The paper "Salespeople Should Be Empowered in Their Dealings with Prospects and Customers" is an outstanding example of business coursework. Salespeople are routinely like any other workers within a given setting. They interact with fellow workers in the organization as well as with the customers directly or indirectly. For an effective working environment and enhancing the productivity of the organization, salespersons serve an enormous role. A key relevance of any business is to maximize the sales and profitability of the business (Harter 2002, p. 268-279). This can only be possible if the salespeople are empowered in that given business or institution.
It is therefore apparent that in the sales peoples’ dealings with prospective customers, they should be empowered to enhance a successful transaction and work to the benefit of the organization (Thomas 2002, p. 666-681). In supporting the concept that salespeople should be empowered it is rather efficient to look at the various strategies of empowerment in making it clear as to what role they play in the success of the business (Wilkinson et al. 2004, p. 298– 322). One of the strategies incorporated in empowering salespeople involves the implementation of effective procedures and policies within a given organization.
A Procedures and Policies Manual is a designed communication tool that helps to empower employers, employees and managers with a consistent approach in the goal of accomplishing daily tasks successfully (Wilkinson 2000, p. 40-56). For salespeople, this is an excellent approach of providing them with a set of policies, forms, plans, reports, and work routines conveying the pulse of the respective organization (Harter 2002, p. 268-279). A rightfully developed manual is ideal in helping the salesperson focus on the everyday business communications between him, customers and management on the relevant requirements to do the job successfully (Alison 2006, p.
123-145). This focus helps empower the salespeople as employees of the company because they can easily relate with the customers without bleaching the policies of the organization making it fruitful for the entire organization (Wilkinson 2000, p. 40-56). Another empowerment of relevance to the salespeople is the improvement of Communications and running of operations efficiently (Thomas 2002, p. 666-681). Many are times when salespeople fail in the filed to sell products because of poor communication with the human resource department of the respective organization.
Communication is excellent for clarification of a customer’ s enquiry or placing orders for particular customers who might require extensive orders that salespeople cannot carry to the field (Harter 2002, p. 268-279). The operations of the company or a given organization must be running appropriately to promote the transactions and develop better service and goods provision to the customers. This way, the salespeople have an easier time of building a reputation for themselves adding up to the reputation of the company and overall success (Schneider 2003, p.
126-139). It is also on the same note that bridging the gap in the organization between interrelated departments should run efficiently (Wilkinson et al. 2004, p. 298– 322). In any business, there are demarcated departments dealing with different products or services. With a good relationship between departments, the salesperson can make enquiries freely and facilitate transactions easily when in the field (Wilkinson 2000, p. 40-56).
Alison, M 2006, "Engaging Employees through High-Involvement Work Practices" Ivey Business Journal, Vol. 15, No. 2, 123-145
Harter, J 2002, Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis, Journal of Applied Psychology, Vol. 87(2)268-279
Meyer & Allen 1999, a three-component conceptualization of organizational commitment, Human Resource Management Review, 1, 61-89
Schneider, H 2003, which comes first: employee attitudes or organizational financial and market performance, Journal of Applied Psychology, Vol. 16, No. 6, 126-139
Thomas, K 2002, Cognitive Elements of Empowerment: An 'Interpretive' Model of Intrinsic Task Motivation, Academy of Management Review, Vol. 15, No. 4, 666-681
Wilkinson, A 2000, Empowerment: theory and practice, Personnel Review, Vol. 27, No. 1, 40-56
Wilkinson, S et al. 2004, “Changing patterns of employee voice", Journal of Industrial Relations 46, 3: 298–322