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Journal articles on the topic 'Sales Coaching'
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Carter, Tony. "Sales Management Coaching." Journal of Hospital Marketing & Public Relations 16, no. 1-2 (August 30, 2006): 113–25. http://dx.doi.org/10.1300/j375v16n01_08.
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Badrinarayanan, Vishag, Andrea Dixon, Vicki L. West, and Gail M. Zank. "Professional sales coaching: an integrative review and research agenda." European Journal of Marketing 49, no. 7/8 (July 13, 2015): 1087–113. http://dx.doi.org/10.1108/ejm-06-2014-0368.
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Purpose – The purpose of this paper is to provide an integrative review of coaching research from different contexts (e.g. athletics, executive coaching, project management and sales), delineate professional sales coaching from other developmental activities and develop a research agenda for stimulating research on professional sales coaching. Professional sales coaching is considered an important sales force developmental program by both sales practitioners and researchers. Yet, research on sales coaching remains fragmented in the extant literature. Design/methodology/approach – An extensive literature review of extant research and theoretical perspectives on coaching as well as insights gathered from exploratory, in-depth interviews of ten sales managers were used to develop the research agenda. Findings – The review and research agenda identify a number of sales coaching-related topics that warrant further research. Specifically, the research agenda addresses salesperson characteristics, sales manager and coach characteristics, selling organization characteristics, sales coaching approaches, nature and effectiveness of the sales coaching process and, finally, outcomes of sales coaching. For each topic, extant research, relevant insights from exploratory interviews and directions for future research are discussed. Originality/value – This paper is the first integrative review of coaching-related research in the sales literature. It offers an updated conceptualization of sales coaching and identifies opportunities for future research.
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Reusche, Uwe. "Kompetenzentwicklung durch Sales Coaching." Sales Excellence 22, no. 5-6 (May 2013): 44–45. http://dx.doi.org/10.1365/s35141-013-0701-7.
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Strayer, Jeanne, and Allison Rossett. "Coaching Sales Performance: A Case Study." Performance Improvement Quarterly 7, no. 4 (October 22, 2008): 39–53. http://dx.doi.org/10.1111/j.1937-8327.1994.tb00649.x.
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Khandelwal Das, Komal, Ashwani Kumar Upadhyay, and Subrata Das. "Getting stellar sales performance: why sales managers’ mentoring, coaching and technology capabilities make the difference." Development and Learning in Organizations: An International Journal 28, no. 5 (July 29, 2014): 13–16. http://dx.doi.org/10.1108/dlo-02-2014-0012.
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Purpose – The aim of this viewpoint is to distinguish the importance of sales managers’ attitude and role clarity in the context of mentoring, coaching and technology capabilities to achieve stellar sales force operations and performance. Design/methodology/approach – This report reviews the sales training literature to highlight how managerial interventions enhance competencies, behaviours and advanced level of selling orientation by mentoring and coaching construct. The concept of manager’s creativity and imagination is brought out to explain why it should be adapted and carried out in an era of vibrant and dynamic selling paradigm. Findings – Adapting and implementing the concept of mentoring and coaching in a personal or industrial selling context may provide sales organization and academicians a better reason of how leadership and personality traits of manager enhance learning transfer. Practical implications – Sales managers could develop appropriate new metrics based on market orientation for building strategic relationships, thereby eliminates ambiguity in sales-force function. Social implications – Increased sales result in sales force retention, organizational sustainability and economic growth. Originality/value – This paper introduces the concept of mentoring and coaching touch as improvement tactics to transform average salespeople into exceptional performers in contemporary selling to surpass productivity records.
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Mallin, Michael L. "When performance improvement coaching for your salesperson goes badly: a conceptual approach to dealing with negative reactions." Development and Learning in Organizations: An International Journal 31, no. 4 (July 3, 2017): 5–8. http://dx.doi.org/10.1108/dlo-11-2016-0103.
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Purpose The purpose of this paper is to provide a framework and conceptualization of approaches to salespersons’ negative reactions to performance-improvement coaching. This is done by first depicting “negative reaction to coaching” (such as defensiveness, reluctance, fear, confusion, or apathy) as the manifestation of an underlying psychological “basic issue” held by the salesperson. Next, from the sales coaching and psychology literature, the theoretical underpinnings of the following coaching approaches are introduced: humanistic, behavioral, cognitive, and psychodynamic. Finally, applications of coaching conversations are presented for each “basic issue” and “coaching approach” pairing. Design/methodology/approach This study is conceptual and is depicted using a framework illustration (table) of how each negative reaction to coaching (i.e. basic issue) maps to a theoretical approach rooted in the psychology and coaching literature. Findings Dealing with a rep’s negative reaction to performance-improvement coaching should be treated like the process of handling any sales objection, issue, or concern. This process consists of, first, recognizing, clarifying, or attempting to better understand the rep’s negative reaction; and second, responding to the negative reaction using the appropriate psychology-rooted coaching approach to clarify or explain the purpose or rationale for coaching. Examples and sample coaching conversations are presented for each negative reaction–coaching approach pairing. Research limitations/implications The conceptual research presented in this paper provides scholars one way to view and understand such negative reactions to performance-improvement coaching from salespeople, as it maps to the underlying psychological basic issues (behind negative reactions) and theoretical basis (to coaching approaches). Using the framework of Argyris and Schon, this paper conceptualizes these negative reactions to coaching as “action strategies” as a rep’s means to protect him/herself psychologically. Practical implications For practicing sales managers (coaches), a better understanding of negative reactions to performance-improvement coaching and underlying theoretical approaches to responding to them could better help shape the most constructive coaching conversations with reps. These conversations should follow the same format as responding to a customer objection (e.g. better understand the reaction and then respond to it). Originality/value This conceptual paper blends the theory and practice of sales coaching by providing a framework to aid sales managers in overcoming and minimizing the obstacles posed by salespeople when they are not open to coaching conversations.
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Sijabat, Rauly, and Pramudianto Pramudianto. "Efektifitas Executive Coaching Pada Tipe Kepemimpinan Transformasional Dan Transaksional." Jurnal Administrasi Bisnis 8, no. 2 (November 19, 2019): 101–10. http://dx.doi.org/10.14710/jab.v8i2.25257.
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Executive coaching that considers leadership types has the potential to change behavior that can improve individual and organizational performance. This is what prompted a study to determine the effectiveness of giving executive coaching on the types of transformational and transactional leadership.The design of the study designed in this study is mixed-factorial design 2x2 between-within subject. The first factor is executive coaching which consists of two levels, namely executive coaching and no executive coaching and the second factor is the type of leadership which consists of two levels, namely transformational and transactional on proactive influence tactics rational persuasion, inspirational appeals, consultation, collaboration. The data measured or observed in this study is the sales performance of the experimental participants consisting of sales heads and key account heads in automotive multinational companies.The findings of this study indicate that this type of transformational leadership with executive coaching has proven to be more effective in improving sales head and key account head sales performance. Furthermore, this study also shows that in the type of transformational leadership, the proactive collaboration and consultation influence tactics proved to be more effective while the transactional leadership type will be more effective in proactive rational and inspirational tactics.
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Little, Bob. "Virtual value soars for sales-related skills." Industrial and Commercial Training 46, no. 5 (July 1, 2014): 265–69. http://dx.doi.org/10.1108/ict-02-2014-0009.
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Purpose – The purpose of this paper is to outline an unusual – and online-based – approach to sales and negotiation training and coaching. Design/methodology/approach – Interviews with organisations involved, augmented with case studies. Findings – The “Learn, Implement, Support” method of developing sales and negotiating skills is effective. It combats, cost effectively, the criticism that 30 per cent of all learning is forgotten within 30 days of receiving training unless it is reinforced in a practical way. Practical implications – Organisations of all sizes – not just global multinationals – can now increase productivity and profitability from the online delivery of relevant learning materials, followed immediately by virtual coaching and support for a period of at least 12 months. Social implications – People can learn how to sell products and services more effectively and efficiently, via online-delivered learning and coaching, which contains a high degree of video. Originality/value – Organisations of all sizes – not just global multinationals – can now experience and benefit from the knowledge, skills and experience of a master-performer in the fields of sales and negotiation, thanks to the advent of a system of online learning delivery followed by virtual coaching.
