selection tool is capable of revealing. The interview also serves as a two-way channel of communication, which means both the company and the applicant can ask questions and learn about each other.

Reference checks: A company cannot be sure it has all the information on an applicant until references have been thoroughly checked. Reference checks allow a company to secure information not available from other sources. References usually are checked while the application form is processed and before the final interview takes place. Reference checks can uncover information about an applicant that may alter a sales managers perceptions of the persons sales ability.

Physical Examinations: Many sales jobs require a degree of physical activity and stamina. Poor physical condition can only hinder a salespersons job performance: therefore, a company should insist on a thorough medical examination for all its sales recruits. The results from the examination should be interpreted by a doctor who is familiar with the demands of the sales job, and the sales manager should be notified of the results. Because of their expense, physical examination usually are not given until a result has passed most of the steps in the selection process.

Tests: Tests are the most controversial tools used in the selection process. The need for application forms, reference cheeks, and personal interviews is seldom disputed, but there are differences of opinion about whether tests are necessary in the hiring of salespeople. Questions regarding the legality of testing have increased the complexity and the controversy surrounding the use of tests as a screening tool. But research has shown that test profile data can be useful to management in the process of selecting and classifying sales applicants who are likely to be high performers.

There are seven basic tests used in the selection process of sales personnel: Intelligence tests Knowledge tests Sales aptitude tests Vocational interest tests Polygraph tests Attitude and lifestyle tests Drug tests

Tests are often misunderstood and misused, causing many sales managers to conclude that they are of little value as a screening tool. For example, management sometimes believes that the highest score on the test indicates the best prospect; however, all the applicants who fall within a certain range should be judged as equally qualified for the job. Many sales managers who do not understand tests use them only because the home office insists, and them they often ignore the results.

Making the Selection: When all other steps have been completed in the selection process, the company must decide whether or not to hire each applicant. The applicants goals and ambitions must be matched against present and future opportunities, challenges, and other types of rewards that are offered by the job and the company.

The importance of sales training:

Developing effective sales training programs for both new and experienced sales people is rapidly becoming one of he most important parts of a sales managers job. This renewed importance in sales training stems from a host of environmental changes in the past decade that have influenced the sales encounter. These changes include better-trained purchasing people who interact with sales people, increased competition from overseas companies, and customers recent emphasis on product and service quality. These changes mirror what seems to be the theme of the new sales environment for the 1990s: partnership. The training an organization offers its sales force can greatly influence the partnership it builds with its customers and ultimately the health of the organization.

Sales training and the corporate mission 1.Identifying the sales mission 2.Establishing criteria for training objectives 3.Understanding the SF 4.Sharing organization information 5.Setting short-range objectives 6.Enlisting SF participation 7.Controlling objectives for results

Designing the sales training program The sales training program description as below: Training Program

Training objective

Contents of training program Company knowledge Product knowledge

Methods of group training

Methods of individual training

Initial sales training program

Initial sales training program

Customer & market knowledge Knowledge of competitors & industry Knowledge of the selling process

Training objective: The first step in designing an effective sales training program is to decide what you want to accomplish with the program. The objectives should be stared in realistic, quantifiable terms with respect to a specific time period. They should also be stated in written form so that they can be used later in evaluating the programs effectiveness.

Initial sales training: Objectives of initial sales training programs should be determined by examining the requirements of the sales job, the trainees backgrounds and past experiences, and the companys marketing policies. Management should first study the formal job description to determine areas in which the new trainees are most likely to require training. In addition, other elements should be considered, such as how salespeople allocate their time, the sales duties that require the greatest proportion of selling time, the duties that are often neglected by salespeople, and why they are neglected.

Refresher training: Objectives of refresher, or continuing, sales training programs also should be based on the needs of the sales force, as seen by management. Management, as well as the sales force, must realize that training is an ongoing process. Top graduates of excellent initial sales training programs may often slide into careless, nonproductive selling habits, which can be corrected through the use of refresher training programs. Also refresher training courses are needed to convey to the sales force complex information about changes in the companys policies, products, marketing strategies, and the like. Refresher training can help the sales force understand and adapt to changes quickly, thereby increasing the sales forces overall selling effectiveness.

Contents of training program Company Knowledge: New recruits should be taught about the organizations policies in general as well as the companys specific selling policies. Some of the basics to be learned involve parking privileges, eating facilities, office practices, the paycheck, the expense account, and channels of communication. Trainees must also be taught the organizations specific policies concerning selling practices, such as how many sales calls to make per day, how to handle returns, and how to writhe up orders. In general, company knowledge is not hard to teach. Usually, lectures and printed materials are used to explain policies and procedures and the rationale for them. Once company policies are covered, however, the training program should move to other topics. Too often, sales trainers overdo discussions of policy, and the result are boredom and decrease in morale and enthusiasm.

Product knowledge: A major portion of the initial sales training program should be devoted to teaching the new trainee about the products or services hat the company offers for sale. Not only should trainees learn about the products and how they are used by customers, but they should also believe in the products merits and the products usefulness in solving customers problems. After trainees are told about the products and their uses, they should be allowed to see or use the products in order to gain as much technical understanding of them as possible. Beyond this, it is highly beneficial for salespeople to learn about and use competitive products. Salespeople can compete more successfully when they can communicate to the customer the advantages of their product over competitors product.

Knowledge of competitor and the industry: Sales trainees need to be made aware of industry trends and competitive tactics and must understand how these may affect the demand for the companys products. Trainees should know almost as much about competitors products.

Customer and market knowledge: Sales trainers today are emphasizing the customer more than ever in their training programs. In the new selling environment of the 1990s, customers are highly knowledgeable and professional, and they have greater demands and expectations than they did in the past. Consequently, an effective sales training program must go beyond the basics. It is no longer enough merely to teach salespeople to overcome customer objections; salespeople must be trained to create cooperative partnerships with their customers.

Knowledge of the selling process: Prospecting Planning the call Approaching the prospect Making the sales presentation Meeting objections Closing the sales Follow up

Methods of group training: The methods employed to train the sales force depend not only on the objectives an content of the raining program but also on whether a group or an individual is being trained. When there is a group of trainees, the training methods typically used are lectures, group discussions, role playing, teletraining, videotapes, audiocassettes, slide presentations, and simulation games.

The methods of group training are mentioned below: Lectures Group discussions Role playing Teletraining Videotapes Audiocassettes Slide presentation Simulation games

Methods of individual training: Several methods can be used to train persons individually, including onthe-job training, personal conferences, correspondence courses, and interactive video. The individual training methods mentioned below: On-the-job training Personal conferences Correspondence courses Interactive videodiscs

Chapter-4 Finding & Recommendation: During the period of preparing term paper we have visited Seven Circle (BD) Ltd. Several times and collected various data regarding recruiting, selecting and training. This company has practice in recruiting process and also recruit sales force/sales person form following sources: Persons within the company. Source from Competitors Company. Non-competing company. Educations institutions. Advertisements. Employment agencies.

Communicates with some higher Executives, it is clear that most of the time Seven Circle (BD) Ltd. Collected the sales force from competitors company, non-competitor company and circular in the daily newspapers and BD jobs.com This company has follow the selecting process under following tools like; initial screening of application forms, structured/unstructured, reference check, physical examination and organize some tests. In the training session; there is no training facility but sales manager are guide the sales forces. After studying the Seven Circle (BD) Ltd. We recommended that the training process must be introduced to this company as soon as possible. So that this company acquired heights market share.