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Journal articles on the topic 'Sales'

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Published: 4 June 2021
Last updated: 30 July 2024

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1

Jensen, Ove. "After Sales? Sales After!" Sales Management Review 26, no. 5 (October 2017): 46. http://dx.doi.org/10.1007/s35141-017-0104-2.

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2

Serarslan, M. Zahit. "Sports sales." International Journal of Academic Research 6, no. 1 (January 30, 2014): 349–56. http://dx.doi.org/10.7813/2075-4124.2014/6-1/b.47.

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3

SAIENIT, M. W. "Sales Commission for Multiproduct Sales Forces." IMA Journal of Management Mathematics 2, no. 1 (1988): 17–23. http://dx.doi.org/10.1093/imaman/2.1.17.

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4

Kuntz, Bernhard. "Mit „Sales Coach“ zum Sales Profi." Sales Business 19, no. 4 (April 2010): 42–43. http://dx.doi.org/10.1007/bf03228284.

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5

Thomson, Simon. "Special Sales Report: non-subscription sales." Editors' Bulletin 2, no. 2 (July 2006): 55–56. http://dx.doi.org/10.1080/17521740701717337.

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Havlíček, Karel, and Ondřej Roubal. "Sales Management and Sales Communication of SMEs." EUROPEAN RESEARCH STUDIES JOURNAL XVI, Issue 4 (November 1, 2013): 29–42. http://dx.doi.org/10.35808/ersj/401.

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7

Dunning, Jarrad, Aron O'Cass, and Anthony Pecotich. "Retail sales explanations: resolving unsatisfactory sales encounters." European Journal of Marketing 38, no. 11/12 (November 2004): 1541–61. http://dx.doi.org/10.1108/03090560410560236.

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8

Rana, Arif Iqbal, and Mohammad Kamran Mumtaz. "Sales Force Incentives at Service Sales Corporation." Asian Journal of Management Cases 14, no. 2 (September 2017): 160–75. http://dx.doi.org/10.1177/0972820117712306.

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The case is about restructuring of the sales force compensation system at Service Sales Corporation (SSC), a large shoe retailer in Pakistan. The organization went through many changes in its supply chain management starting in 2001, when a new COO, Omer Saeed, took over. There was a major increase in sales and the number of shops, and a decrease in the number of salesmen per shop with the net effect that some salesmen were drawing a compensation of ₹25,000–30,000 per month (standard salesmen salary in smaller shops was ₹8,000 per month). When the new COO Amer Mohsin joined in 2009, he was faced with the challenge of designing a salesmen compensation system that was in line with the growth of the organization. The case provides an opportunity to understand how different compensation systems are required as company dynamics change.
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Loos, Marco B. M., and Marco B. M. Loos. "Commercial Sales: The Common European Sales Law Compared to the Vienna Sales Convention." European Review of Private Law 21, Issue 1 (January 1, 2013): 105–30. http://dx.doi.org/10.54648/erpl2013004.