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Drake‐Knight, Nick. "Training and coaching boost performance of sales staff at B&Q." Human Resource Management International Digest 20, no. 1 (January 20, 2012): 14–17. http://dx.doi.org/10.1108/09670731211195918.
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PurposeThe purpose of this paper is to describe a Model of Excellence™ that has helped to improve the performance of sales staff at retailing giant B&Q, among other organizations.Design/methodology/approachThe paper explains the background to the Model of Excellence™ and some of the results it has achieved.FindingsThere are three levels of influence of the Model of Excellence™ – explicit standards, consistency and sustainability. The paper reveals how the Continue & Begin™ fast‐coaching model for on‐the‐spot coaching of sales employees and their colleagues is being used by many of the world's leading automotive and retail operators to reinforce sales training.Practical implicationsThe paper shows that the fast‐coaching approach is ideal for use when observing sales behaviors in situ as well as being a proven method for making the most of mystery‐shop video footage or telephone‐call recordings.Originality/valueThe paper highlights the importance of creating an explicit set of standards (the sales process) that people can relate to, that they believe could be achievable, that they can incorporate into their daily lives, and training sales staff to deliver them.
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Reday, Peter, Anthony Kos, M. Kassawat, and Frank Sole. "COACHING SALES PRESENTATIONS - MODELS FOR ASKING PROBING QUESTIONS." Journal of Academy of Business and Economics 19, no. 1 (March 1, 2019): 79–90. http://dx.doi.org/10.18374/jabe-19-1.7.
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Good, David J., and Cathy Owens Swift. "A Coaching Exercise in the Sales Management Class." Marketing Education Review 6, no. 3 (October 1996): 73–83. http://dx.doi.org/10.1080/10528008.1996.11488560.
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Pousa, Claudio, Yunling Liu, and Asad Aman. "The effect of managerial coaching on salesperson's relationship behaviors: new evidence from frontline bank employees in China." International Journal of Bank Marketing 38, no. 6 (June 4, 2020): 1259–77. http://dx.doi.org/10.1108/ijbm-12-2019-0437.
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PurposeThe purpose of the study is to test the effect of relationship managerial behavior (i.e. managerial coaching) on frontline employee performance (i.e. sales performance) and the mediating effect of employee's relationship behaviors (i.e. customer orientation and adaptive selling) in a Chinese banking environment.Design/methodology/approachData were collected using a survey from 242 frontline employees working at a large commercial bank in Dalian (China). Measures on managerial coaching, customer orientation, adaptive selling and sales performance were adapted from the literature. Data were analyzed using structural equation modeling in AMOS 26.FindingsResults indicate that (1) managerial coaching positively affects employee customer orientation, (2) employee customer orientation positively affects employee adaptive selling behavior and (3) adaptive selling behavior positively affects sales performance. Bootstrap analysis confirmed the significance and stability of all the direct paths (suggesting that every mediator fully mediates the effect of its antecedent on the criterion) but none of the indirect paths found support (full mediation model).Research limitations/implicationsThe study makes a contribution to the nomological network of managerial coaching by introducing a construct that has not been used previously (i.e. employee adaptive selling behavior) and testing its relevance in a commercial setting.Practical implicationsThe results suggest that (1) managerial coaching is a central managerial behavior for companies that would like to implement a relationship marketing strategy because it helps promote specific employee relationship behaviors like customer orientation and adaptive selling, (2) there seems to be little cultural differences in the banking industry between the Chinese and the Western banks, suggesting that coaching and other management tools can be transferable from one culture to the other and (3) that coaching is an effective tool to help employees achieve higher sales performance.Originality/valueThe paper contributes to the literature on the use of managerial coaching in commercial areas to increase frontline employee relationships behaviors. The identification of adaptive selling as a mediator is an original contribution because it has received little attention in scientific research. Additionally, the use of a Chinese sample of bank employees responds to recent call for more research in cross-cultural settings.
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Chaker, Nawar N., Andrea L. Dixon, and Katerina E. Hill. "The Path to Sales Center Leadership: Key Differences Between Academic and Practitioner Leaders." Journal of Marketing Education 42, no. 3 (June 8, 2020): 233–42. http://dx.doi.org/10.1177/0273475320920902.
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More universities are teaching sales to meet growing employer demand, thereby increasing the prominence of university sales centers. Sales center directors tend to be a PhD or a non-PhD faculty member. While there are advantages to both backgrounds, we know little about how sales center directors view their roles and what behaviors they enact to satisfy demands. The purpose of this research is to investigate the activities of sales center directors and gain deeper insights into their thought worlds. Leveraging job demands–resources theory and a work-based identity perspective, we posit that sales center directors with versus without a PhD will emphasize different job demands. Using a web survey to examine sales center director behaviors and in-depth interviews to explore their thought worlds, we find twice as many sales center directors with a PhD spend time on research activities than their non-PhD counterparts. Sales center directors with a PhD spend twice as much time on research activities than their non-PhD counterparts. Sales center directors without a PhD spend a quarter of their time coaching individual students while those with a PhD express strong desire to impact the sales profession, suggesting that their attention is broader than coaching students.
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Pousa, Claudio, and Anne Mathieu. "Boosting customer orientation through coaching: a Canadian study." International Journal of Bank Marketing 32, no. 1 (January 28, 2014): 60–81. http://dx.doi.org/10.1108/ijbm-04-2013-0031.
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Purpose – The purpose of this paper is to investigate to what extent bank manager's coaching, a managerial relationship behavior based on mutual trust, openness and quality of exchanges, affects front-line employee's performance through the mediating effect of salesperson's customer orientation. Design/methodology/approach – The paper conducted a non-experimental, cross-sectional study; a Canadian bank agreed to participate in the study and 122 financial advisors with sales responsibilities answered a web-based survey; data were analyzed using structural equation modelling. Findings – The paper found support for the hypotheses that managerial coaching behavior can help bank employees develop their customer orientation and increase their performance, as well as reduce opportunistic behavior (sales orientation). The paper found that the direct link between coaching and performance, plus the mediating effect of sales orientation and customer orientation (SOCO) can potentially explain a significant variation in employee's performance (r2=0.23). The paper also found that the hypothesized model provided better explanations of the phenomenon when compared with two rival models, one considering SOCO as a full mediator between coaching and performance, and the other one considering only the effect of coaching on performance. Originality/value – In the banking sector, practitioners and scholars are paying increased attention to the role of trust and relationship behaviors in the development of market orientation and customer relationships. The paper identified a key relationship behavior (customer orientation) and tests its impact as a mediator between a relationship managerial behavior (coaching) and business outcomes (performance) in an international banking setting (Canada).
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Phillips, Tracy. "Creating a coaching culture across a global sales force." Strategic HR Review 10, no. 4 (June 21, 2011): 5–10. http://dx.doi.org/10.1108/14754391111140945.
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Nguyen, Carlin A., Andrew B. Artis, Richard E. Plank, and Paul J. Solomon. "Dimensions of effective sales coaching: scale development and validation." Journal of Personal Selling & Sales Management 39, no. 3 (June 19, 2019): 299–315. http://dx.doi.org/10.1080/08853134.2019.1621758.
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Risaldo, Agung. "Impelementasi Strategi Pemasaran Dalam Upaya Peningkatan Nilai Jual Hasil Produksi Warga Binaan Pemasyarakatan." POINT: Jurnal Ekonomi dan Manajemen 3, no. 1 (June 27, 2021): 83–94. http://dx.doi.org/10.46918/point.v3i1.911.
