Case Study: Analysis of the Sales Department of Dito Electrolux

Résumé du document

Selling is one of the most important activities in nowadays economy. The role of salespeople has been increasing over the past few years as customers changed due to more efficient marketing techniques. However reliable sales cannot only count on marketing to be successful. Salespeople have to develop new strategies to manage selling either in B2B or B2C. Thus it can be argued that there is a necessity to adopt sales strategies and sales behavior in order to gain new sales. In order to gain a better view of sales department a report based on a case study was written. The case study chosen emphasizes that sales is lead by people and undertaken for people not only for firm, as trust is the keystone in the selling process.

Dito Electrolux is the firm from which the salesperson came from. Firstly we present you Dito Electrolux's background. Then the salesperson interviewed for the case study is the sales manager of Dito Electrolux France. Questions were asked about sales function and management. Finally group recommendations are given to trying to improve the sales department.

Extraits

[...] Seventy percent of the new sell model is based on listening though building trust and identifying needs. Also we can add ability to communicate, resilience and determination. The determination is likely to be the key between a sales person and a top sales person. If we see determination as a form of courage we can assume that “courage is not simply one of the virtues, but the form of every virtue at its testing point” (C.S. Lewis, quoted by B. Tracy p76, 1995). [...]

[...] Personal selling and Sales Management Case Study: Analysis of the Sales Department of Dito Electrolux TABLE OF CONTENTS Introduction 3 I. The company profile 4 A. Company background and Industry 4 B. Dito-Electrolux markets 4 C. Competitors 5 D. Products Dynamic Preparation Products Induction Cooking Products Refrigeration 7 II. Sales function 8 a. What size is the sales function vis-à-vis other functions in the company? 8 b. How is the sales function structured (geographically, by product)? 8 c. Sales force geographical organisation 9 d. [...]

[...] It also requires a very good organization to achieve better resources allocations. IV. Sales force a. Analyse one member of sales team in terms of experience/education We still interview Mr. Caron in so far he was a salesperson in Dito Electrolux before he became the sales manager. He passed a degree in law and a master marketing at Lille Business School. Then he got employed as a sales person in Vert Baudet mall-order selling for 5 years. He ended up and worked for 7 years as sales manager assistant in But. [...]

[...] If they need something in terms of training, they ask me or my assistant to set up training sessions. The system of rewards and compensation follows the following pattern; reward goes up to 10% of the monthly personal objectives completed in turnover of completed objectives mean 100% of reward. Reward on outstanding discounted bills. Quarter rewards. For instance, a sales person who sold as 50 kitchens according to his objectives will receive 10% of the global sell price. In Dito Electrolux, salespeople come from broad different backgrounds. [...]

[...] Moreover marketing people are less likely to be successful in B2B selling as marketing is far less important; economic criteria are the key. On the other hand marketing people could claim that sales force has not a complete overall view of how the markets work. b. Has technology changed the sales function or will it in the future? No real improvements thanks to technology. The old way is still very important. The sales management relies on communicative people rather than technology. III. [...]