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Journal articles on the topic 'Sales process'

Author: Grafiati

Published: 4 June 2021

Last updated: 4 February 2022

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1

Rabetino, Rodrigo, Samuel Johnson Ogundipe, and Marko Kohtamäki. "Solution sales process blueprinting." International Journal of Business Environment 10, no. 2 (2018): 132. http://dx.doi.org/10.1504/ijbe.2018.095799.

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Kohtamäki, Marko, Rodrigo Rabetino, and Samuel Johnson Ogundipe. "Solution sales process blueprinting." International Journal of Business Environment 10, no. 2 (2018): 132. http://dx.doi.org/10.1504/ijbe.2018.10016875.

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3

Rapp, Adam. "Outsourcing the sales process: Hiring a mercenary sales force." Industrial Marketing Management 38, no. 4 (May 2009): 411–18. http://dx.doi.org/10.1016/j.indmarman.2009.03.006.

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Crowley, Larry G. "Engineering Sales: Process of Understanding." Journal of Management in Engineering 12, no. 2 (March 1996): 40–43. http://dx.doi.org/10.1061/(asce)0742-597x(1996)12:2(40).

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5

McCarthy Byrne, Teresa M., Mark A. Moon, and John T. Mentzer. "Motivating the industrial sales force in the sales forecasting process." Industrial Marketing Management 40, no. 1 (January 2011): 128–38. http://dx.doi.org/10.1016/j.indmarman.2010.06.003.

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6

Jurevičienė, Daiva. "Sales process management of insurance services." Intellectual Economics 8, no. 2 (May 12, 2015): 147. http://dx.doi.org/10.13165/ie-14-8-2-11.

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7

Lee, Hau L., and Charles S. Tapiero. "Quality control and the sales process." Naval Research Logistics Quarterly 33, no. 4 (November 1986): 569–87. http://dx.doi.org/10.1002/nav.3800330404.

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8

Bussière, Dave. "Understanding the Sales Process by Selling." Marketing Education Review 27, no. 2 (April 26, 2017): 86–91. http://dx.doi.org/10.1080/10528008.2017.1314188.

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9

Rahman, Andi F. "Definisi Kembali Business Process Penjualan Ritel Akibat Pengaruh Teknologi Informasi." Jurnal STEI Ekonomi 27, no. 2 (February 19, 2019): 138–55. http://dx.doi.org/10.36406/jemi.v27i2.131.

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Living within internet become easier, back to 90 or earlier when need something we have to go shop to buy something we needed. But now these days, we just picked the phone make a phone call to shop and make an order. Just couple hours the product we are needed just arrived right front our house, pick the product and pay the cash. Everything become very simple. Internet era make us to redefinition of Business Process of sales. Back to earlier, the buyer and the sales have to meet make transaction. But they don’t have to meet again, and the matter fact, they don’t know to each other completely. Now the transaction support by internet and bank, they make this impossible. Internet make people (buyer and sales) meet in web world, the make transaction. And finally the buyer pay the price via bank and again the buyer pay the price via internet through the bank. And the sales after received confirmation from the bank, they right the way to pack the package and delivery the package from courier service. Data of year 2013-2013 average increment of direct sales only grows amount 9.9% and increment of sales online grows up to 59.9. it seem increment of sales of online very massive in period year 2013 up to 2017, and the number sales of online almost half of direct sales i.e. 2019 T and sales of online i.e 108 T. With regression coefficient formula look relationship direct sales with increment of Indonesia’s growth economy i.e. 0.212% and sales online growth i.e. 0.223% , it means both sales online and direct sales have one direction refer to Indonesia’s economy growth, only sales online has stronger relationship i.e. 0.223% and gap 0.011% compare to direct sales.

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Plouffe, Christopher R., Yvette Holmes Nelson, and Frederik Beuk. "Testing an Enhanced, Process-Based View of the Sales Process." Journal of Personal Selling & Sales Management 33, no. 2 (June 2013): 141–63. http://dx.doi.org/10.2753/pss0885-3134330201.

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Storbacka, Kaj, Lynette Ryals, Iain A. Davies, and Suvi Nenonen. "The changing role of sales: viewing sales as a strategic, cross‐functional process." European Journal of Marketing 43, no. 7/8 (July 24, 2009): 890–906. http://dx.doi.org/10.1108/03090560910961443.

