The work has the aim to professionalise the sales force of the Meusburger Company. In the beginning of the work, an introduction to the project is carried out. Followed by the explanation of the "Research approach" which explains the different types of research which are included in the work and how the main part is structured.
The project work itself is arranged around the SOSTAC model including a Situation analysis (S), a detailed situation analysis of the Meusburger Sales force is done, including interviews with members of the sales force. To summarise the situation analysis, the threats and weaknesses are collected. And Objectives (O), the objectives can be seen as the mainly theoretical part of the work, which deals with literature research explaining "what makes a good sales force" and what the important factors for a successful sales force are. At the end of this chapter, a GAP analysis of Meusburger is done to define the main points that are missing in the Meusburger sales force.
Table of contents
1 INTRODUCTION
2 RESEARCH APPROACH
2.1 SITUATION ANALYSIS
2.2 SOLUTION OF THE PROBLEM
2.2.1 Primary research
2.2.1.1 Internal published documents and general knowledge
2.2.2 Expert interviews
2.2.2.1 Type of interview
2.2.2.2 Framing the interview
2.2.2.3 Interpreting the interview
2.2.2.4 Ethical considerations
2.3 SECONDARY RESEARCH
2.4 CONCLUSION - GAP ANALYSIS
3 SITUATION ANALYSIS OF THE MEUSBURGER COMPANY
3.1 ABOUT MEUSBURGER
3.2 SECTOR & ENVIRONMENT
3.2.1 Arrangement of the industrial sector
3.3 DEFINITION OF THE SALES PROCESS
3.4 OVERVIEW OF THE MEUSBURGER SALES FORCE
3.4.1 Hierarchy of the sales force
3.4.2 Sales training
3.4.3 Sales controlling
3.4.4 Leading the sales force
3.5 ANALYSIS OF THE WEAKNESSES AND THREATS AS A PART OF A SWOT
3.5.1 Weaknesses
3.5.2 Threats
3.6 CONCLUSIONS OF THE ANALYSIS
4 OBJECTIVES
4.1 WHAT DEFINES A GOOD SALES FORCE
4.1.1 Evaluation of a sales force
4.1.2 Management and leadership
4.1.3 Motivation
4.1.4 Management by Objectives
4.1.5 Compensation
4.1.6 Training
4.1.7 Structure of a sales force
4.2 COMPARISON ANALYSIS TO MEUSBURGER
5 STRATEGY
5.1 RESTRUCTURING THE SALES FORCE
5.2 COMPOSITION OF A TRAINING CONCEPT
5.3 DEVELOPMENT OF A MANAGEMENT CYCLE – THE AUTHORS CONTRIBUTION TO KNOWLEDGE
6 TACTICS / ACTION / CONTROL
6.1 RESTRUCTURING THE SALES FORCE
6.2 COMPOSITION OF A TRAINING CONCEPT
6.3 DEVELOPMENT OF A MANAGEMENT CYCLE
7 CONCLUSION
8 BIBLIOGRAPHY
8.1 LITERATURE
8.2 INTERNET
9 APPENDIX
Project Objectives and Focus Areas
The primary objective of this work is to professionalize the sales force of the Meusburger Company by developing a structured management cycle. The research addresses the challenges of leading an expanding, geographically dispersed external sales force by establishing new hierarchy levels, professionalizing training, and implementing robust management and controlling processes to support strategic growth.
- Analysis of the existing sales force structure and management gaps.
- Development of a management cycle based on the SOSTAC model.
- Creation of a professional training concept for sales personnel.
- Implementation of a hierarchical restructuring to improve leadership efficiency.
- Establishment of a standardized controlling and objective-setting system.
Extract from the book
3.4.1 Hierarchy of the sales force
The sales division is lead through Guntram Meusburger, the Managing director and the head of sales. It includes four different departments: the internal sales, the external (field) sales force, the marketing and the product department. The field sales force is lead through one sales manager who is about 55 years old and has a 30 years experience at Meusburger:
From the point of view of the researcher, the existing problem of Meusburger came up through the growth of the company in the last years: entering more and more European markets, the field sales force of Meusburger grew up to 29 persons at the moment (May 2008). In the year 2002 it had about 12 persons. The most important weakness of Meusburger is the missing hierarchy and managing position in the field sales force. There is only one responsible sales manager who is directing the whole field sales force. Between the sales force manager and the single sales agents there are no further hierarchical ranks who are disciplining and leading the sales agents.
Summary of Chapters
1 INTRODUCTION: This chapter highlights the challenges of leading a decentralized B2B sales force and outlines the project's goal to professionalize the Meusburger sales organization.
2 RESEARCH APPROACH: The author details the methodology, utilizing both qualitative primary research through expert interviews and secondary research based on established literature.
3 SITUATION ANALYSIS OF THE MEUSBURGER COMPANY: This chapter provides an overview of the company, its industrial sector, current sales processes, and identifies key weaknesses and threats within the sales force.
4 OBJECTIVES: This chapter defines the requirements for a successful sales force, covering topics like evaluation, leadership, motivation, and goal setting through the Management by Objectives (MBO) approach.
5 STRATEGY: The author presents a strategic plan to restructure the sales organization, introduce new hierarchical levels, and develop a continuous management cycle.
6 TACTICS / ACTION / CONTROL: This chapter outlines the practical implementation steps for the proposed strategy, including timeframes and necessary management actions.
7 CONCLUSION: The author summarizes the findings, emphasizing that systematic, scientific approaches are essential for evolving the sales force to support Meusburger's continued growth.
Keywords
Sales Force Management, Meusburger, Leadership Model, SOSTAC, Industrial Goods, Sales Controlling, Training Concept, Management by Objectives, Relationship Marketing, Hierarchy Restructuring, Sales Strategy, Performance Evaluation, Motivation, B2B, Field Sales
Frequently Asked Questions
What is the primary purpose of this research project?
The project aims to professionalize the sales force of the Meusburger Company by analyzing current management shortcomings and developing a sustainable, structured management cycle to handle the company's significant growth.
Which theoretical framework is used to structure this work?
The study is structured around Paul Smith's SOSTAC model, which encompasses Situation Analysis, Objectives, Strategy, Tactics, Action, and Control.
What are the key thematic areas addressed in this work?
The study focuses on hierarchical restructuring, development of a professional training concept, establishing a management cycle, and improving sales controlling and incentive systems.
What research methodology was employed?
The author combined qualitative primary research, specifically unstructured expert interviews with key sales personnel, with secondary research derived from management and sales literature.
How is the sales force at Meusburger currently structured?
As of 2008, the sales force consists of 29 external agents across Europe, managed by a single sales manager, which the author identifies as a critical bottleneck due to the company's rapid growth.
What are the most significant weaknesses identified in the current sales force?
Key weaknesses include a lack of hierarchical depth, insufficient training opportunities, lack of personal contact for experience exchange, and an underdeveloped management cycle.
Why is the "selling center" concept proposed for Meusburger?
The author suggests building selling centers, where the sales agent is supported by a manager during key customer visits, to improve support, demonstrate professionalism, and better handle complex key accounts.
How does the author suggest improving the current sales incentive system?
The author proposes extending the current bonus system by linking rewards to district-wide turnover objectives, winning strategies for high-potential customers, and systematic CRM data maintenance.
- Quote paper
- Mag. (FH) Markus Scheffknecht (Author), 2008, Strategic development of a Sales force leadership model. The Sales force of the Meusburger Company, Munich, GRIN Verlag, https://www.grin.com/document/385870