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Correctional as an institution that aims to form prisoners and inmates become the whole person, In its implementation implement two coaching programs which are the first coaching personality and the second coaching self-reliance development. In the development of self-reliance in correctional institutions in Indonesia, implementing programs aimed to improve the ability of the prisoners. Prisoners are trained to make a product whether it is goods or services, ranging from handicrafts, bakery, laundry, and Barber. But in the implementation of entrepreneurship programs such as handicrafts encountered a dead end because of not finding the right market. It takes a marketing strategy that is able to increase the selling power of the resulting product. Increase from product quality, product sales price, product distribution, and product promotion. The journal's writing aims to determine the right marketing strategy to increase the sales of convict production. The journal's writing uses a library of libraries aimed at identifying the right marketing strategy to increase the sales of convict production, and to determine the right strategy for product quality improvement.
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Peesker, Karen M., Lynette J. Ryals, Gregory A. Rich, and Lenita Davis. "An ecosystems analysis of how sales managers develop salespeople." Journal of Business & Industrial Marketing 36, no. 4 (January 13, 2021): 654–65. http://dx.doi.org/10.1108/jbim-01-2020-0037.
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Purpose The purpose of this study is to identify and explain how leadership behaviors of sales managers can enhance the development of salespeople within the context of those interpersonal connections and interactions that is the sales ecosystem. Design/methodology/approach The authors collected and analyzed qualitative data from in-depth interviews with a sample of 36 sales professionals. Over 47 hours of interviews were transcribed and analyzed via NVivo. The statements were labeled as particular leader behaviors using the Miles and Huberman (1994) coding system. Findings The study identifies coaching, customer engaging, collaborating and championing as the four key leader behaviors that are relevant to the sales ecosystem. Specifically, coaching and customer engaging enhance the individual microsystems of salespeople; and collaborating and championing enhance the corresponding mesosystems. Analysis of the interview statements further revealed that trust, confidence, optimism and resilience are four relational elements that tend to coexist with these leader behaviors in the sales ecosystem. Practical implications This study provides a structure for sales organizations to strengthen their sales ecosystem through targeted interventions and training for those that manage salespeople. Past research finds that sales organizations too often neglect this type of managerial training. Originality/value This is the first study to examine sales leadership through the lens of Bronfenbrenner’s (1979) ecological systems theory. Further, the qualitative methodology, which is relatively unique in sales research, provides rich data that is particularly useful for exploring how and why things have happened.
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Pousa, Claudio. "Unleashing the power of salespersons’ implementation intentions through coaching." Development and Learning in Organizations: An International Journal 34, no. 3 (September 18, 2019): 11–13. http://dx.doi.org/10.1108/dlo-02-2019-0050.
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Purpose The purpose of the paper is to validate if managers (through the use of managerial coaching) can help subordinates develop implementation intentions to address difficult problems and situations with customers. These implementation intentions take the form of new task strategies and go beyond the automated mechanisms of providing more effort, persisting longer in the pursuit of goals or adapting old strategies to solve new problems. Design/methodology We designed a cross-sectional field study with a convenience sample of 184 salespeople from different companies. Respondents provided information concerning the coaching received from their supervisors, the degree to which they were able to develop implementation intentions in future encounters with customers, and sales performance. Data was analyzed using structural equation modeling in AMOS. Findings We found that coaching can help salespeople develop better implementation intentions and, thus, be more effective in their interactions with customers, ultimately increasing their sales performance. Originality The paper explores the use of coaching to help subordinates develop new task-oriented strategies, using two theoretical frameworks: implementation intentions and goal-setting.
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Dahling, Jason J., Samantha Ritchie Taylor, Samantha L. Chau, and Stephen A. Dwight. "Does Coaching Matter? A Multilevel Model Linking Managerial Coaching Skill and Frequency to Sales Goal Attainment." Personnel Psychology 69, no. 4 (December 16, 2015): 863–94. http://dx.doi.org/10.1111/peps.12123.
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Pousa, Claudio, Timothy Hardie, and Xiaodi Zhang. "Promoting frontline employee customer orientation in China: a replication and a comparison." International Journal of Bank Marketing 36, no. 5 (June 4, 2018): 849–67. http://dx.doi.org/10.1108/ijbm-04-2017-0078.
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Purpose The purpose of this paper is to test the influence of managerial coaching on frontline employee customer orientation, sales orientation and performance in a Chinese context. Further to this first goal, the authors also aim to compare these results with those obtained with a sample of Canadian bank employees in order to understand to what extent differences between Eastern and Western cultures affect business practices and employee responses in both environments. Design/methodology/approach This paper replicates a study from 2014 that used a sample of Canadian financial advisors to test the impact of managerial coaching on customer orientation, sales orientation and performance. In this new study, 185 frontline employees from a large insurance company in Chongqing (China) answered a paper-and-pencil questionnaire in Mandarin providing information about the coaching received from their managers, their own customer and sales orientation, as well as performance. Data were analyzed using structural equation modeling in AMOS as well as multigroup confirmatory factor analysis to evaluate cross-cultural differences. Findings The authors found that for the Chinese respondents managerial coaching is positively related to employee performance both directly and through the mediation effect of customer orientation. The authors found no support for the mediation of sales orientation between coaching and performance. These results suggest that managerial coaching might be a good strategy to promote relational behaviors in frontline employees, but not to reduce manipulative behaviors. The authors also found that these results are statistically equivalent for Chinese and Canadian respondents, suggesting that cultural differences are less prevalent than expected in this business sector. Research limitations/implications The study makes several contributions to research. First, it suggests that managerial coaching can help employees develop their customer orientation–a central construct for commercial organizations working under a relational marketing approach. Second, it presents one of the first studies that evaluate the efficiency of managerial coaching in an Eastern country. And finally, results underline the equivalence of results for Eastern (China) and Western (Canada) respondents suggesting that in a global environment (like the financial industry) the business logic guiding the development of good customer relationships and employee customer-oriented behaviors prevails over potential cultural differences and makes leader and employee behaviors more similar and comparable across different regions in the world. Practical implications First, the use of managerial coaching seems to increase frontline employee relational behaviors, like customer orientation. Accordingly, managerial coaching seems to be a link that can help financial institutions bridge the formulation of a marketing relational strategy in the boardroom and the implementation of such a strategy at the customer interface between frontline employees and customers. Second, given the equivalence of results between the Canadian and the Chinese sample, it seems that the similarities between business models and business logics within the financial services sector are more important—and supersede—the potential cross-cultural differences between Eastern and Western countries. Originality/value The study makes a contribution to the limited literature on the use of managerial coaching in financial institutions to increase frontline employee relational behaviors. At the same time, it presents one of the few cross-cultural studies comparing results obtained from Chinese and Canadian respondents.
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Dahling, Jason, Samantha Ritchie, Samantha Chau, Rebecca Schoepfer, and Stephen Dwight. "A Multilevel Model Linking Managerial Coaching Effectiveness to Sales Performance." Academy of Management Proceedings 2012, no. 1 (July 2012): 12079. http://dx.doi.org/10.5465/ambpp.2012.280.
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Pousa, Claudio. "An initial assessment of measurement invariance in sales force coaching." Coaching: An International Journal of Theory, Research and Practice 9, no. 1 (December 21, 2015): 69–87. http://dx.doi.org/10.1080/17521882.2015.1119170.
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Abedini Koshksaray, Amir, Allahyar (Arsalan) Ardakani, Naeimeh Ghasemnejad, and Ateneh Qhodsikhah Azbari. "The effect of customer orientation coaching on employee’s individual performance and financial and non-financial performance." International Journal of Islamic and Middle Eastern Finance and Management 13, no. 3 (May 4, 2020): 437–69. http://dx.doi.org/10.1108/imefm-04-2019-0169.
