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process.
in a business organisation.^^
controls.
application in it.
of the organisation.
control.
Feedback.-
Price Sales
Product R&D Market share
Advertising Profit
average sales revenue per sales calls, sales call cost etc.
2 3
properly analysed.
discussed below.
g e n e r a t e d u n d e r the R O A M ( R e t u r n on A s s e t s Managed)
2 7
OQ
approach. Similarly, the use of return on investment
v a r i a n c e a n a l y s i s for f i x a t i o n of r e s p o n s i b i l i t y on
for many marketing input and output control and this is one
control.
sales.
performance evaluation.^^
conflict with other goals of the firm such as short run and
for the purpose rather than opting for any outside agency.
The revenue data are made available more easily than the
etc. which are not in usable form without being broken down
programmes etc.®^
action.
objectivity.®®
s e l l i n g e x p e n s e s and a s s i s t i n g in the e v a l u a t i o n of
control of salespersons.
The f r a m e w o r k for s a l e s f o r c e e v a l u a t i o n is n o t
quotas are of many types, but the commonly used quotas are
set where more than one type of quotas are joined together
sales volume quota. With the help of these two, the sales
are used like average sales call per day, average sales per
etc.
7. CONSEQUENCES OF CONTROL
REFERENCES
68. S t a n t o n , W i l l i a m J. a n d B u s k i r k , R i c h a r d , H.;
Management of the Salesforce (5th ed.), Richard D.
Irwin Inc., USA, 1978, pp.596-598.