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Abstract: If the Common European Sales Law (CESL) is adopted, commercial parties will have the opportunity to choose between two international legal instruments for the regulation of their international commercial sales contracts. Whereas CESL is available to both consumer and commercial sales contracts, the Vienna Sales Convention on the International Sale of Goods (CISG) is intended for commercial sales contracts only. This could suggest that CISG is more suitable for use in commercial sales contracts, as commercial parties usually have different interests compared to consumers. In this article, it is argued that, as CESL remedies major flaws in CISG, in fact CESL is the better choice (also) for commercial parties, in particular because it introduces coherent rules on defects of consent, clearer and more balanced rules regarding the incorporation of standard terms, and a scheme for the testing of the unfairness of standard terms. Résumé: Si le droit commun européen de la vente (CESL) est adopté, les parties commerciales auront la possibilité de choisir entre deux instruments juridiques internationaux pour la régulation de leurs contrats de vente commerciale internationale. Alors que CESL sera disponible dans le cas d'une transaction transfrontalière dans l'espace européen entre professionnels et consommateurs et aussi dans le cas d`une transaction entre deux professionnels, la Convention de Vienne relative à la vente internationale de marchandises vise uniquement les contrats de vente commerciale internationale. Ceci pourrait suggérer que la Convention de Vienne est plus appropriée aux contrats de vente commerciale internationale comme les parties commerciales ont en général des intérêts différents par rapport aux consommateurs. Dans cet article, nous postulons que CESL répare les défauts majeurs dans la Convention de Vienne et propose en fait le meilleur choix pour toutes les parties - professionnels et consommateurs -, en particulier parce que CESL introduit des règles cohérents sur les vices de consentement, contient des règles concernant l'incorporation des conditions générales plus claires et plus équilibrées et introduit des provisions pour tester le caractère abusif des conditions générales. Zusammenfassung: Sollte der Vorschlag über ein Gemeinsames Europäisches Kaufrecht (CESL) angenommen werden, werden Unternehmer die Wahl zwischen zwei Rechtsordnungen haben, die ihren internationalen Kaufverträgen zugrunde liegen können. Während der Anwendungsbereich des CESL sowohl für Verbraucherverträge als auch für Handelsverträge zur Verfügung steht, findet das Wiener Abkommen zum UN-Kaufrecht (CISG) nur für Handelsverträge Anwendung. Man könnte daraus schließen, dass das CISG als Grundlage für Handelsverträge besser geeignet sei, da Händler in der Regel von Verbrauchern abweichende Interessen haben. In diesem Aufsatz wird jedoch argumentiert, dass, da das CESL erhebliche Mängel im CISG behebt, das CESL grundsätzlich die bessere Wahl (auch) für Händler ist. Im Gegensatz zum CISG führt das CESL kohärente Vorschriften über Einigungsmängel ein, sowie klare und ausgewogene Vorschriften für die Einbeziehung und Inhaltskontrolle von Allgemeinen Geschäftsbedingungen.
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10

Touzani, Samir, and Robert Van Buskirk. "Estimating sales and sales market share from sales rank data for consumer appliances." Physica A: Statistical Mechanics and its Applications 451 (June 2016): 266–76. http://dx.doi.org/10.1016/j.physa.2016.01.030.

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11

Memon, Dr Sharif. "Impact of Sales Promotion on Sales figures of Select International FMCG Brands." Indian Journal of Applied Research 1, no. 9 (October 1, 2011): 190–93. http://dx.doi.org/10.15373/2249555x/jun2012/68.

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12

Bates, Jane. "Sales pitch." Nursing Standard 21, no. 16 (January 2, 2007): 28. http://dx.doi.org/10.7748/ns.21.16.28.s45.

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13

Leeson, Peter T. "Wife Sales." Review of Behavioral Economics 1, no. 4 (December 18, 2014): 349–79. http://dx.doi.org/10.1561/105.00000014.

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14

Seiller, Pauline, and Rachel Silvera. "Sales boulots." Travail, genre et sociétés 43, no. 1 (2020): 25. http://dx.doi.org/10.3917/tgs.043.0025.

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15

Staudte, Werner, Johannes F. Sutter, and Allison Antalek. "sales business." H&V Journal 64, no. 7-8 (July 2012): 23–30. http://dx.doi.org/10.1365/s35824-012-0187-x.

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16

Stojanovic, Dragisa. "Modelling Sales." Journal of the Operational Research Society 45, no. 9 (September 1994): 1060. http://dx.doi.org/10.2307/2584147.

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17

Schwarz, P. A. "Sales promotion." Anaesthesia 43, no. 3 (February 22, 2007): 248. http://dx.doi.org/10.1111/j.1365-2044.1988.tb05561.x.

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18

E. C. "Testing Sales." Scientific American 259, no. 2 (August 1988): 98. http://dx.doi.org/10.1038/scientificamerican0888-98a.

