selling and negotiation skills-1st sem-mms modified
TRANSCRIPT
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Compensating sales personnel
Purpose of the plan- 1)provide a living wage
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Compensating sales personnel
2)adjust pay levels to performance (expectancy motivation theory)
3)provide a mechanism for demonstrating the congruency between attaining company goals and individual goals (expectancy theory)
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When total overhauling of plan?
1)when the morale is low because of low compensation
2)when a company is anticipating the cultivation of new and different markets
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7 requirements of a good compensation plan-
1)it provides a living wage preferably in the form of a secure income
2)fits with rest of the motivational program
3)is fair-equal pay for equal performance
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7 requirements of a good compensation plan-
4)easy for sales personnel to understand
5)adjusts pay to changes in performance
6)economical to administer 7)helps in attaining the objectives
of the sales organization
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Devising a sales compensation plan
1)define the sales job 2)consider the company’s general
compensation structure
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Devising a sales compensation plan-
3)consider compensation patterns in community and industry
4)determine compensation level 5)provide for the various
compensation elements
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Devising a sales compensation plan-
6)special company needs and problems
7)consult the present sales force 8)reduce tentative plan to writing
and pre-test it 9)revise the plan 10)implement the plan and provide
for follow-up
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General compensation structure
As per job evaluation Job evaluation methods-4 1)simple ranking 2)classification or grading 3)point system 4)factor-comparison method
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Simple ranking
Inexpensive Widely used by small businesses Executive committee sorts out job
descriptions in the order of worth
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Simple ranking
Without considering current individuals in the job or their compensation levels
No effort is made to determine critical factors inherent in the job
Only relative appraisal of the relative worth of different jobs are made
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Classification or grading
The grades sometimes called classes, are described in terms of job responsibilitys,skills required, supervision given and received,exposure to hazardous and unfavorable working conditions
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Classification or grading
Job descriptions are then classified into appropriate grades by an executive committee or by personal specialists
All jobs within a grade are treated alike with respect to base compensation
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Point system
Most widely used method Factors considered are- Mental and physical
skills,responsibility,supervision given and received, personality requirements and minimum education required
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Point system
Each factor is assigned a minimum and maximum number of points (in line with importance)
Appraised factor scores are combined into a total point value
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Point system
Finally, bands of points are decided upon and become the different compensation classes
Point values make it possible to determine the gap, or distance, between job classes
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Factor-comparison method
Resembles the point system but more complex
Utilizes a scheme of ranking and cross-comparisons to minimize error from faulty judgment
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Factor-comparison method
Employs selected factors and evaluation scales
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Factor-comparison method
Scale values are in dollars and cents, and no upper limit exists to the valuation that can be assigned to any one factor
A selected number of key jobs, typical of similar jobs throughout the company are then evaluated factor by factor
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Factor-comparison method
This is done by arranging them in rank order from highest to lowest for each factor
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Factor-comparison method
As a check against judgmental evaluation, the compensation dollars actually paid for each job are allocated to the factor; the allocation automatically establishes the relationship among jobs for each other
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Factor-comparison method
The judgment ranking and the ranking by allocation of compensation are compared and differences are reconciled, or else the jobs are removed from the key list
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Factor-comparison method
On the basis of dollar amounts assigned to the several factors making up key jobs, additional jobs are evaluated and their monetary values for each factor interpolated into the scale
This process is repeated until all jobs are evaluated
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4-determine compensation level
Decide on the average Ascertain the caliber of the present
sales force measures up to what the company would like to have
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4-determine compensation level
Weigh the worth of individual persons through estimating the sales and profit dollars that would be lost, if particular sales person resigns
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4-determine compensation level
Another consideration is the compensation company can pay
Plot each cost estimate on a break-even style chart
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Similar companies but different pay? Possibilities-
The first group of sales people may be overcompensated
Sometimes, management does not know the true worth of individual sales personnel
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Similar companies but different pay? Possibilities-
In other cases, management regards some sales personnel as indispensable or managerial inertia prevents adjustment of the compensation level to a changed selling conditions
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Similar companies but different pay? Possibilities-
Sales managers are biased in favor of high compensation for selling jobs
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5-provide for the various compensation elements
