Page 102 - DMGT205_SALES_MANAGEMENT

Sales Management

Notes

Notes Polygraph tests are seldom used to screen applicants for outside sales jobs for
national companies and primarily are used by smaller companies.

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Case Study SUMIT Products Ltd

UMIT Products Ltd is a company that produces and markets steel cups, teaspoons,
knives and forks for the catering industry. The company was established in 1958 in
Sresponse to the changes that were taking place in the catering industry. The growth
of the fast-food sector was seen as an opportunity to provide disposable eating utensils
which would save on manpower and allow for speedy provision of utensils to cater to the
fast customer flow. In addition, SUMIT Products has benefited from the growth in
supermarkets and sells consumer packs' through four large supermarket groups.
The expansion of sales and outlets has led Rakesh Mohan, the sales manager, to recommend
to S Kumar, the general manager, that the present sales force of two regional representatives
be increased to eight.
Rakesh Mohan believes that the new recruits should be experienced in selling fast-moving
consumer goods since essentially that is what his products are.
S Kumar believes that the new recruits should also be familiar with steel products since
that is what they are selling. He favours recruiting from within the steel industry, since
such people are familiar with the supply, production and properties of steel and are likely
to talk the same language as other people working at the firm.
Questions
1. What general factors should be taken into account when recruiting salesmen?
2. Do you agree with Rakesh Kumar or S Kumar or neither?

Rating of Interviewee

Having studied all the factors related to selection process, these should now be rated on the
placement summary. The various facts should be compared with the requirements of the main
profile and a score noted in the appropriate box. He should be rated 1 for a perfect match, 2 for
an average match, 3 for below average and 4 for totally unsatisfactory. Comments should be
made in the appropriate column to explain apparent discrepancies. Overall comments can be
made in the space provided.
The scores should not be totalled or averaged in arriving at the final recommendation, as the
weighing of the various factors will vary. What the manager must do is to consider each candidate
as a mixture of factors and by identifying strong and weak points, come to a recommendation
and score the man on the four-category scale. Category 1 men will normally be offered jobs
immediately. Category 2 are not qualified in all respects and failing the appearance of anyone
better, are worth employing. Only in dire circumstances, when it is imperative that someone be
employed, should category 3 men be taken on. Category 4 staff should never be employed
however desperate the manager might feel, for they can only create worse problems rather than
solving them.

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