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19

Armstrong, J., R. Baird, G. Burgess, G. Cochrane, S. Donald, I. Gillespie, H. Gresham, et al. "Sales restrictions." Veterinary Record 118, no. 10 (March 8, 1986): 284. http://dx.doi.org/10.1136/vr.118.10.284.

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20

Duffell, J. "Net sales." Manufacturing Engineer 78, no. 4 (August 1, 1999): 161–63. http://dx.doi.org/10.1049/me:19990405.

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21

Wang, Zhong Lin. "Scientific sales." Materials Express 3, no. 1 (March 1, 2013): 97–98. http://dx.doi.org/10.1166/mex.2013.1100.

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22

Stojanović, Dragiša. "Modelling Sales." Journal of the Operational Research Society 45, no. 9 (September 1994): 1060–67. http://dx.doi.org/10.1057/jors.1994.171.

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23

Moore, Henry. "UNCONVENTIONAL “SALES”." Cambridge Law Journal 75, no. 3 (November 2016): 465–68. http://dx.doi.org/10.1017/s0008197316000738.

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IN business, it is desirable to have certain law that makes good commercial sense, and helpful to know what fundamental concepts like “a contract of sale of goods” actually mean. The Supreme Court in PST Energy 7 Shipping LLC and another v OW Bunker Malta Ltd. and another (“The Res Cogitans”) [2016] UKSC 22 grappled with precisely this question.
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24

Allen, Concha, Poonam Kumar, Crina Tarasi, and Holt Wilson. "Selling Sales." Journal of Marketing Education 36, no. 2 (June 9, 2014): 94–104. http://dx.doi.org/10.1177/0273475314537279.

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25

Ball, Philip. "Platinum sales." Nature Materials 5, no. 7 (July 2006): 520. http://dx.doi.org/10.1038/nmat1684.

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26

Singh,, Sudhanshu. "Sales Navigator." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 04 (April 26, 2024): 1–5. http://dx.doi.org/10.55041/ijsrem31755.

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Sales Navigator stands as a groundbreaking project at the forefront of data-driven financial analysis, leveraging advanced deep learning technology to revolutionize the prediction and understanding of sales prices in today's dynamic financial markets. This innovative system seamlessly integrates diverse data sources and employs sophisticated algorithms to decode intricate financial patterns over time. Users are equipped with real-time data updates, customizable dashboards, and timely alerts for significant market events, creating an enriched and dynamic user experience. At its core, Sales Navigator functions as an indispensable resource for financial professionals, offering comprehensive insights into the complexities of the financial markets. The system's deep learning capabilities empower investors, traders, and financial analysts by providing them with the tools to make well-informed investment decisions. Through the fusion of cutting-edge technology and financial expertise, Sales Navigator sets a new standard in predictive accuracy and responsiveness. In essence, Sales Navigator signifies a pioneering approach to financial analysis, where deep learning technology is harnessed to navigate the intricacies of the ever-evolving financial landscape. By offering a holistic understanding of market dynamics, Sales Navigator emerges as an asset, supporting financial professionals in their pursuit of success in today's data-driven and rapidly changing financial ecosystem. Index Terms: AI, ML, Sales Navigator, Data Analytics, Real time, Transformers.
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27

Vignau, Sonia. "Sexe / Sexualité. Des sales mots ? Des maux sales ?" Cahiers de Gestalt-thérapie 44, no. 2 (April 1, 2021): 65–82. http://dx.doi.org/10.3917/cges.044.0065.

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28

Hunter, Gary K., and William D. Perreault. "Sales Technology Orientation, Information Effectiveness, and Sales Performance." Journal of Personal Selling & Sales Management 26, no. 2 (March 2006): 95–113. http://dx.doi.org/10.2753/pss0885-3134260201.

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29

Kuruzovich, Jason. "Sales Technologies, Sales Force Management, and Online Infomediaries." Journal of Personal Selling & Sales Management 33, no. 2 (June 2013): 211–24. http://dx.doi.org/10.2753/pss0885-3134330205.