4 basic elements- 1)a fixed element, either a salary
or drawing account, to provide some stability of income
2)a variable element (a commission, bonus or profit sharing arrangement) to serve as an incentive
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5-provide for the various compensation elements
3)an element covering the fringe or ‘plus’ factor-such as paid vacation, sickness and accident benefits, life insurance, pensions and the like
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5-provide for the various compensation elements
4)an element providing for reimbursement of expenses or payment of expense allowances
Generally fixed and variable component will be 80/20 or 60/40
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Types of compensation plans
1)straight salary 2)straight commission 3)combination of salary and
commission
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Straight salary
Once popular now less importance @20%organizations use this
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Straight salary
Most common among industrial goods companies
Suitable when the selling job requires extensive missionary or educational work, when sales people service the product or give technical or engineering advice, or when sales people do considerable sales promotion work
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Straight salary
If non-selling tasks bulk large in the salesperson’s total time expenditure
Commonly used for people involved in trade-selling
Sometimes for driver-sales people selling liquor,beverages,milk,bread etc
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Straight salary-advantages
Provides strong control over sales personnel
Management can direct their activities along the most productive lines
Economical to administer Accounting costs are lower
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Straight salary-advantages fro salesman
Stability of income Less burden of planning routing
and scheduling
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Straight salary-disadvantages
Many sales people do only an average rather than an outstanding job
There is tendency to under compensate productive people and overcompensate poor performer giving rise to turnover and increased cost of recruiting
Maintaining morale
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Straight salary-disadvantages
Difficult to adjust to changing conditions during downswings
During upswing, sales people will not be ready to exceed previous sales records by any large amount
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Straight salary-disadvantages
Through good administration, these weaknesses can be overcome
Measuring average, good and poor performance is difficult
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Straight commission
Individual sales personnel should be paid according to productivity
Sales volume is the best productive measure
More complex than straight salary plan
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Straight commission
2 classifications- 1)straight commission with sales
personnel paying their own expenses
2)straight commission with the company paying expenses, with or without advances against earned commissions
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Straight commission
Suitable where non-selling duties are relatively unimportant and management emphasizes order getting
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Straight commission
Common in the clothing,textile,and shoe industries and in drug and hardware wholesaling
Insurance, investment securities, furniture manufacturer, office equipment
Less than 10%companies use this plan
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Advantages-straight commission
Provides maximum direct monetary incentive for the salesperson to strive for high level volume
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Advantages-straight commission
A means for cost control-all direct selling expenses except for traveling and miscellaneous expenses fluctuate directly with sales volume changes and sales compensation becomes virtually an all variable expense
Great flexibility-by revising commission rates applying to different products
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Disadvantages-straight commission
Provides little financial control over salespeople’s activities
Negligence towards daily reports etc,consider sales accounts as individual property, high pressure tactics and loss of goodwill
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Disadvantages-straight commission
May push the easiest-to-sell-low margin items and neglect harder-to-sell high-margin items
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Disadvantages-straight commission
Costs of checking and auditing salespeople’s reports and of calculating payrolls are higher than under the straight salary method
Some salespeople’s efficiency may decline because of income certainties (management needs to invest in time and money to buoy up their spirits)
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Determining commission base
Company selling policies and problems influence selection of the base
If obtaining volume is the main concern, the total sales is the base
If sales personnel make collections on sales, commissions are based on collections
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Determining commission base
In case of excessive order cancellation history, commission can be based upon shipments, billings or payments
Some companies base commissions on gross margins
Other companies use net profits as the base
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Drawing accounts Company establishes separate accounts
for each salesperson, to which commissions are credited and against which withdrawals are made
Drawing accounts resemble salaries, since customarily individual sales personnel are allowed to overdraw against future earnings
If sales personnel become greatly overdrawn, they may lose incentive to produce, because earned commissions are used to reduce the indebtedness
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Drawing accounts
Some sales personnel become discouraged with the prospect of paying back overdrawn accounts and quit the company
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Drawing accounts
To forestall quitting by overdrawn salespeople, some firms use “guaranteed" drawing account plans (these do not require the paying back of overdrawls)
Commonly, drawing account plans include a provision that covers the possibility of overdrafts
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Salary and incentive combination plan-advantages
Sales personnel have both the security of stable income and the stimulus of direct financial incentive
