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MKTG - Essay Example

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Firms usually hire salespeople at the entry level and consequently promote the salespeople from within the organization to sales management positions. Just like any other career, sales professionals are usually a determined group of individuals, wishing to progress their career…
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MKTG
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Promotion from Sales to Management Introduction Firms usually hire salespeople at the entry level and consequently promote the salespeople from within the organization to sales management positions. Just like any other career, sales professionals are usually a determined group of individuals, wishing to progress their career in sales with a promotion. This requires adoption of a concise plan, performance, and leadership. Hiring at entry level and promotion from within mainly enhance salesperson’s trust in the company, besides minimizing salesperson turnover and opportunistic turnover. Often promotion to a sales management role hinges on top performance in a selling role. Firms usually seek to minimize turnover of salespeople possessing high transaction assets, which may be costly to the organization as this translates into an opportunity loss and direct costs flowing from fresh training.
Promotion from Sales to Management
Executives within a company may be lured into believing that promoting the top salesperson and putting five people under them will translate into five times the sales. This may be an illusion and may be far from reality. Promotion to a management position should not be solely based on performance only. This stems from the fact that a selling role and managerial position require distinct abilities and diverse motivators (Ingram et al. 289).
A core trait that should be sought in the promotion of salespersons into management is a demonstration of being a top salesperson with a possession of a solid work ethic, among other aspects. Promotion into management for a salesperson is not a soft option as the manager is expected to manage a successful sales team and deliver predictable performance. Moreover, top salespeople who get promoted are rarely awarded a functioning, highly-effective sales team. The pressure to turn around the fortunes heaps a lot of pressure on the manager.
Critics to promotion based on a selling role point out that this is a prime example of promoting people to “a level of incompetence.” The move should not be inspired by “disciple selling,” as this is a recipe for failure. The motivation of the promotion should be a conviction that the salespersons have the potential to succeed in that capacity. This demands an application of a clear cut process and methodology in order to evaluate the best sales management candidates.
The depressing aspect of most promotions from selling roles is that the vast majority of the new managers are not successful in their endeavors. The move from a technical or sales position into management is usually complicated and sometimes less desirable than it appears. This stems from the fact that sales and management are utterly different and take contrasting mindsets. For instance, salespeople are mainly motivated by individual achievement while a manager has to concentrate on the performance of the sales team. The criteria for promotion of salespersons into a managerial position should not hinge on the assumption that top-seller = top sales manager. Not all “excellent salespeople become excellent sales managers.” Some top salespersons certainly become first-rate managers, while others utterly fail at sales management.
Sales management should not be perceived as merely a job elevation, but a job change. The promotion from sales to management should be handled as a job change, rather than a “promotion.” Perceiving sales promotion as a job change means that this is an opportunity to provide training and mentoring programmes, besides monitoring their performance. The core objective of the company should be ensuring that the new sales manager successfully assimilate into the new role.
In conclusion, sales professionals aiming for a managerial position should have a concise career plan coupled with lateral moves that explore career interests and aspirations. High performance in the field of sales is crucial, besides adding value to sales team and being visionary. The newly promoted managers should not project their own values concerning work ethic, career goals, and personal goals onto their team in order to avoid friction. In addition, the manager should actively engage in training, coaching, and follow-up in order to promote performance within the teams.
Works Cited
Ingram, Thomas, LaForge Raymond, Avila Ramon, Schwepker Charles & Williams, Michael. Sales Management: Analysis and Decision Making. New York: M.E Sharpe, 2012. Print. Read More
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