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30

Chen, Dali, Wenbiao Liang, Kelan Zhou, and Fan Liu. "Sales Forecasting for Fashion Products Considering Lost Sales." Applied Sciences 12, no. 14 (July 13, 2022): 7081. http://dx.doi.org/10.3390/app12147081.

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Sales forecasting for new products is significantly important for fashion retailer companies because prediction with high accuracy helps the company improve management efficiency and customer satisfaction. The low inventory strategy of fashion products and the low stock level in each brick-and-mortar store lead to serious censored demand problems, making forecasting difficult. In this regard, a two layers (TLs) model is proposed in this paper to predict the total sales of new products. In the first layer, the demand is estimated by linear regression (LR). In the second layer, sales are modeled as a function of not only the demand but also the inventory. To solve the TLs model, a gradient-boosting decision tree method (GBDT) is used for feature selection. Considering the heterogeneity in products, a mixed k-mean algorithm is applied for product clustering and a genetic algorithm for parameter estimation in each cluster. The model is tested on real-world data from a Singapore company, and the experimental results show that our model is better than LR, GBDT, support vector regression (SVR) and artificial neural network (ANN) in most cases. Furthermore, two indicators are built: the average conversion rate and the marginal conversion rate, to measure products’ competitiveness and explore the optimal inventory level, respectively, which provide helpful guidance on decision-making for fashion industry managers.
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31

Clark, Paul, Richard A. Rocco, and Alan J. Bush. "Sales Force Automation Systems and Sales Force Productivity." Journal of Relationship Marketing 6, no. 2 (August 28, 2007): 67–87. http://dx.doi.org/10.1300/j366v06n02_06.

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32

Jones, John Philip. "Does advertising produce sales today or sales tomorrow?" Journal of Marketing Communications 1, no. 1 (March 1995): 1–11. http://dx.doi.org/10.1080/13527269500000001.

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33

De Coninck, James B. "How sales managers control unethical sales force behavior." Journal of Business Ethics 11, no. 10 (October 1992): 789–98. http://dx.doi.org/10.1007/bf00872311.

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34

Gwin, John M., John H. Lindgren, and Sandra L. Schmidt. "Sales Cultures and Sales Jobs in Services Organizations." Journal of Professional Services Marketing 9, no. 2 (September 7, 1993): 125–38. http://dx.doi.org/10.1300/j090v09n02_10.

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35

Erschik, Richard W. "Sales leads can truly be seeds of sales." Journal of Business & Industrial Marketing 4, no. 2 (February 1989): 27–31. http://dx.doi.org/10.1108/eum0000000002728.

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36

Rutherford, Brian N., Nathaniel Hartmann, Nwamaka Anaza, and Scott C. Ambrose. "Editorial: Relational disruptions in sales and sales management." Journal of Business & Industrial Marketing 39, no. 4 (May 8, 2024): 669–72. http://dx.doi.org/10.1108/jbim-04-2024-639.

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37

Zhen, Xueping, Ping Wang, and Xinran Li. "The Streamer's sales strategy choice considering sales effort." Journal of Retailing and Consumer Services 78 (May 2024): 103745. http://dx.doi.org/10.1016/j.jretconser.2024.103745.

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38

Murphy, William H., Peter A. Dacin, and Neil M. Ford. "Sales Contest Effectiveness: An Examination of Sales Contest Design Preferences of Field Sales Forces." Journal of the Academy of Marketing Science 32, no. 2 (April 1, 2004): 127–43. http://dx.doi.org/10.1177/0092070303261582.

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39

Fawzi Shubita, Mohammad. "Specification of the relationship between the sales expenses and the sales in Jordanian companies." Innovative Marketing 15, no. 4 (December 5, 2019): 57–65. http://dx.doi.org/10.21511/im.15(4).2019.05.