Management has both financial control over sales activities and the apparatus to motivate sales efforts
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Salary and incentive combination plan-advantages
Greater flexibility for adjustment to changing conditions
Cooperative spirit develops between the sales personnel and the company
Disagreement on pay increases and territorial changes are less violent
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Disadvantages of combination plan
Clerical costs are higher More records are maintained and
in great detail Generally 80-20 or 60-40 fixed and
variable element
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bonus
Is an amount paid for accomplishing a specific sales task
Are paid for reaching a sales quota, a performing promotional activities, obtaining new accounts, following up leads, setting up displays or carrying out other assigned tasks
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bonus
Is an additional financial reward to the sales person for achieving results beyond a pre-determined minimum
Bonuses are never used alone-they always appear with one of the three main sales compensation methods
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bonus
The bonus conditions require thorough explanation, as all sales personnel must understand them
The necessary records must be set up and maintained
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bonus
Procedure for keeping sales personnel abreast of their current standings relative to the goals are needed
Any bonus misunderstandings or grievances arising should be dealt with fairly and tactfully
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Fringe benefits
Range from 25 to 40% of the total sales compensation package
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Fringe benefits
Do not bear direct relationship to job performance
Some fringe benefits like payments for social security premiums, unemployment compensation and worker’s compensation are required by federal and state law
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Why fringe benefits?
1)to be competitive with other companies in the industry or community
2)to furnish reasons for employees to remain in the company’s service
3)to comply with what employees expect as fringe benefits
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Fringe benefits-possible for sales personnel
1)time-holidays,vacations,sick-leave,personal-leave,sabbaticals,pregnancy leave
2)organization dues-trade association, civic clubs, country clubs, professional association
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Fringe benefits-possible for sales personnel
3)retirement programs-social security (mandatory) ,pension plan, profit sharing, salary reduction plans
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Fringe benefits-possible for sales personnel 4)miscellaneous-automobile,use of vacation
spot,parking,dry cleaning and laundry,lunches(all or part), secretarial services, employee stock purchase plan, company-provided housing, legal services, financial counseling,tution for continuing education programs, financial support for dependent’s education, discount for purchase of company products, child care payments, matching funds to charities and schools, company social events, company sporting tournaments, retirement counseling, career counseling, payment of moving expenses
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Fringe benefits-possible for sales personnel 5)insurance and medical-physical
examination, medical payments and reimbursements, hospitalization insurance, dental insurance, disability insurance, life insurance, travel insurance, accident insurance, worker's compensation (mandatory), unemployment insurance (mandatory), cancer insurance, psychotherapy expense
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Managing expenses of sales personnel
Generally @9% in the electrical equipment industry
@34%in the automotive parts and accessories industry
Most industries, amount from one-fourth to one-half of sales compensation
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Managing expenses of sales personnel
Missionary selling incurs the lowest expenses since involves calling on professionals who are extremely busy
New business selling results in the highest selling expenses (calls are promising investment)
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Managing expenses of sales personnel
Technical selling requires longer calls, more spending
Trade selling-routine calls with short times spent with each customer-most expenses for travel and lodging and little for entertainment
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Managing expenses of sales personnel
It is wiser to be overly liberal than to restrict salespeople’s activities through insufficient expense reimbursement
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Managing expenses of sales personnel
Some firms try to hold expenses within a planned total amount or to some percentage of sales volume of gross margin
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Managing expenses of sales personnel
Others control sales expenses only in a general way by scrutinizing expense reports or through policy statements outlining the conditions under which the expenses are reimbursable
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Reimbursement of sales expenses-policies and practices
1)have sales personnel pay their own expenses
2)reimburse sales personnel for all or part of their expenses
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2 common sense principles for expense reimbursement policies
1)reimbursable expenses should be large enough to permit the performance of assigned duties in the expected manner
2)all expenses incurred because sales personnel are away from home on company business should be reimbursable
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Sales personnel paying their own expenses
Is the simpler by far Treat sales personnel as
independent businesspeople using straight commission plan
No records are necessary
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Sales personnel paying their own expenses
It is essential that their regular commission be sufficient to permit them to further the company’s best interest
Little management control can be exercised
Avoid missionary duties and ‘high spot’ (call on large account)
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Full or partial reimbursement
Factors affecting- Territorial size and characteristics Caliber of sales personnel Nature and breadth of product line Managerial efficiency Intensity of competition Mode of travel
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How a expense reimbursement policy should be?