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12

Liu, Annie, Mark Leach, and Richa Chugh. "A sales process framework to regain B2B customers." Journal of Business & Industrial Marketing 30, no. 8 (October 5, 2015): 906–14. http://dx.doi.org/10.1108/jbim-02-2014-0026.

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Purpose – The purpose of this study is to develop a sales process framework to facilitate business-to-business (B2B) customer reacquisition. A comprehensive CRM process needs to include reacquisition strategies. Yet, very few firms have formal procedures to guide reacquisition efforts. This gap in the sales process reflects the relatively sparse literature on B2B customer reacquisition models. The present research intends to fill this gap and creates a sales process model to guide salespeople to regain B2B lost customers. Design/methodology/approach – Using critical incident technique (CIT), this study conducted in-depth interviews with 54 B2B salespeople. Each salesperson reported one successful and one unsuccessful reacquisition incidents. A total of 108 critical incidents were collected for analysis. Findings – A four-step sales process model to regain B2B customers was developed and empirically supported, including: Segment lost customers; Assess reasons for loss; Develop reacquisition activities; and Implement reacquisition strategies. Research limitations/implications – This study is qualitative and exploratory in nature; future research should develop dyadic surveys to validate the results. Practical implications – This four-step reacquisition process allows sales firms to identify essential elements and establish protocols/policies to train and motivate salespeople. The framework can facilitate salespeople develop problem-focused solutions to correctly diagnose the situation and effectively re-negotiate with defected customers. Thus, this process may help reduce inefficiency in the reacquisition process and increase reacquisition ratios. Social implications – By considering justice/fairness from customer’s perspective, sales firm may properly recover lost business relationship, and do so in ways that are considered both just and ethical. Originality/value – This is one of the first studies to examine the reacquisition of lost B2B customers. It expands on the traditional sales process to include four steps that enable a sales reacquisition process.

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13

Agarwal, Mohini, Deepti Aggrawal, Adarsh Anand, and Ompal Singh. "Modeling Multi-generation Innovation Adoption based on Conjoint effect of Awareness Process." International Journal of Mathematical, Engineering and Management Sciences 2, no. 2 (June 1, 2017): 74–84. http://dx.doi.org/10.33889/ijmems.2017.2.2-008.

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The prior models in the field of multi-generation diffusion modeling basically concentrated on employing effects of substitution and switching behavior. But little or no importance has been given to the manner in which information about the product is diffused in the marketplace for eventual determination of intergenerational sales. Sales generally happen when users are informed about the characteristic features of the product. Thus, the effect of information flow on adoption of the product is important for evaluating eventual sales. With the aim of inculcating awareness and adoption process as two different factors impacting the overall sales; in this paper we have developed a systematic approach to model the sales for intergenerational diffusion process. The results are verified on sales data from Semiconductor Industry DRAM shipments.

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Wang, Yunsen, Tiffany Chiu, and Victoria Chiu. "Redesigning Business Process to Comply with the New Revenue Recognition Standard Using Process Mining." Journal of Emerging Technologies in Accounting 17, no. 1 (October 1, 2019): 149–63. http://dx.doi.org/10.2308/jeta-52663.

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ABSTRACT This study proposes a framework and develops a prototype that redesigns revenue cycle business processes to comply with the new revenue recognition standard Revenue from Contracts with Customers (ASU No. 2014-09 FASB 2014). The new standard aims to report the nature, amount, timing, and uncertainty of revenue; however, the accounting literature and profession have raised concerns regarding companies' compliance with the new standard, and urged companies to assess their practices and modify their accounting information systems accordingly. This study utilizes process mining to redesign a revenue cycle business process framework to consider single/multiple performance obligation(s), transaction price allocation, sales discounts granted/forfeited, and sales returns scenarios. In addition, a prototype is developed to detect non-standard sales transactions automatically and identify potential violations of the new standard. Findings in this study contribute to emerging technologies in accounting, internal auditing, and revenue recognition research, and are expected to be of interest to academics and practitioners.

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15

Szentesi, Szabolcs, Béla Illés, Ákos Cservenák, Róbert Skapinyecz, and Péter Tamás. "Multi-Level Optimization Process for Rationalizing the Distribution Logistics Process of Companies Selling Dietary Supplements." Processes 9, no. 9 (August 24, 2021): 1480. http://dx.doi.org/10.3390/pr9091480.