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Purpose Recently, banks have focussed on teaching marketing skills, especially customer orientation. This issue, according to previous studies, has led to improved employee and bank performance. In this regard, Tejarat bank (an Iranian Bank) also organised specialised customer orientation courses for its employees with the help of the Iranian Scientific Marketing Association. Consequently, the purpose of this study is to examine the effect of customer orientation coaching on employee’s individual performance and financial and non-financial performance of the bank. Design/methodology/approach Accordingly, by using theoretical foundations, this study attempted to present a comprehensive conceptual and theoretical model on the effect of customer orientation coaching on employee and bank performance. The structural equation modelling was run to test the relevant hypotheses. Findings The results showed the significant effect of customer orientation coaching on employee performance either directly or indirectly. Customer orientation, competitor orientation, sales orientation and the long-term orientation of the employees were mediating factors between customer orientation coaching and employee performance. The effect of employee’s performance on the financial and non-financial performance of the bank was also significant. Originality/value These results help to understand the importance of coaching for developing customer orientation and perception about competitor orientation, sales orientation and long-term orientation of employees and their effect on individual and organisational performance.
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Sankar, Mahalakshmi. "The Big Indian Dream Package and IIT JEE." Emerging Economies Cases Journal 3, no. 1 (June 2021): 7–15. http://dx.doi.org/10.1177/25166042211020588.
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This case study describes the macro-environmental factors responsible for the growth of coaching classes in India with particular reference to IIT JEE preparation. The case chronicles the explosive growth in the coaching classes industry fuelled by big dollar packages promised to IIT graduates. Consumer behaviour related to selecting a coaching class is analysed with particular reference to dissonance-reducing buyer behaviour that parents strive to achieve. The role of advertising appeals and sales promotion through admission and scholarship examinations in influencing consumer behaviour can be debated and analysed. The case study opens up a discussion on the effect of National Education Policy 2020 on the industry.
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Fern, Bruce. "The impact of behavior modeling sales training and coaching on financial product sales. How to apply a trarning/coaching approach that uses behavlor modeling instructional design to produce dramatic improvement in sales." Performance + Instruction 25, no. 1 (February 1986): 14–15. http://dx.doi.org/10.1002/pfi.4150250106.
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Hamali, Sambudi, Teddy Indira Budiwan, and Taufik Taufik. "SHOEMAKER COACHING IN CAMPAKAMULYA VILLAGE (SME PARTNER: SOPIAN)." ICCD 1, no. 1 (December 12, 2018): 249–56. http://dx.doi.org/10.33068/iccd.vol1.iss1.38.
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Sopian, a shoemaker, is one of several shoemakers in Campakamulya village, Cimaung District, Bandung Regency. The usual problem found is lack of funding to expand the business and difficulties in marketing the products. The purpose of this activity is to give the knowledge, training, and coaching on SWOT analysis (Strengths-Weaknesses-Opportunities-Threats) and marketing strategies. The target of this community service is expected to give the best understanding and plan for future business development and getting funding by reorganizing and expanding the marketplace. The result shown is Sopian’s increasing knowledge of SWOT analysis and marketing strategy, sales increased and increased assets that have a gallery.
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Panggabean, Ganesha, and Dedi Wibowo. "COST STRUCTURE EVALUATION IN FORM OF VARIABLE COST AND FINANCIAL FORECASTING IN SMALL-TO-MEDIUM ENTERPRISE TRIJAYA BAN 83'S SPOORING SERVICE." Journal of Economics and Business 2, no. 2 (October 4, 2018): 82–95. http://dx.doi.org/10.25170/jebi.v2i2.33.
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This research discusses the process of business coaching in tire selling and car repair workshop, namely Trijaya Ban 83. Business coaching is a training process by coach to coachee in the problems that exist in the SMEs as well as providing solutions and applicable suggestions to existing problems at the SMEs. The objective of this research is to formulate an efficient cost structure on Trijaya Ban 83�s spooring services and to make financial forecast when applying the cost structure. Based on this coaching business process, the variable costs accumulated in the form of incentives in the mechanics� salaries can create higher net income, efficiency in the use of operational machinery, and provide a more stable profit margin when sales are lower. This cost structure calculation can be used in other services� calculations at Trijaya Ban 83. Financial forecasting provides an overview for Trijaya Ban 83�s new fee structure for net profit for the next five years.
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Birck, Fernanda Kleber, and Denise Macedo Ziliotto. "Coaching na Educação? Pesquisa-ação com gestores escolares." Acta Scientiarum. Human and Social Sciences 39, no. 2 (August 2, 2017): 165. http://dx.doi.org/10.4025/actascihumansoc.v39i2.34871.
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O artigo tem como objetivo analisar uma experiência de coaching realizada com gestores em contexto escolar, de modo a avaliar as potencialidades da ferramenta neste âmbito. A investigação teve como método a pesquisa-ação, sendo sujeitos de pesquisa gestores de diferentes setores de uma escola privada. Os norteadores teóricos são oriundos do campo da Educação - Lück (2000, 2005, 2006, 2009 e 2011), Paro (2010), Libâneo, Oliveira e Toschi (2005), Santos e Sales (2012) e Rodrigues (2009) - e do Coaching, como Dutra (2010), Whitmore (2010), Pérez (2009) e Goldsmith (2012). O processo de coaching foi percebido como uma experiência que permitiu aos gestores reverem suas práticas profissionais e projetarem mudanças necessárias. Os participantes avaliaram-no como um dispositivo que lhes oportunizou reflexão e espaço para o diálogo, fortaleceu o grupo e possibilitou mais proximidade e integração. Como desdobramentos do processo, os gestores identificaram o desenvolvimento da capacidade de planejamento e de organização, potencializando sua atuação no cotidiano da escola. Como desafios pode-se mencionar a instabilidade empregatícia na escola privada, a multiplicidade de demandas feitas aos gestores e uma possível resistência inicial no ambiente escolar, pois a prática do coaching prevalece no âmbito empresarial.
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Pratama, Adi, Martina Dwi Mustika, and Bertina Sjabadhyni. "Coaching as intervention to increase leaders’ contingent reward behavior." Journal of Workplace Learning 30, no. 3 (April 9, 2018): 150–61. http://dx.doi.org/10.1108/jwl-07-2017-0061.
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Purpose This study focuses on the relationship between contingent reward behavior and subordinate employees’ performance in the fast-moving consumer goods (FMCG) sector. Design/methodology/approach The instruments used in this study were the leader–member exchange questionnaire and the contingent reward behavior questionnaire, which was completed by salespeople. Findings The results of the study (which assessed 37 respondents) indicate a meaningful relationship between contingent reward behavior and leader–member exchange. Based on these results, researchers focused on one division in the sales department that has a low leader–member exchange by providing intervention in the form of leadership coaching. The sigficant results between pre- and post-test differences, using Wilcoxon signed-rank test, indicate that the coaching intervention improved contingent reward behavior and increased leader–member exchange. Research limitations/implications The main limitation of this study was that it involved only 44 salespeople from one company. Therefore, the results may not be generalizable. Practical implications Coaching could be an effective approach to improve leaders’ contingent reward behavior. Originality/value This study provides more evidence that coaching can help leaders improving their behavior, particularly in relation to leader–member exchange.
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Mallin, Michael L. "Developing proactive salespeople – a study and recommendations for sales management." Development and Learning in Organizations: An International Journal 30, no. 4 (July 4, 2016): 9–12. http://dx.doi.org/10.1108/dlo-10-2015-0084.