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Traditional accounting has divided costs into variable and fixed costs, with changes made according to production levels, consequently, the cost behavior changes according to changes in the volume of production activity. Therefore, it has become necessary for successful management to understand cost behavior to face market changes and to adopt strategies that increase sales volume. The study period covered 12 years between 2006 and 2017. The study population was from Jordanian industrial shareholding companies. Using the regression models, the main results indicated that sales expenses could not explain changes in sales revenue in Jordanian companies; there was a significant relationship between sales expense changes and sales revenues, with sales expense changes having incremental information content over sales expense levels in explaining sales revenues. There was also no significant relationship between sales expense levels, sales expense changes, and sales revenues. The study suggests that future researches should be made in order to obtain business-oriented and specific information on how the decisions affect sales behavior. Overall, the study findings enhance our understanding about companies’ cost behavior and provide useful insights into financial and management accounting literature.
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40

Küster, Inés, and Pedro Canales. "Compensation and control sales policies, and sales performance: the field sales manager's points of view." Journal of Business & Industrial Marketing 26, no. 4 (April 12, 2011): 273–85. http://dx.doi.org/10.1108/08858621111127018.

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PurposeThe purpose of this paper is to analyse the relationship among the compensation system (fixed or commission) applied to salespeople, the system by which they are controlled, and the effects of both on individual performance and sales organization effectiveness. Previous research has been extended in a different country/context, and from the field sales manager's points of view.Design/methodology/approachFirst, a cluster analysis was used to obtain a set of groups of salespeople characterized by their main compensation system (salary and/or commission). Also, ANOVA is used to analyze the significance of the differences due to the different compensation system.FindingsThe empirical data reflect the results of research involving 108 field sales managers and show that the compensation system used for the salespeople has significant effects on individual salesperson performance and sales organization effectiveness and is related to the control system used by the company. Companies with a compensation system based on a fixed salary use behavior control more than companies with a compensation system based on commission; salespeople who receive a greater proportion of compensation as a fixed salary give better individual performance than those who are paid by commission; salespeople who receive a greater proportion of their pay as a fixed salary are more effective than those paid largely by commission. Results do not show relevant differences among countries.Research limitations/implicationsAny generalisation of results is limited by the characteristics of this study, in particular by the sample used and the particular situation of the country analysed (Spain). At the same time, and because the study relies on the subjective judgment of sales field managers' perceptions, the measurement of some concepts is subject to various cognitive biases.Practical implicationsCompensation for salespeople is one of the most important issues in saleforce management as it has a significant effect on motivation, which is critical, given the conditions of their working environment.Originality/valueThis paper analyzes the field sales manager's points of view and not that of the salesperson or the sales team. This provides a closer perspective because field sales managers operate between the salesperson and sales manager. This paper presents a framework based on Baldauf et al.'s and Piercy et al.'s previous research, with two main contributions. The first contribution is the proposed direct analysis of the relationships between various antecedents of effectiveness. The second contribution is the consideration of two dimensions of the effectiveness construct: financial efficacy and field sales manager satisfaction.
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41

Parker, R. Stephen, Charles E. Pettijohn, and Robert H. Luke. "Sales Representatives and Sales Professors: A Comparative Analysis of Sales Training Perceptions, Topics and Pedagogy." Marketing Education Review 6, no. 3 (October 1996): 41–50. http://dx.doi.org/10.1080/10528008.1996.11488557.

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42

Claro, Danny Pimentel, Christopher R. Plouffe, and Valter Afonso Vieira. "Sales compensation plan type and sales opportunity coverage: “Double-edged” sword effects on sales performance." Industrial Marketing Management 113 (August 2023): 153–67. http://dx.doi.org/10.1016/j.indmarman.2023.05.022.

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43

Hoshower, Leon, and Ashok K. Gupta. "Marketing/Sales Students Understanding Of What Counts As Sales." American Journal of Business Education (AJBE) 2, no. 8 (November 1, 2009): 115–24. http://dx.doi.org/10.19030/ajbe.v2i8.4604.

