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Essay / Research Paper Abstract
This 9 page paper considers the dilemma faced by many companies, should they promote their top sales person to a sales manager. The paper examines the advantages and disadvantages of the promotion and looks at what other influences, such as personal characteristics, that may influence the success or failure of a promotion. Real cases are used to illustrate the points raised. The bibliography cites 9 sources.
Page Count:
9 pages (~225 words per page)
File: TS14_TEsalemg.rtf
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Unformatted sample text from the term paper:
there will be a reliance on the salesmen. For many companies the calibre of sales people have been the source of great value, with the skills recognised as a
key success factor. This has resulted in different approaches. The promotion of the sales managers will often take internally, with candidates take form the sales force. The promotion of the
highest performing sales representatives may be a difficult decision. There are both advantages and disadvantages to this course of action. Some of this will depend upon the personal characteristics of
the sales person, other factors will depend in the culture of the company. It has been established that there are many success stories of the top sales people having
the talent to take them further and climbing the organisational ladder (Pollack, 1995). However, not all good sales people will make good manages, just as not all good managers will
make sales people. The sales environment may be seen as different from others. The environment is naturally competitive, a healthy level of competition may maximise the performance of a sales
team. Seeing sales representatives being promoted to management position may, in itself be motivational, allowing the prospect of promotion and advancement to be seen (Richter, 1995). The question then arises,
which is the best sales person to promote. The top sales person may be the prime candidate they have proved themselves, and as such there will be an existing
level of respect from the sales force which could not be achieved by a low or moderate performer (Arnott, 1995). Alternatively, by taking the highest performer out of the field
there is also a danger that sales levels will drop (Stevens, 1991). The move is, at best, a gamble, with the hope that the sales manager will be able to
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