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The commission sales form is a very significant channel of sales today, which is especially true in the field of dietary supplements. In parallel, the prevailing digitalization trends have opened up further new opportunities for this form of distribution. The multi-level optimization process presented in the publication makes it possible to optimize the distribution logistics processes of companies producing food supplements at a high level by exploiting these new possibilities. The operation of the procedure is also illustrated through a practical example.

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Darmon, Rene Y. "Optimizing a Two-Step Sales-Force Selection Process." Journal of the Operational Research Society 37, no. 6 (June 1986): 549. http://dx.doi.org/10.2307/2582582.

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Darmon, René Y. "Optimizing a Two-Step Sales-Force Selection Process." Journal of the Operational Research Society 37, no. 6 (June 1986): 549–60. http://dx.doi.org/10.1057/jors.1986.97.

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18

Rajagopal and Ananya Rajagopal. "Team performance and control process in sales organizations." Team Performance Management: An International Journal 14, no. 1/2 (March 7, 2008): 70–85. http://dx.doi.org/10.1108/13527590810860212.

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19

Boemer, Lois E. "Road to Successful Sales—A Three‐Step Process." Journal of Management in Engineering 5, no. 4 (January 1989): 351–58. http://dx.doi.org/10.1061/(asce)9742-597x(1989)5:4(351).

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20

Wiatr Borg, Susanne, and Per Vagn Freytag. "Helicopter view: an interpersonal relationship sales process framework." Journal of Business & Industrial Marketing 27, no. 7 (August 17, 2012): 564–71. http://dx.doi.org/10.1108/08858621211257338.

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21

Oakes, G. "The sales process and the paradoxes of trust." Journal of Business Ethics 9, no. 8 (August 1990): 671–79. http://dx.doi.org/10.1007/bf00383394.

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22

Voulgaridou, Dimitra, Konstantinos Kirytopoulos, and Vrassidas Leopoulos. "An analytic network process approach for sales forecasting." Operational Research 9, no. 1 (November 13, 2008): 35–53. http://dx.doi.org/10.1007/s12351-008-0026-2.

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23

Viio, Paul, and Christian Grönroos. "Value-based sales process adaptation in business relationships." Industrial Marketing Management 43, no. 6 (September 2014): 1085–95. http://dx.doi.org/10.1016/j.indmarman.2014.05.022.

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24

Amri, Syahputra, Humala L. Napitupulu, and Nazaruddin. "Business process reengineering android-based sales: Case PT.XYZ." IOP Conference Series: Materials Science and Engineering 1122, no. 1 (March 1, 2021): 012048. http://dx.doi.org/10.1088/1757-899x/1122/1/012048.

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25

邵, 蕊. "Application of Smart Audit in Sales Business Process." Frontiers of International Accounting 10, no. 03 (2021): 33–38. http://dx.doi.org/10.12677/fia.2021.103005.

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26

Sun, Yong Cai, Xiu Lun Wang, Zi Qin Ma, and Yong Cai Sun. "Research on Computer Network-Based After-Sales Process Planning System of Product." Advanced Materials Research 433-440 (January 2012): 2592–95. http://dx.doi.org/10.4028/www.scientific.net/amr.433-440.2592.

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Product after-sales use and maintenance phase is the longest and most important part in the product life cycle stage. It is researched after-sales process management of product use and maintenance phase with learning from the theory and experience of contemporary technology and process management of the product manufacturing phase. It is put forward that is a proposal of after-sales process planning of the product use and maintenance. And a JSP-based computer-aided system is researched and designed which is about railway transportation equipments after-sales process.

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27

Zhao, Xin, Na Fu, Susan Taylor, and Patrick C. Flood. "The dynamic process of customer psychological contracts in a service context." International Journal of Market Research 62, no. 6 (August 20, 2019): 707–24. http://dx.doi.org/10.1177/1470785319867637.

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This study aims to extend our understanding of the customer-service team relationship from a new angle, that is, the customer psychological contract. This study adopts the psychological contract theory, proposes and empirically tests a dynamic process of customer psychological contract with the sales teams. In particular, this study examines the relationships between customer psychological contract breach, violation, and satisfaction. In addition, it identifies sales team exhaustion, and customer past positive experience as the conditions which moderate the link between customer psychological contract breach and violation. Using multisource data collection from matched 263 sales team members with 1,003 customers nested in 88 sales teams, the results from multilevel modeling show that customer psychological contract breach leads to a high level of perceived violation, which in turn reduces customer satisfaction. Although sales team exhaustion amplifies the positive impact of customer psychological contract breach on violation, customer past positive experience diminishes such impact. Overall, this study provides a unique contribution to existing literature on the service organization, psychological contract, and the management of customer and service team interactions.