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Improper sales revenue recognition is the single largest issue contributing to financial restatements. Understanding and applying the rules of sales revenue recognition is not just an accounting problem; it is a marketing problem, too. Thus, it is important that the sales force has a basic understanding of the rules of sales recognition and be aware of when they should seek advice from accounting on the details of sales agreements. Unfortunately, most marketing and sales curricula neither expose nor alert students to sales revenue recognition issues and the resulting ethical, financial, legal and marketing consequences of improper revenue recognition. Such students, after joining the workforce, may pursue certain marketing goals, strategies and tactics which may lead them unknowingly to engage in unethical and/or illegal practices. Our findings based on a survey of 300 undergraduate students highlight the deficiencies in their understanding of what counts as sales. The survey used real cases where SIC found that misreporting of sales has occurred.
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44

Khan, Isra, and Usman Ali Warraich. "Sales Promotional Tools – A Catalyst to Speed Up Sales." Journal of Marketing Strategies 3, no. 2 (July 20, 2021): 38–53. http://dx.doi.org/10.52633/jms.v3i2.68.

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Marketers all over the world try to find creative strategies to attract customers, promotional tools are one important aspect of this paradigm. Sales teams use promotional tools to influence customers and entice their purchase behaviour. The aim of the study was to formulate a technique that has a significant positive impact and motivates the consumer to buy a certain product during the sales season. Four promotional tools were studied and analysed to construe their relationship with consumer’s buying behaviour. The study is quantitative in nature, and the data for the study were collected from 300 customer respondents through convenient sampling. Regression analyses were employed through SPPSS to analyze the data. The results have concluded that the price discount has a positive impact on a consumer’s mind and that makes him buy a product more. This study will help marketing managers and decision-makers in the sales team to strategize efficient marketing campaigns.
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45

Kozlyaeva, E. V., and I. Y. Krylova. "ONLINE SALES: CHOOSING A SALES CHANNEL IN MODERN CONDITIONS." ECONOMIC VECTOR 1, no. 28 (March 2022): 143–47. http://dx.doi.org/10.36807/2411-7269-2022-1-28-143-147.

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The article shows the role of the Internet as a distribution channel for manufactured products. The analysis of such sales chan-nels as an online store, sales through social networks and marketplace is carried out, their main advantages and disadvantages are identified.
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46

Hildebrand, Christian, and Anouk Bergner. "AI-Driven Sales Automation: Using Chatbots to Boost Sales." NIM Marketing Intelligence Review 11, no. 2 (November 1, 2019): 36–41. http://dx.doi.org/10.2478/nimmir-2019-0014.

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AbstractThe implementation of bot interfaces varies tremendously in current industry practice. They range from the human-like to those that merely present a brand logo or a digital avatar. Some applications provide a maximum amount of information with limited turn-taking between the user and the interface; others offer only short pieces of information and require more turn-taking. Instead of simply implementing the default option provided by chatbot providers and platforms, companies should consider very carefully how the specifics of the chatbot interface might affect the user experience. Simple mechanics such as increasing the frequency of interactions leads to greater trust and a more enjoyable user experience. Also, personalizing chatbots with basic consumer characteristics such as gender increases trust and improves the perceived closeness between the customer and the chatbot – and ultimately the brand. Brand managers should therefore consider chatbots not as merely another digital marketing fad or a way to save costs through service automation. When implemented wisely, they are even able to increase a company’s upselling potential.
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47

Dubinsky, Alan J. "How should women sales managers lead their sales personnel?" Journal of Business & Industrial Marketing 11, no. 2 (April 1996): 47–59. http://dx.doi.org/10.1108/08858629610117161.

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48

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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49

Heese, H. Sebastian, and Jayashankar M. Swaminathan. "Inventory and sales effort management under unobservable lost sales." European Journal of Operational Research 207, no. 3 (December 2010): 1263–68. http://dx.doi.org/10.1016/j.ejor.2010.06.016.

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50

Román, Sergio, Salvador Ruiz, and José Luis Munuera. "The effects of sales training on sales force activity." European Journal of Marketing 36, no. 11/12 (December 2002): 1344–66. http://dx.doi.org/10.1108/03090560210445218.

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