Take into account the customary living standards of the salesperson and the customers (more emphasis)
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How a expense reimbursement policy should be?
The salesperson should eat and stay at hotels of the class patronized by the customers
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How a expense reimbursement policy should be?
In some instances, different salespeople in the same company should be allowed different amounts for expense, reflecting deviations in customer’s living standards (actual expenses vary a great deal from one territory to another)
Keep expenses reasonable
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How a expense reimbursement policy should be?
No bad feeling among the sales staff
Easy to administer-minimum supervision and record keeping
Avoid tendency to over economize
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Methods of controlling and reimbursing expenses of sales personnel
1)flat expense account 2)flexible expense account 3)honor system 4)expense quota
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Flat expense account
No need to keep reports and no need to check expense accounts
Makes possible the advance determination of total sales expenses
Forces sales personnel to control their own expenses
Works best when-
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Flat expense account
1)the exact amounts of expense accounts do not need changing often (selling staple products in small territories)
2)when expense allowances come up for frequent review and possibly revision
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Flat expense account
Should have flexibility built into them
The weakness is the tendency of some sales personnel to over economize thinking it as a regular addition to salary and do not spend all of it, preferring to save a portion for personal use
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Flexible expense account
Known as ‘exact' plan and most common
Sales personnel are reimbursed for all allowable expenses incurred and reported
for this method to work management must-
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Flexible expense account
1)know the total amount of sales personnel’s probable expenses
2)classify expenses into ‘allowable' and ‘non-allowable" categories with clear descriptions of items under each heading
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Flexible expense account
3)set up a system and forms for the sales staff to use in periodic expense reporting
4)establish procedures for checking itemized expense reports and for expeditious handling of reimbursements
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Flexible expense account
Because of the flexibility sales opportunities are fully capitalized on as they arise
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Flexible expense account
Administrative costs are sizable because of the large amount of clerical and accounting work in checking expense reports and making reimbursements (good sales persons are generally poor record keepers)
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Flexible expense account
Without close control, some people spend the company’s money too generously, further aggravated by the opportunity for expense account padding giving rise to disputes
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Honor system Sales expenses are fully reimbursed Only total expenses are reported Indicates complete honesty of all
sales personnel Easy to administer thus paving way
to savings in both accounting expenses and time
Management control is weak
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Honor system
Sales personnel may become free spenders spending on unwanted heads
Regard expense accounts as sources of income causing inequities in expense allowances adversely affecting morale
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Honor system
To control,establish maximum ratios of selling expense to sales
Watch the trend of expenses; sudden and sizable increase in reported expenses unless accompanied by parallel increase in sales
Remedial action in case of dishonesty
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Expense quota Permits week-by-week variations but
controls total expenses over long period of time
Management first studies individual sales territories and estimates the sales volume and upper limit for each sales person
Prompt and full reimbursements are made
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Expense quota
Drawback-the burden for controlling expenses is upon the sales personnel rather than upon management
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Expense quota
Skillful administration is necessary In case of wrong forecasts, the
sales personnel may curtail their activities towards the end of budgetary periods because of low balances left in accounts
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Reimbursement of automobile expenses
1)flat mileage rate 2)graduated mileage rate 3)fixed periodic allowance 4)combination fixed periodic
allowance and mileage rate 5)runzheimer plan
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Flat mileage rate Must set the mileage rate high enough to
cover all expenses of automobile ownership and operation, yet low enough to permit the company to buy transportation economically