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Purpose The purpose of this paper is twofold. First, it provides the results of a study of key characteristics of proactive salespeople and the impact of salesperson proactive behavior on selling performance. Second, it provides recommendations for sales management to implement organizational strategies designed to develop, train and coach salespeople to be more proactive. Design/methodology/approach In all, 278 business-to-business salespeople were surveyed to identify key traits and outcomes of proactive salespeople. The average subject was 28 years of age with 5 years of selling experience. Scales from the management, organizational behavior and sales performance literature were used to identify the degree that subjects engaged in proactive behavior in their selling role, a self-assessment of their sales performance and individual traits thought to predict higher levels of proactive behavior. Findings The findings revealed that proactive salespeople exhibited high levels of selling behavior performance – an important contributor to measurable selling results. In addition, proactive salespeople were intrinsically motivated, confident in the tasks of selling and willing to take calculated risks. Practical implications Practical implications suggest that sales managers can play a key role in fostering proactive behavior among salespeople through development, training and coaching. First, sales managers can play a role in the development of salesperson intrinsic motivation by stressing the importance of asking good questions to understand their customer’s problems to the extent that they can be proactive and recommend solutions for change. Second, training programs to make salespeople more confident should center on fully understanding product/service functionality and applications to typical customer problems. Finally, coaching tools such as win–loss reviews, post-call analysis/feedback and role-playing are useful mechanisms to reinforce the right type of risk-taking selling behavior decisions. Originality/value The value of this research is to shed light on the importance of salesperson proactive behavior as a means to drive selling organizational performance and fostering long-term customer relationships. Understanding the drivers of proactivity among salespeople is the first step for sales management to be able to operationalize organizational strategies to develop, train and coach salespeople to be more proactive in their selling approach.
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Pousa, Claudio, Anne Mathieu, and Carole Trépanier. "Managing frontline employee performance through coaching: does selling experience matter?" International Journal of Bank Marketing 35, no. 2 (April 3, 2017): 220–40. http://dx.doi.org/10.1108/ijbm-01-2016-0005.
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Purpose The impact of managerial coaching on frontline employee performance has received initial support in literature in recent years. However, no studies have explored if this impact should vary according to the career stage that the employee is in. If an interaction effect exists, then managers should expect different results when coaching people in different stages of their careers. Otherwise, all employees (independently of their career stage) can benefit from the positive impact of coaching and, thus, the manager can expect a continuous positive outcome on employee performance throughout their careers. Accordingly, the purpose of this paper is to evaluate the moderation effect of an employee’s career stage on the relationship between managerial coaching and performance. Design/methodology/approach A sample of 318 financial advisors from two Canadian banks was used to collect data on the amount, and quality, of managerial coaching received by the employees, as well as their performance. multigroup confirmatory factor analysis ran in AMOS was used to test the moderation effect of experience. Findings Results confirmed the positive effect of managerial coaching on frontline employee behavioral and sales performance, but no moderation effect was found. The measuring and causal models showed invariance for employees in their early (one to seven years of selling experience), middle (8-15 years), and late (more than 15 years) career stages, suggesting that managerial coaching will make a consistent contribution to performance throughout all the stages of the employee’s career. Research limitations/implications The study makes two main contributions to the scientific literature. First, it offers an original study examining the effect of managerial coaching on frontline employee performance in the banking sector. Second, it examines the role of selling experience as a moderator in coaching processes, thus contributing to the limited literature on career stages. Practical implications The study suggests that managers should equally devote their coaching efforts to all employees, independently of their selling experience. Contrary to the belief that rookies will benefit more from coaching, and that “you cannot teach an old dog new tricks,” results suggest that managerial coaching makes a continuous contribution to performance throughout all the stages of an employee’s career. Originality/value To the authors’ knowledge, this is the first study to examine the moderation effect of selling experience on coaching consequences, and one of the few to present evidence of the positive effect of managerial coaching on frontline employee performance in the banking sector.
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김상범, Woonbong Na, and 박성영. "Conceptualizing Sales Manager's Coaching and its Effect - Moderating effect of Salesperson’s motivation and ability." Journal of Consumption Culture 13, no. 3 (September 2010): 1–30. http://dx.doi.org/10.17053/jcc.2010.13.3.001.
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Stark*, Stefan. "Are Coaching Competence and Resilience of Managers a Success Factor for Companies?" International Journal of Management and Humanities 5, no. 7 (March 30, 2021): 1–8. http://dx.doi.org/10.35940/ijmh.g1246.035721.
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This study aims on assessing the success relevance of different management styles and resilience approaches for business performance. Design/methodology/approach: Based on surveying CEOs of Austrian midsized companies, this research applies explorative data analysis approaches to analyze the attitudes of the surveyed CEOs towards different management styles and resilience approaches in the context of firm performance indicators. Findings and Originality: A coaching approach in management and the consideration of resilience in its different dimensions – organizational resilience, the manager’s consciousness for his personal resilience, and a management style focusing on the resilience of employees – could not be found as success-relevant for both Key business performance indicators, such as sales performance or earning power.
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Safwan, Safwan. "MULTI LEVEL MARKETING DALAM PERSPEKTIF ETIKA BISNIS ISLAM." Jurnal Ekonomi Syariah, Akuntansi dan Perbankan (JESKaPe) 3, no. 1 (June 28, 2019): 94–115. http://dx.doi.org/10.52490/jeskape.v3i1.442.
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Amid the sluggishness and deterioration of the national economy, came a business system that had much promise and success and offered wealth in a short time. This system became known as Multi Level Marketing (MLM) or Networking Marketing. Multi Level Marketing (MLM) systems cut distribution channels in conventional sales because it doesn't involve distributors or sole agents and wholesalers or sub-agents, but directly distributing products to independent distributors who work as retailers or sellers directly to consumers. In this way, marketing and distribution costs (transportation, warehouse rent, salaries and sales force commissions etc.) can be obtained transferred to an independent distributor with a system tiered which is generally adjusted to the achievement of targets the sales or turnover of the distributor concerned, coupled with the controversies regarding the MLM system in today's society, starting from the aspect of products that must be halal to the system transactions, bonus giving, member recruitment, and coaching who do not use things that are forbidden by Islam, then plus the elements of money games, maysir, dharar, dzulm, immoral and usury. So it becomes interesting when we see Multi Level Marketing (MLM) through the perspective of Islamic business ethics.
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Isaac, Mathew S., Ajay T. Abraham, and Elaine Y. Richards. "Implementing the Challenger Sales Model at Cars.com: a case study." Journal of Business & Industrial Marketing 34, no. 2 (March 4, 2019): 291–302. http://dx.doi.org/10.1108/jbim-01-2017-0016.
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Purpose The purpose of this paper is to review the recent implementation of the Challenger Sales Model (CSM) at Cars.com, an online automotive marketplace that generated $633m in sales in 2016 with a sales force of over 500 representatives, and to identify insights related to the implementation that may be relevant to sales researchers and other organizations considering similar implementations. A more specific aim is to determine whether establishing “constructive tension” between salespeople and their customers, which is a key tenet of the CSM, was perceived as a source of value for Cars.com. Design/methodology/approach The case study is based primarily on in-depth interviews with 15 employees spanning different sales and/or training responsibilities in the organization, from the current CEO (previously the former Senior Vice President of Sales) to sales representatives from different sales teams. Findings Five major insights emerged from this research: (1) Because it represents a change in the established norms governing interpersonal dynamics, constructive tension is often more difficult for salespeople to foster when interacting with existing (vs prospective) customers. (2) Whereas leading with insights is more difficult when interacting with prospective (vs existing) customers, sustaining meaningful insights over time is a major challenge when dealing with existing customers. (3 )Products that are more transactional or price-driven are ineffective at creating constructive tension and incompatible with the CSM. (4) Creating value from constructive tension requires the entire sales organization to share a common vision of what it means to be a Challenger and to adopt consistent nomenclature and formal programs for training and coaching. (5) Even more than other consultative sales models, the successful implementation of the CSM demands company-wide integration and makes it untenable for most indirect sales teams. Originality/value Although prior academic research has offered critiques of the CSM, the present paper is one of the first to use a discovery-oriented, qualitative research approach to provide a retrospective look at the actual implementation of the CSM within an organization. This approach results in novel insights, such as the identification of conditions when high-pressure versus low-pressure selling techniques are likely to be more successful, that may be of interest to sales researchers and to other companies considering a large-scale implementation of the CSM or related sales methodologies.
