The Sales Force — Structures and Organisation

Abstract

Reports on a study investigating the ways in which companies organise their sales forces and research. Outlines one particular area of interest — the potential use to be made of information provided by the representatives to sales managers. Discusses differences between selling and marketing and how companies have attempted to incorporate this fact into their thinking and organisational frameworks, and welcomes this approach. Investigates the salesman's role and how it has altered in the last 20 years. Gives an example of types of salesman and what companies look for in candidates for sales jobs, these include: maintaining good relations with established customers and encouraging source loyalty; cold calls by commando salesmen whose role is to search out and establish new accounts; and specialist salesmen to handle distinctive requirements of various classes of customers. States also that in UK companies' sales structures it is apparent that salesmen are usually deployed on a geographical territory basis. Examines a case example of a hypothetical firm in the softwood timber importing and distribution business, and discusses this in detail, using an analysis sheet for explanation. Concludes that although the case study relates only to a single firm in one industry there is good reason to suspect there are many firms in a similar position, some of who are particularly liable to experience the problems discussed.