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28

Kuptsova, E., and E. Kuptsova. "IMPROVING THE SALES PROCESS OF THE AUTO DEALER ENTERPRISE: HIDDEN POINTS OF GROWTH." Vestnik Universiteta, no. 10 (November 28, 2019): 118–23. http://dx.doi.org/10.26425/1816-4277-2019-10-118-123.

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Sales have been considered as a process, which can be described, studied, systematized and, on this basis, to increase its effectiveness. The results of the audit work of the sales department of the dealership have been presented. The problems of telephone conversations of sellers with dealership customers and the reasons for refusing to buy a car have been revealed. The control points for incoming phone calls from the marketing department and sales department have been defined. An approach to the development of the sales model of an auto dealer center based on lido generation has been considered.

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29

Johan, Johan, Yokie Susanto, Yusmin Joe, and Robby Robby. "Analisis dan Perancangan Aplikasi Pendukung Erp Sap R/3 Modul Sales and Distribution PT. United Tractors, Tbk." ComTech: Computer, Mathematics and Engineering Applications 1, no. 2 (December 1, 2010): 645. http://dx.doi.org/10.21512/comtech.v1i2.2564.

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The purpose of this research is to analyse sales process having been implementing Sales and Distribution module of ERP SAP R/3 and also to design a supporting application for sales process at PT United Tractor, Tbk. The benefit of this application is to help sales person and customer in doing inquiries, quotation and sales order also material information through short message. The method of this research is data capturing, literature review, object oriented analysis and design and Rational Unified process including UML ( Unified Modeling Language) for application design. Based on the problem, we designed a web based and sms gateway application to support Sales and Distribution module ERP SAP R/3 to help customer and sales person in doing sales transaction and information inquiry.

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Bernadi, Josef. "Aplikasi Sistem Informasi Penjualan Berbasis Web pada Toko Velg YQ." ComTech: Computer, Mathematics and Engineering Applications 4, no. 2 (December 1, 2013): 731. http://dx.doi.org/10.21512/comtech.v4i2.2504.

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The rapid development of information technology gets along with an advance in data processing. Data recording process of sales for company is one of the numerous examples. A system that is able to keep records inventory and profit-loss company is needed to support purchase and sales process. The faster the recording and order process, the more rapid information delivery will be. This research describes factors in making sales information system, payment and reports of YQ wheel store. This research results in a sales information system that facilitates the sales process as well as provides product information of YQ wheel store.

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Mefid, Khairen Niza, Ari Yanuar Ridwan, and Warih Puspita Sari. "Global industry perspective of halal cosmetics applying sales and distribution process based on enterprise resources planning." Bulletin of Social Informatics Theory and Application 3, no. 2 (December 3, 2019): 61–68. http://dx.doi.org/10.31763/businta.v3i2.175.

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The cosmetics industry has several business processes from procurement to sales and distribution of products; thus, it requires a system that can integrate and monitor business processes under halal standardization. This paper discusses the use of ERP systems in the application of Odoo 10.0 Halal sales and distribution modules using the ASAP (Accelerated SAP) method. Halal system integration allows users to find out the sales results in real-time and can do documentation in the form of customer data, quotations, sales orders, invoices, delivery orders. In addition, the main element is the halal report on sales management that can store and show reports for the marketing department. This halal ERP system can be adapted to the needs of companies to face global challenges.

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32

Muthia, Nurul, Hilda Amalia, Ari Puspita, and Ade Fitria Lestari. "RANCANG BANGUN SISTEM INFORMASI AKUNTANSI PENJUALAN DENGAN MODEL WATERFALL BERBASIS JAVA DESKTOP." JITK (Jurnal Ilmu Pengetahuan dan Teknologi Komputer) 5, no. 1 (August 15, 2019): 15–22. http://dx.doi.org/10.33480/jitk.v5i1.582.