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Benet-Zepf, Alejandro, Juan A. Marin-Garcia, and Ines Küster. "Clustering the mediators between the sales control systems and the sales performance using the AMO model: A narrative systematic literature review." Intangible Capital 14, no. 3 (May 4, 2018): 387. http://dx.doi.org/10.3926/ic.1222.
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Purpose: To identify all types of sales force control systems in the academic literature, and to cluster the mediators between these controls and the performances, according to the AMO model (abilities, motivations, and opportunities), analysing how each of these three groups of mediators are influenced by control systems, and how they impact on the sales performance, using a systematic literature review]Design/methodology/approach: Scientific papers published during the last 32 years, using as databases: Business Source Premier (EBSCO), Science Direct, Scopus, Web of Science, and Google Scholar. Business, Management and Social Sciences were taken as selection fields. False positives identification, exclusions after reading the abstracts, and after reading the whole article, was performed by the authors by consensus. 114 articles of the initial selection of non-repeated references, together with 28 additional citations integrated the final selection.Findings: A new framework based on a grouping of mediators between the control systems and the performances, into abilities, motivations and capabilities is proposed. Originality/value: As academic result, the review highlights that all three groups from the AMO model evidence positive impacts on sales performance when a behavioral control system (mostly from the capability part) is in use, by enhancing salesperson’s skills, motivation, and organizational conditions and support, fostering as a result, a salesperson relational approach and a customer orientation, which generate the best outcomes in the long term. These findings suggest as a managerial contribution, that coaching and leading -rather than commanding- to be a more appropriate control attitude, especially when the salesperson is younger or unexperienced.
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Wibowo, Hery, Maulana Irfan, and Meilanny Budiarti Santoso. "BUSINESS COACHING: PENGEMBANGAN USAHA INDUSTRI KECIL MENENGAH DI ERA PANDEMI COVID-19." Jurnal Penelitian dan Pengabdian Kepada Masyarakat (JPPM) 2, no. 1 (May 22, 2021): 28. http://dx.doi.org/10.24198/jppm.v2i1.33435.
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ABSTRAKPandemi covid-19 secara nyata berdampak terhadap kondisi perekonomian masyarakat khususnya bagi para pelaku usaha kecil dan menengah, sehingga diperlukan upaya untuk mengatasi perubahan yang terjadi agar mereka tidak sampai menghentikan kegiatan usahanya. Dalam hal pengembangan usaha, beberapa metode dapat dipilih untuk meningkatkan kinerja, antara lain dengan melakukan kegiatan pelatihan, konsultasi, mentoring ataupun business coaching. Kegiatan pengabdian pada masyarakat ini dilakukan dengan metode business coaching sebagai salah satu upaya meningkatkan kinerja usaha yang didasarkan atas komunikasi apresiatif bertujuan serta kerjasama dan rasa saling percaya diantara pembimbing (coach) dengan mitra (coachee). Secara umum tahapan yang dilakukan adalah kegiatan eksplorasi, assessment, plan of treatment dan treatment. Proses coacing dilakukan terhadap sejumlah pelaku usaha yang memiliki jenis usaha berbeda dengan lokasi usaha tersebar di beberapa wilayah. Hasil pelaksanaan kegiatan kuliah kerja nyata - pengabdian pada masyarakat (KKN-PPM) Unpad menunjukkan bahwa dengan dilakukannya business coaching telah muncul kesadaran baru tentang kondisi usaha dan wawasan baru tentang beragam alternatif teknik usaha yang dapat dioptimalkan untuk menambah pasar, menyasar pelanggan yang tepat dan meningkatkan penjualan. ABSTRACT The Covid-19 pandemic has an impact on the economic condition of the community, especially for small and medium business actors, so efforts are needed to cope with the changes that have occurred so that they can maintain their business. In terms of business development, several methods can be chosen to improve performance, among others, by conducting training activities, consulting, mentoring or business coaching. This community service activity is carried out using the business coaching method as an effort to improve business performance based on appreciative communication with the aim of cooperation and mutual trust between the coaches and partners (coachee). In general, the stages carried out are exploration, assessment, plan of treatment and treatment activities. The coacing process is carried out on a number of business actors who have different types of business with business locations scattered in several regions. The results of the implementation of real work lecture activities - community service (KKN-PPM) Unpad show that by carrying out business coaching, new awareness has emerged about business conditions and new insights on various alternative business techniques that can be optimized to increases the market, target the right customers and increase sales.
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Wibowo, Hery, Maulana Irfan, and Meilanny Budiarti Santoso. "BUSINESS COACHING: PENGEMBANGAN USAHA INDUSTRI KECIL MENENGAH DI ERA PANDEMI COVID-19." Jurnal Penelitian dan Pengabdian Kepada Masyarakat (JPPM) 2, no. 1 (May 22, 2021): 11. http://dx.doi.org/10.24198/jppm.v2i1.33431.
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ABSTRAKPandemi covid-19 secara nyata berdampak terhadap kondisi perekonomian masyarakat khususnya bagi para pelaku usaha kecil dan menengah, sehingga diperlukan upaya untuk mengatasi perubahan yang terjadi agar mereka tidak sampai menghentikan kegiatan usahanya. Dalam hal pengembangan usaha, beberapa metode dapat dipilih untuk meningkatkan kinerja, antara lain dengan melakukan kegiatan pelatihan, konsultasi, mentoring ataupun business coaching. Kegiatan pengabdian pada masyarakat ini dilakukan dengan metode business coaching sebagai salah satu upaya meningkatkan kinerja usaha yang didasarkan atas komunikasi apresiatif bertujuan serta kerjasama dan rasa saling percaya diantara pembimbing (coach) dengan mitra (coachee). Secara umum tahapan yang dilakukan adalah kegiatan eksplorasi, assessment, plan of treatment dan treatment. Proses coacing dilakukan terhadap sejumlah pelaku usaha yang memiliki jenis usaha berbeda dengan lokasi usaha tersebar di beberapa wilayah. Hasil pelaksanaan kegiatan kuliah kerja nyata - pengabdian pada masyarakat (KKN-PPM) Unpad menunjukkan bahwa dengan dilakukannya business coaching telah muncul kesadaran baru tentang kondisi usaha dan wawasan baru tentang beragam alternatif teknik usaha yang dapat dioptimalkan untuk menambah pasar, menyasar pelanggan yang tepat dan meningkatkan penjualan. ABSTRACT The Covid-19 pandemic has an impact on the economic condition of the community, especially for small and medium business actors, so efforts are needed to cope with the changes that have occurred so that they can maintain their business. In terms of business development, several methods can be chosen to improve performance, among others, by conducting training activities, consulting, mentoring or business coaching. This community service activity is carried out using the business coaching method as an effort to improve business performance based on appreciative communication with the aim of cooperation and mutual trust between the coaches and partners (coachee). In general, the stages carried out are exploration, assessment, plan of treatment and treatment activities. The coacing process is carried out on a number of business actors who have different types of business with business locations scattered in several regions. The results of the implementation of real work lecture activities - community service (KKN-PPM) Unpad show that by carrying out business coaching, new awareness has emerged about business conditions and new insights on various alternative business techniques that can be optimized to increases the market, target the right customers and increase sales.
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정태영 and Un-shil, Choi. "The Effect of Sales Managers' Coaching on Employees' Job Performance: Focused on Coaching Performance in the Perspective of Lifelong Learning and HRD, and Mediating Effect of Reliability." Korean Journal of Human Resource Development Quarterly 11, no. 3 (October 2009): 125–53. http://dx.doi.org/10.18211/kjhrdq.2009.11.3.006.
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Gallego-Toledo, Juan-Maria. "Cultural profiling and a Chinese experience." Journal of Chinese Human Resource Management 6, no. 2 (October 12, 2015): 120–32. http://dx.doi.org/10.1108/jchrm-09-2015-0014.