Works satisfactorily when a company’s sales force covers small territories all in the same geographical area
Most local and regional wholesalers among other small companies favor flat mileage rates
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Flat mileage rate
Short-comings- Ignores cost differentials arising
from the use of various makes and models
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Flat mileage rate
Ignores territorial differences in expenses (price of gasoline,oil,tires,insurance coverage, license and inspection fee etc)
Hesitation in adjusting the rate upward as well as downward in line with changing actual expenses
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Graduated mileage rate
Different rates apply to mileages in different ranges
Setting the rate per mile is difficult Suitable when sales personnel
travel long distances annually and serve concentrated geographic areas without significant regional expense differences
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Fixed periodic allowance
To those who use their personal vehicle on company business-on day,week,month basis
Assumes that total automobile expenses vary with duration of use rather than mileage
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Fixed periodic allowance
Difficult for sales personnel with large territories requiring extensive traveling
If allowances are uniform for all sales personnel, morale suffers because of the inequities
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Fixed periodic and mileage rate combination
Fixed periodic allowance to cover fixed and semi variable expenses such as insurance premiums, license fees and depreciation
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Fixed periodic and mileage rate combination
Mileage payment for operating expenses including cost of gasoline, oil and tires
Some companies using combinations systems accumulate reserves to cover depreciation on automobiles and reimburse sales personnel when they buy new cars
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Runzheimer plan
Originated by consulting firm Runzheimer USA in 1933
Divides USA into 29 auto-use basic cost areas
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Runzheimer plan
Allowances are for 20,000 miles of average annual travel within each of the cost areas
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Runzheimer plan
Recommends that certain expense items not provided for in the standard allowance be reimbursed as incurred and reported by sales personnel such as local city license fees, property taxes, daytime parking, overnight parking away from home and toll charges etc
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Runzheimer plan
More than 1,50,000 drivers of business automobiles are reimbursed over $500 million each year
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travel
travel awards are popular and a strong incentive
Generally provide trips for winners and their spouses
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Special honors or privileges A letter from a top executive
recognizing the winner’s superior performance
A loving cup A special trip to a home office
meeting Membership in a special group or
club (million dollar club for life insurance salesman)
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Special honors or privileges
Publicity through house organs and in hometown newspapers
Are used by firms employing sales personnel who are almost ‘independent entrepreneurs”
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Special honors or privileges
These are suitable when management desires to strengthen group identity and build team spirit
These appeal to the sales person’s belongingness and social relations needs
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How many prizes and how should they be awarded?
Make it possible for everyone to win
Present performance levels be considered
Basis for award be improvement rather than total performance( not the total sales volume but %of quota achieved)
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Impact upon sales force morale
Successful sales contests result in permanently higher levels of sales force morale
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Impact upon sales force morale
If the format causes personal rivalry, it may have the counter productive effect of creating jealousy and antagonism among the sales force
It is advisable to organize teams and place the emphasis on competition among teams for recognition than individuals
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Objections to sales contests Only 1 in 4 sales departments use contests,
why? Sales persons are paid for their service under
provision of the basic compensation plan hence no need to reward them further
High caliber and more experienced sales personnel consider sales contests juvenile and silly
Contests lead to unanticipated and undesirable results such as increased returns and adjsutments,higher credit loss and overstocking of dealers
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Objections to sales contests
Sales slump occur before and after the contest
The disappointment suffered by contest losers causes a general decline in sales force morale