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Every business entity is required to be able to improve their services to customers. With good service it will increase customer satisfaction so that it ultimately increases profits from the business entity itself. To be able to improve service to customers, business entities must be able to present an efficient and accurate sales transaction process. For this reason, sales information system design is needed. Sales accounting information system can streamline the sales transaction process and can produce sales reports that are more accurate and timely and able to record accounting transactions in a short time. Timely and accurate sales reports are needed for the decision making process for business entity owners. The research objective is to develop software using the waterfall device development method, so that it can produce software that is able to improve sales system work and increase profits. The design results of the sales information system using the waterfall method can reduce errors caused by human factors (avoiding human error), avoiding the combination of data entry and presentation of sales reports presented in a fast and precise time so as to help the owner to make the decision making process .

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33

Rodriguez, Michael, and Stefanie L. Boyer. "Artificial Intelligence and the Sales Process: How to Help Sales Students Develop an Analytics Skill Set." Global Research in Higher Education 3, no. 1 (February 27, 2020): p54. http://dx.doi.org/10.22158/grhe.v3n1p54.

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The following learning protocol provides an opportunity for professors to help students apply artificial intelligence and analytics in a pipeline management exercise. The activity allows advanced sales students to build a predictive sales model in Salesforce.com’s Einstein Analytics Platform. The following innovation walks the educator through the process of accessing the platform, building a model and analyzing outcomes. The exercise provides the opportunity to improve outcomes and act on sales opportunities, simulating the work environment. The article provides teaching tips for success to help professors stay current in the digital age and prepare students for early career success.

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Lollar, James G., and Thomas W. Leigh. "An Experiential Exercise for Enlightening Sales Students about the Screening and Selection Process for Sales Jobs." Journal of Marketing Education 17, no. 3 (December 1995): 35–50. http://dx.doi.org/10.1177/027347539501700306.

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35

Bennett, Victor Manuel. "Organization and Bargaining: Sales Process Choice at Auto Dealerships." Management Science 59, no. 9 (September 2013): 2003–18. http://dx.doi.org/10.1287/mnsc.1120.1691.

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36

Ryynänen, Harri, Anne Jalkala, and Risto T. Salminen. "Supplier's Internal Communication Network during the Project Sales Process." Project Management Journal 44, no. 3 (June 2013): 5–20. http://dx.doi.org/10.1002/pmj.21341.

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37

Bocconcelli, Roberta, Marco Cioppi, and Alessandro Pagano. "Social media as a resource in SMEs’ sales process." Journal of Business & Industrial Marketing 32, no. 5 (June 5, 2017): 693–709. http://dx.doi.org/10.1108/jbim-11-2014-0244.

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Purpose The purpose of this paper is to explore the impact of social media (SM) adoption in upgrading and innovating selling processes by small- and medium-sized enterprises (SMEs) facing complex and rapidly changing market scenarios. Design/methodology/approach To achieve this goal, the paper undertakes an exploratory case study of Gamma, a mechanical company, by actively using SM to start and open a new market. The case-study is analyzed through the industrial marketing and purchasing (IMP) approach, which emphasizes the role of interaction and the interdependencies of resources. Findings The adoption of SM resources helped Gamma to tap into new markets and thus survive and face the downturn of its original market. SM displayed its effects in combination with other resources: a simple and not expensive machinery, capable human resources, effective production and logistical resources. SM represented a strategic resource to implement an effective business networking effort. Originality/value This paper provides novel empirical evidence and conceptual development over the role of SM as a resource in SMEs’ sales processes, using the IMP perspective on combination and development of resources.

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38

Bichard, Shannon L., Todd Chambers, and Padmini Patwardhan. "The Media Buying Process: Perceptions of Media Sales Representatives." International Journal on Media Management 9, no. 1 (March 19, 2007): 28–39. http://dx.doi.org/10.1080/14241270701193474.

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39

Krhač Andrašec, Eva, Benjamin Urh, Marjan Senegačnik, and Tomaž Kern. "Implementation of the Digital Sales Channel in the Coatings Industry." Processes 9, no. 7 (July 5, 2021): 1168. http://dx.doi.org/10.3390/pr9071168.