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Purpose This paper aims to analyze the effectiveness of cultural profiling tools in predicting and identifying potential cultural pitfalls and challenges that the executive could encounter during an interaction with an individual or group from a different national culture. The initial analysis is based on the author’s experience in China. Over a two-year period and as part of the wider strategy to implement account management principles within the local sales teams across China, the strategy and sales development team (composed of two Chinese nationals lead by a Spanish/USA experienced expatriate/author) engaged senior members of the sales team through a series of workshops. Design/methodology/approach Despite the top management support and the alignment of the program with the organizational culture of the company, the coaching program had limited success. Using a past experience in China and as part of a preliminary study on cultural profiling models available to executives, professors and students exposed to global environments, the author reviewed three popular cultural models to potentially identify sources of conflict, cultural gaps and misalignments between individual culture and the national cultures. Findings The paper found that culture profiling tools could have a guiding value for executives and other individuals visiting a different culture, as it identified potential sources of conflict and pitfalls to avoid. Originality/value The paper offered a fresh look at proliferating culture profiling tools.
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Munoz, Laura, and Michael Mallin. "Unethical sales behavior neutralization: the impact of salesperson role variables and moderating effects of role relationship orientation." Journal of Business & Industrial Marketing 34, no. 1 (February 13, 2019): 62–79. http://dx.doi.org/10.1108/jbim-10-2017-0243.
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Purpose The purpose of this paper is to explore the relationship between salesperson role perceptions and use of neutralization techniques, given the relationship orientation of the salesperson. Direct relationships between salesperson role conflict, role ambiguity, role task self-efficacy and a salesperson’s propensity to use neutralizations to attribute their unethical selling behavior are tested. The moderating effects of role-relationship orientation on the aforementioned relationships are also explored Design/methodology/approach Survey data were collected from 163 (cross-industry, B2B/B2C non-retail) salespeople. Results were analyzed and seven hypotheses were tested using SmartPLS to estimate and evaluate a (partial least squares) structural model. Findings The study findings conclude that role ambiguity, role task self-efficacy and role relationship orientation directly impact a salesperson’s tendency to use neutralization techniques to justify unethical sales behavior. Role relationship orientation serves to moderate the relationship between role conflict and neutralization use. Research limitations/implications This research integrates attribution and role theories to isolate the conditions where salespeople are prone to use neutralization techniques to justify their unethical behavior. Salesperson role relationship orientation is explored to understand the moderating effects on the salesperson role–neutralization relationships. Practical implications Sales managers are provided guidance (e.g. training and coaching) to help salespeople navigate feelings of negative role perceptions (role conflict, role ambiguity, role self-efficacy) to minimize the impact on justification of unethical sales behaviors. Originality/value This research builds on the sales and ethics literatures by incorporating role and attribution theory to better understand how salespeople approach dealing with their own unethical behavior and the implications on maintaining relationships with their customers.
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Barokah, Iis, Tuhpahwana P. Sendja, and Sri Ayu Andayani. "Kinerja Bauran Pemasaran Para Pengumpul Dalam Meningkatkan Daya Saing Dan Omzet Penjualan Mangga Gedong Gincu The Collector’s Marketing Mix Performance In Improving The Competitiveness And Turnover Of Gedong Gincu Mango Sales." OrchidAgri 1, no. 1 (February 22, 2021): 34. http://dx.doi.org/10.35138/orchidagri.v1i1.256.
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This study analyzes the Marketing Mix Performance of the collectors in increasing the competitiveness and sales turnover of Gedong Gincu mango. The formulation of the problem is how the performance of the collectors' marketing mix in increasing marketing competitiveness, and the sales turnover of the Gedong Gincu mango and the distribution of the Gedong Gincu mango marketing margin. This research uses descriptive survey methods (descriptive survey method) and explanatory (explanatory research). By using data analysis used is Structural Equation Modeling (SEM) in the AMOS 23 program and Marketing Margins. The high costs in the harvest and post-harvest phases have encouraged farmers to sell in bulk or slash to collectors, resulting in overexploitation of mango trees. Efforts to bridge these two problems are pursued by marketing cooperation and coaching carried out between farmers through farmer groups, PT Indofresh and the Department of Agriculture of Majalengka Regency. In general, the concept and direction of cooperation can be used as a program to accommodate the problems faced by farmers so far, so that technically this pattern can be developed in other mango commodities. Marketing mix performance on sales turnover. This shows that the willingness of collectors to implement the performance of the marketing mix will have an impact on the ability of collectors to compete with other collectors to export. The results of this research are marketing the gedong gincu mango in Panyingkiran District with the second channel with a total cost of Rp. 1,527,087 and a profit of Rp. 12,000 per kg, and resulting in a total margin of Rp. 1,515,087 from the second channel. Marketing of Gedong Gincu mango with the fourth channel. Total cost Rp. 4,656,562 with a profit of Rp. 123,750 per kg, resulting in a total margin of Rp. 4,532,812
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Annisa Vini Cahyati, Annisa Vini Cahyati. "Strategy of Adding Distribution Channel Through Online Marketing in Order to Increase Sales (Business Coaching at Small Medium Enterprise Yes Cake and Bakery)." International Journal of Business Management & Research 9, no. 3 (2019): 47–58. http://dx.doi.org/10.24247/ijbmrjun20195.
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Khurana, Dinesh Kumar, P. K. Kapur, and Nitin Sachdeva. "Utility based Tool to Assess Overall Effectiveness of HRD Instruments." International Journal of Business Analytics 4, no. 2 (April 2017): 20–36. http://dx.doi.org/10.4018/ijban.2017040102.
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Humans practically measure everything in life. For any business, they measure revenue, sales, profits, earning per share, stake holders value and so forth. In HR management they measure staff attrition, cost of training per candidate, rating awarded in performance management system etc. Measurement of Effectiveness of HRD instruments namely training and development, compensation, feedback and coaching, job design, career planning etc. are required for any organization, regardless of size, industry, location or success. In this paper an attempt has been made to analyze prominent HR instruments to determine their individual measure of effectiveness and the Total Expected Utility Measure based on Multiple-Attribute Utility analysis, from both the employees' and employers' view point. To assign relative importance to each HRD instrument, Analytical Hierarchical Process has been used. The methodology adopted was questionnaire, to a random sample of teaching faculty in a large private university in north India. The findings indicate that the total expected utility measure is an important measure and facilitates comparing firms in the same industry, region, size, etc.
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Simanjuntak, Pastima, Erlin Elisa, and Nurma Dhona Handayani. "PEMBINAAN BLOGGING PADA MASYARAKAT SEKUPANG BATAM KEPULAUAN RIAU." Jurdimas (Jurnal Pengabdian Kepada Masyarakat) Royal 3, no. 1 (January 27, 2020): 55–58. http://dx.doi.org/10.33330/jurdimas.v3i1.415.
