Essays on Sales Team Structure, Roles And Rewards - company is located in Queensland Case Study

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The paper "Sales Team Structure, Roles And Rewards - company is located in Queensland" is a good example of a marketing case study.   This business report will present a sales team, its structure, roles and rewards that the company should consider. The sales team structure will reflect suitable numbers of staff, their geographic location, their responsibilities, and remuneration packages, such as bonuses, different incentives, perks, awards, cost reduction incentives, and profit-sharing. The report will also present a distribution model, current salaries in the technology industry including external and internal roles and web-based structures.

The company is located in Queensland. Every company must establish its own sales team that undertakes the sale of products. My sales team will have representatives who will perform different roles. The team will include; sales support staffs, sales operation staffs, sales development representatives, account executive representatives, and market response representatives. Each of these team members will be assigned specific roles and responsibilities to help catapult the organization to a new level. The roles and responsibilities of sales support staff, sales operations, sales development reps, account executive reps, and marketing response include; Sales support staffs (35) Sales support staffs will be located in most cities in Australia, such as Queensland, New South Wales, Victoria, Western Australia, Northern Territory, and Tasmania.

They will: Engage in administrative reporting together with assistant sales professionals Make efficient utilization of the CRM (Customer Relationship Management) system of support (Zeng, Joseph, and David, 2003, p. 20) Identify and aid sales professionals to implement the Selling Process Model Main clients’ contacts- represent Consumer Value and company proposition Offer shared consumer feasibility assessment, execution plan, and solution design Establish improvement charter and goals, individual deliverables as well as the channel or direct sales objectives. Sales Operations (14) Sales operation staff will be located in the company’ s headquarters, Queensland Management of company events Engage in lead management- associated with marketing the company’ s products Will also establish improvement goals and individual deliverables Operational and tactical planning Will be involved in training new employees Sales Development Representatives (30) Sales development representatives will work from the main offices just like sales operation representatives.

Their major roles will include Executing qualification calls and giving leads to account executives Making follow-up calls and sending cold emails Building a targeted list of projections Account Executive Representatives (18) Accountant executive representatives will be moving from one client to another.

They will have offices in different cities in Australia and New Zealand, such as Queensland, New South Wales, Victoria, Western Australia, Northern Territory, and Tasmania. The main role of account executive representatives will be closing deals for the company (Philip and Keller, 2006, p. 90). They will work all the deals, identify buyers, and assist with their requirements. Some of the other major responsibilities will include; Re-qualifying the lead (potential client) Assessing what the lead requires Performing web representations and personal demos Addressing concerns in case they appear Negotiating deals Closing deals Marketing Response Representatives (23) Marketing Response Representatives will perform their duties from Queensland because most of their duties will not require moving from one place to another in search of clients.

Their key duties are equivalent to those of sales development representatives, such as getting qualified leads to account executives (Nguyen and Mutum 2012, p. 23). Nevertheless, they will have other roles. The company is growing and therefore it requires a vibrant marketing structure.  

References

Bibliographies

Armstrong, M., and Murlis, H (2004) Reward Management: A Handbook of Remuneration Strategy and Practice, London: Kogan Page.

Aswathappa, K (2005) Human Resource and Personnel Management, New York: Tata McGraw-Hill Education.

Gner, C and Ullrich, S (2007) Compensation and Remuneration, London: GRIN Verlag.

Gerhart, B, and Milkovich, G (2009) Employee Compensation: Research and Practice, New York: Cornell University.

Hume, D (2005) Reward Management: Employee Performance, Motivation and Pay, New York: Wiley.

James, D. (2003) The Path to Campaign, Customer, and Corporate Profitability, New York: McGraw-Hill Professional.

Keller, K and Burton, K. (2009) Marketing Management, Pearson Education, Australia: Frenchs Forest

Laura, P (2008) Marketing Metrics in Action: Creating a Performance-Driven Marketing Organization, Illinois: Racom Communications.

Nguyen, B. and Mutum, D.S. (2012). “A Review of Customer Relationship Management: Successes, Advances, Pitfalls and Futures,” Business Process Management Journal, 18 (3). Pp.400-419.

Philip, K and Keller, L (2006). Marketing Management, Upper Saddle River, New Jersey: Pearson Prentice Hall.

Zeng, Y., Joseph, W., and David, C. (2003) "Customer Relationship Management (CRM) in Business-To-Business (B2B) E-Commerce", Emerald 11, (2), pp.20.

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