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The development process in the coatings industry can be shortened by digital transformation, and its costs can be reduced using a technical enabler. However, formulators need up-to-date and comprehensive data on existing and potential ingredients to develop the formulation. We were curious about how to supply formulators with data. The idea was that suppliers of ingredients provide data using the “common enabling technology”. We hypothesize that direct data entry compensates suppliers because they can shorten the sales process and increase sales. We used a survey to select key sales channels in the industry. Detailed process models were designed using structured interviews. We analyzed models using structural and operational indicators. Finally, we formed a new digital sales process and verified it. The results show that the digitally formatted sales process can be shortened by up to 32%. Simultaneously, more potential customers can be accessed using the common technology. Existing sales channels would not be closed down. Nevertheless, the digital sales channel is expected to prove its worth over time and gradually increase its share. The suppliers of ingredients can thus avoid a radical process transformation and the immediate integration of additional information technology into the company information system in such an evolutionary way.

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40

Dymora, Paweł, Maciej Koryl, and Mirosław Mazurek. "Process Discovery in Business Process Management Optimization." Information 10, no. 9 (August 29, 2019): 270. http://dx.doi.org/10.3390/info10090270.

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Appropriate business processes management (BPM) within an organization can help attain organizational goals. It is particularly important to effectively manage the lifecycle of these processes for organizational effectiveness in improving ever-growing performance and competitivity-building across the company. This paper presents a process discovery and how we can use it in a broader framework supporting self-organization in BPM. Process discovery is intrinsically associated with the process lifecycle. We have made a pre-evaluation of the usefulness of our facts using a generated log file. We also compared visualizations of the outcomes of our approach with different cases and showed performance characteristics of the cash loan sales process.

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Randall, E. James, and Cindy H. Randall. "A Current Review of Hiring Techniques for Sales Personnel: The First Step in the Sales Management Process." Journal of Marketing Theory and Practice 9, no. 2 (April 2001): 70–83. http://dx.doi.org/10.1080/10696679.2001.11501892.

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42

Hrytsyshyn, Anna. "Accounting for sales activities in the context of the separation of logistics and marketing." Herald of Ternopil National Economic University, no. 1(95) (March 5, 2020): 200–212. http://dx.doi.org/10.35774/visnyk2020.01.200.

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Introduction. Sales activities should be considered as a process of organizational and economic operations that includes logistical aspects (transportation, warehousing, inventory management, order servicing) and marketing aspect (research and analysis of market conditions, determination of sales volumes, selection and management of distribution channels). Modernization of the management of the product sales process requires the adaptation of accounting methodology to the requirements of logistics and marketing. The dual positioning of the sales process as a logistics and marketing activity requires the improvement of primary documents, accounts and accounting records. Purpose. The main aim is to improve the accounting of sales costs with a separate logistics and marketing processes. Methods. General scientific empirical, logical and historical methodical techniques of knowledge of reality were used in the process of researching the place of logistics and marketing in the accounting of sales expenses. The research is based on science general methods of economic processes, facts and phenomena of accounting to differentiate the sales costs of logistics and marketing origin. The information base of the research is legal documents, scientific works of domestic and foreign scientists in the marketing activity accounting field etc. Results. The influence of logistics and marketing on the accounting method for sales costs is investigated. Different accounting documents that allow separate identification of the sales costs of logistics and marketing origin are disclosed. The accounting practice of calculating sales costs has been improved by changing the name of account 93 «Sale costs» to «Costs for sale and marketing» and opening new accounting subaccounts. The form of sales cost accounting information for the purpose of their structural, dynamic analysis and estimation of deviations from the planned indicators is proposed. Discussion. The use of the proposed invoices and the register of sales expenses can cause the complexity of accounting calculations, which requires further investigation of the prospects for automation of accounting procedures.

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43

Suharyadi, Suharyadi, Saifullah Saifullah, Eka Irawan, and Riski Sundari. "Analisa Pemilihan Sales Terbaik di PT. Enseval Putera Megatreding Tbk, Pematangsiantar dengan metode Profil Matching." Prosiding Seminar Nasional Riset Information Science (SENARIS) 1 (September 30, 2019): 731. http://dx.doi.org/10.30645/senaris.v1i0.79.

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Abstract-Sales is the ability of a sales person to sell, which includes the process of selling that comes from the first step to the execution of a sale. So the understanding of sales person or salesmen here is an individual who offers a product in a sales process. In this case sometimes the leaders are confused in determining the best sales at PT ENSEVAL PUTERA MEGATRADING Tbk, Pematang Siantar. This study uses Profile Matching method. This report discusses the selection of the best SALES in PT ENSEVAL PUTERA MEGATRADING Tbk, Pematang Siantar Then calculates consistency using the Profile Matching method. If the consistent value is produced consistently, it can be used as a reference to rank the best sales at PT ENSEVAL PUTERA MEGATRADING Tbk, Pematang Siantar. For the results of all tests can be generated that it is easier to determine the best sales, and become input to the management in lifting the best sales to become permanent employees.