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Abstract: Along with advances in information technology that is increasingly changing and encouraging various efforts to change, where the Sei Harapan Sekupang community is still unfamiliar with information and communication technology, many people, especially school children and adolescents who still do not understand the application of information technology in the field of blogging and also still lack of understanding of the application of ICT, especially applications that are on the computer, therefore the purpose of this coaching is to invite the Sei Harapan community to find out the use of information technology in the field of Blogging. This blogging coaching is also to find out the latest technology and information that is currently growing rapidly including blogging and know the benefits of information technology development in the field of blogging so that the public can be motivated to evaluate and learn information technology in the field of blogging as a basis for learning and to support various activities in daily life are included in online sales activities using blogs, and are accustomed to using information technology tools appropriately and optimally to obtain and process information in learning, working and other activities so that the community is able to be creative, develop imaginative attitudes, develop independent exploration capabilities , and easy to adapt to new developments in the environment. Keywords: Coaching, Training, Applications, Blogging Abstrak: Seiring dengan kemajuan teknologi informasi yang semakin mengalami perubahan dan mendorong berbagai usaha perubahan, dimana masyarakat Sei Harapan Sekupang masih awam tentang teknologi informasi dan komunikasi, banyaknya masyarakat khususnya anak-anak sekolah dan remaja yang masih belum paham akan penerapan teknologi informasi dibidang blogging dan juga masih kurang paham akan penerapan TIK khususnya aplikasi yang ada di komputer, maka dari itu tujuan pembinaan ini mengajak masyarakat Sei Harapan untuk mengetahui pemanfaatan teknologi informasi dibidang Blogging. Pembinaan blogging ini juga untuk mengetahui teknologi dan informasi terbaru yang saat ini berkembang dengan pesat termasuk blogging dan mengetahui manfaat perkembangan teknologi informasi dibidang blogging sehingga masyarakat dapat termotivasi untuk mengevaluasi dan mempelajari teknologi informasi dibidang blogging sebagai dasar untuk belajar dan untuk mendukung berbagai aktifitas dalam kehidupan sehari-hari termasuk dalam hal aktivitas penjualan secara online dengan menggunakan blog, dan terbiasa menggunakan perangkat teknologi informasi secara tepat dan optimal untuk mendapatkan dan memproses informasi dalam kegiatan belajar, bekerja, dan aktifitas lainnya sehingga masyarakat mampu berkreasi, mengembangkan sikap imaginatif, mengembangkan kemampuan eksplorasi mandiri, dan mudah beradaptasi dengan perkembangan baru di lingkungannya. Kata kunci: Pembinaan, Pelatihan, Aplikasi, Blogging
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Mochklas, Mochamad, and Achmad Hariri. "Pemberdayaan Purna TKW (Tenaga Kerja Wanita) Kecamatan Solokuro, Lamongan." Jurnal Pengabdian Pada Masyarakat 4, no. 4 (December 16, 2019): 475–82. http://dx.doi.org/10.30653/002.201944.231.
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EMPOWERMENT OF FEMALE MIGRANT WORKERS RETIREMENT OF SOLOKURO DISTRICT, LAMONGAN. Solokuro Village is one of the majority of the population being Indonesian Migrant Workers (TKI) and Female Migrant Workers (TKW), as for the background of the large number of residents who choose to work abroad due to economic factors and the lack of jobs that can meet the needs of families in the Solokuro village. This PKM activity will provide assistance to the group of women who are retired after TKW “Sinar Berdikari Business Group” by developing a variety of home-based snack products. The solutions offered in this program are: Help increase production capacity and business marketing management, strengthen business group institutions. The solution offered in this program is by providing production tools, training in business management and marketing, facilitating the formation of business groups in a professional manner, assisting in making media marketing business information technology. The method used in this service is the training method combined using the FGD (Focus Group Discussion) method, participatory assistance. From the results of the Sinar Berdikari Business group assistance and the residents of Solokuro Lamongan, innovation needs to be made to make food made from corn with a variety of flavors and shapes to increase partner productivity, equip partners with good managerial, partners will be able to run their businesses effectively and efficiently, train good packaging methods will increase sales of partners to package a product so that it is more attractive and has high selling power, teaching partners with marketing training can increase the sales volume of partners from the local market to the national market and the need for continuous monitoring and coaching so that the business partners and residents of Solokuro Lamongan can develop accordingly hope.
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et al., Alojairi. "Unintended consequence in implementation of work culture improvement program through peer-coaching in a sales and distribution center of a large multi-national high technology company." International Journal of ADVANCED AND APPLIED SCIENCES 6, no. 7 (July 2019): 54–63. http://dx.doi.org/10.21833/ijaas.2019.07.007.
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Ramaditya, Muhammad, Syahrul Effendi, Faris Faruqi, and Arya Darmawan. "Pelatihan Kewirausahaan Kreatif Berbasis Manajemen Pemasaran Digital bagi UMKM Di Wilayah Rawamangun." Journal of Sustainable Community Development (JSCD) 2, no. 1 (June 3, 2020): 48–54. http://dx.doi.org/10.32924/jscd.v2i1.13.
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ABSTRAK
Usaha mikro, kecil dan menengah telah menjadi salah satu tulang punggung perekonomian Indonesia dan ASEAN. Presiden Jokowi Widodo memiliki harapan bahwa para pelaku bisnis usaha kecil ini dapat menjadi tumpuan utama dalam membangun keberlangsungan dan kemajuan bisnis di Indonesia. Dalam kondisi saat ini pemanfaatan sarana teknologi, informasi dan komunikasi dalam melakukan perdagangan secara elektronik adalah keharusan yang dilakukan oleh para pengusaha mikro, kecil dan menengah (UMKM) dalam upaya meningkatkan omset penjualan dan memberikan nilai lebih kepada konsumen. Kegiatan pengabdian masyarakat bertujuan untuk merubah para pelaku UMKM disekitar wilayah Rawamangun untuk menjadi seorang wirausaha kreatif yang memiliki nilai ekonomis tinggi serta bisnis yang memiliki keberlanjutan dalam meningkatkan keterampilan dan pengetahuan yang secara mendalam mengenai pemanfaatan teknologi informasi, lebih khususnya pada perdagangan elektronik. Metode yang digunakan pada pelatihan ini berupa ceramah, praktik, tanya-jawab dan studi kasus dengan menjelaskan konsep dan strategi pemasaran digital, serta coaching yang efektif serta mendapatkan umpan balik dari para peserta. Kegiatan ini juga memberikan manfaat berkelanjutan bagi peserta dalam pengarahan dan konsultasi bisnis secara intensif dalam menjalankan usaha mikro berbasis online demi meningkatkan potensi kerjasama yang luas untuk membangun ekonomi rakyat.
ABSTRACT
Small medium enterprises (SME’s) have become the backbone of the economies of Indonesia and ASEAN. President Jokowi Widodo has hopes that these small business entrepreneurs can become the main foundation in building business sustainability in Indonesia. Currently, the use of technology, information and communication facilities in e-commerce is a must need to do by SME’s as an effort to increase sales turnover and provide more value to consumers. This community service activities aim to transform SME’s around Rawamangun area into creative entrepreneur that have high value of economic and business sustainability in order to improve skills and knowledge in depth regarding the use of information technology, especially through e-commerce. The method used in this training is in the form of lectures, practices, questions and answers and case studies by explaining digital marketing concepts and strategies, as well as effective coaching and getting feedback from the participants. These activities also provide ongoing benefits for participants in business direction and consultation intensively in running online based micro business in order to increase the potential for cooperation to build the people's economy.
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Raharjo, Timbul. "Indonesian New Exporter (INE) as a Training and Development Model Micro Small and Medium Enterprises (MSMEs) in The Field of Handicrafts." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 3 (April 11, 2021): 5063–71. http://dx.doi.org/10.17762/turcomat.v12i3.2035.
Full textAbstract:
The Indonesian New Exporters (INE) program is a model for export development through training from upstream to downstream. Indonesia's handicraft export activities during the Covid-19 pandemic experienced a significant decline. A good strategy is needed in its development so that the handicraft sector MSMEs can enter the export market. This study aims to create a new exporter solution in the handicraft business sector. The method used in this paper is descriptive qualitative through learning by providing knowledge training and practice. The training includes the manufacture of new products, branding, displays, pricing, negotiations, delivery methods, completeness of export documents, and promoting handicraft products at the International Craft Exhibition. Material by preparing superior craft products according to global market demand. This research involved 20 MSMEs participants in Bantul Regency, Yogyakarta Special Region. MSMEs participants gain experience in preparing new handicraft products to export sales methods. The creation of handicraft products is adjusted to the growing trend in the world of export destinations. The results show that the training provided can increase the number of new entrepreneurs in the handicraft sector. New entrepreneurs who understand the mechanism of handicraft export can be formed correctly. INE offers clear directions for coaching and business development in the export-oriented handicraft sector. INE provides support and support in improving the community's welfare and economy and increasing the State's foreign exchange.