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44

Vuori, Johanna. "A foresight process as an institutional sensemaking tool." Education + Training 57, no. 1 (February 9, 2015): 2–12. http://dx.doi.org/10.1108/et-07-2013-0090.

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Purpose – The purpose of this paper is to examine how a foresight project supports institutional positioning efforts through joint sensemaking. Design/methodology/approach – This paper describes a case study that investigated the design, implementation, and outcomes of a foresight project at a Finnish higher education institution that selected sales and services as its institutional focus areas. According to the institutional strategy, all students should have acquired solid sales and service skills before the completion of their studies. The foresight methods used in this study were e-Delphi, futures workshops, and futures narratives. The data gathered in this iterative foresight process resulted in the delineation of eight future sales and service roles and their related competences, which were subsequently used for redesigning curricula, new programme development, and personnel training. Findings – With the careful choice of foresight methods, the organisation was not only able to define future competence needs based on the collective wisdom of its stakeholders, but also fostered the organisation’s strategic transformation process. Practical implications – This paper gives insight into how to use a foresight process to foster institution-wide change. Originality/value – This is one of only a few studies on how higher education institutions could implement their positioning strategies.

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Djatmiko, M. Budi, Al Husain, Giandari Maulani, and Leli Nirmalasari. "Analyze and Record a Series of Corporate Sales Transactions On Web Based Accounting Online System." Aptisi Transactions on Management (ATM) 1, no. 2 (December 26, 2018): 103–15. http://dx.doi.org/10.33050/atm.v1i2.691.

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In the economic activities of the company can not be separated from the name of the process of sales and purchases. Especially in the company's accounting system sales process does not escape become part of the system. That's because sales become vital to prosper the company's welfare. As a financial revenue source in the company the sales process must be analyzed and recorded in real time whether wherever and whenever. As an anticipatory action to reduce the crime of financial acts such as manipulation at the company so as not to cause big losses to the company and result in bankruptcy of the company. Use of Web Based Accounting Online System or commonly known WBAOS it can all be done easily. Starting from analyzing company sales to record sales. This is considered very effective if using an accounting system that is still offline and more efficient of course.

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Hammond, Robert W. "Sales Student Preconceptions and a Novel Approach to Sales Curriculum Mapping: Insights, Implications, and Application for Sales Educators." Journal of Marketing Education 42, no. 3 (May 26, 2020): 304–23. http://dx.doi.org/10.1177/0273475320925876.

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It is widely known that students have preconceptions regarding salespeople and that these preconceptions are modified by participation in sales classes. It is also known that experiential sales class activities are more effective at increasing student interest in pursuing a sales career than traditional lecture style lessons. Less explored is the source of student preconceptions regarding sales and an associated model to explain the observed classroom pedagogy phenomena. Moreover, despite the focus on measuring student attitudes toward sales, there is limited research that presents practical methods for sales educators to introduce sales concepts to students. To address this knowledge gap, this article presents the findings from a quantitative analysis of student experiences regarding sales, a model for interpreting these experiences as it relates to sales career interest, and a novel process for developing the introductory and advanced sales classes at a large metropolitan university.

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Maryani, Maryani. "Perancangan Sistem Informasi Penjualan Buku pada PD. Kencana." ComTech: Computer, Mathematics and Engineering Applications 5, no. 2 (December 1, 2014): 1041. http://dx.doi.org/10.21512/comtech.v5i2.2361.

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PD KENCANA is a company engaged in the sale of school administration equipment, office equipment and so forth. One of the processes that exist in PD KENCANA is the sales process. Based on book sales processes currently running on KENCANA PD, there are still some issues, namely duration of the process of making the sales memorandum book, because the manufacturing process is still done by hand writing. The purpose of this research is to design information systems in PD KENCANA book sales and provide reports on sales data of books with ease and on time. Methodology in the development of this system consists of activities which can be grouped into several stages, systems methodologies used in information system design uses the System Development Life Cycle (SDLC). Book Sales Information Systems In this KENCANA PD can assist the administration in managing the sale of books and making reports. In addition, this information system can also easily generate reports on book sales information per month or per year, accurate, precise and relevant, as expected.

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Iskin, Ibrahim, Tugrul U. Daim, Stephen Noble, and Angie Baltz. "Approaching IT Automation Decisions using Analytic Hierarchy Process (AHP)." International Journal of Information Technology Project Management 5, no. 1 (January 2014): 77–89. http://dx.doi.org/10.4018/ijitpm.2014010107.

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What is the future of the conventional phone-based corporate sales teams? As consumers grow more and more accustomed to purchasing online everything from holiday gifts to weekly groceries to boats and homes, companies have better and better opportunities to automate their own corporate sales processes. Today's companies are encountering an era of accessible and scalable information technologies (IT) and of an increasingly e-commerce-savvy customer base. This paper explores a decision process in a case company using analytical hierarchy process (AHP). Decision profiled in this study is to determine the most viable decision between developing an automated custom sales order interface system and using the existing manual process in which customers contact sales teams to place orders. Decision model is based on multiple criteria in order to assess each candidate system risks and benefits. Study analyzes the current trend of IT integration throughout the supply chain, develops a decision model based on user interviews, and aims to determine the circumstances under which automating the process is the best choice. Results indicate that, importance of decision criteria differs with respect to duration of contracts each customer makes. For instance, development cost has been identified as the most heavily weighted decision criterion at six month long contract cases whereas all decision criteria which are data quality, development costs, organizational politics and customer experience are weighted equally at one year contract cases. Results have also shown that although organizational politics has been ranked relatively lower in six months and one year contract cases it takes considerable precedence at contracts with duration of two years and more.

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Bunea, Ovidiu-Iulian. "Repositioning sales as an influence on innovation and a source of sustainable competitive advantage." Proceedings of the International Conference on Business Excellence 13, no. 1 (May 1, 2019): 492–504. http://dx.doi.org/10.2478/picbe-2019-0043.

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Abstract The main purpose of this paper was to analyze the relationship between the company’s sales activity, innovation and competitive advantage using a representative sample of firms analyzed in dynamics in 2014-2018 time period. Scientific literature on the determinants of innovation has shown that large firms are more likely to innovate when compared to small firms and that innovation inputs significantly increase innovation output. The types of innovation to which this work refers are process, product, organizational and marketing innovation. Thus, looking at the history and evolution of companies, in terms of financial statement and, more specifically, sales, we can reveal relevant information about their innovation activities and potential sustainable competitive advantage emerging from innovation. Sales can be considered input into the innovation process through the information gathered from customers, thus contributing to the innovation process. For example, when it comes to launching a new product or improving the existing one, sales feedback could be of great help because the salesperson has the ability to collect important customer feedback such as: what are the issues with the present product, what could be improved and how etc. So, we ask: Does sales contribute to the innovation process and gaining sustainable competitive advantage? If so, what happens with the degree of innovation according to the volume of sales, the size of the company, the number of employees? To highlight the relationship between sales, innovation and competitive advantage, and to estimate the predictability of the model, multiple linear regression was used. Thus, the analysis has shown that sales activity positively and significantly influences innovation when it comes to the information that sales can make available, contributing in some cases as a source of sustainable competitive advantage. Research also identified a significant but negative influence between sales, innovation and sustainable competitive advantage when we talk about sales in terms of their volume.

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Silva, Eduardo Silva da, and Guilherme Bridi. "Virtual Sales Versus Classical Sales: A Perspective From Brazilian Airlines Customers." International Journal of Business Administration 10, no. 1 (December 4, 2018): 87. http://dx.doi.org/10.5430/ijba.v10n1p87.

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The present paper aims to contribute to the debate about the use of digital marketing and relationship marketing tools for travel sales, and their respective reflexes in the customers preferences by virtual or classical sales channels of airlines tickets in Brazil. Therefore, it was applied a survey with 80 regular customers from domestic flights. It was identified that most of the respondents tend to buy their tickets into virtual sales channels, mainly in those that are better organized and offer the best rates. For those who chose for traditional channels tend to buy tickets from the airlines that focus on keeping a good service throughout the sales process, and also analyzing factors such as quality of service and safety. It was also concluded that it is extremely important to invest in digital marketing and relationships tools, once passengers are each more looking for a fair price combined with good quality.

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