Motivational factors for FMCG company

8/11/2019 Motivational factors for FMCG company

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MOTIVATIONAL FACTORS

FOR SALESREPRESENTATIVES OF

FMCG COMPANY

BY:

ANUPAM BHATTACHARYA

MOHAMMED DANIAL

SAHIL AGGARWAL

VEDSHREE UPADHYAY


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INDEX

ABSTRACT

INTRODUCTION

PROBLEM DEFINITION

OBJECTIVES

LITERATURE REVIEW

STUDY JUSTIFICATION

DATA ANALYSIS

RESULTS

RECOMMENDATIONS

LIMITATIONS

EXECUTIVE SUMMARY

APPENDICESa. PSR MOTIVATIONAL SURVEYb. DATA TABLE

c. CHARTS AND GRAPHS

REFERENCES


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Abstract

The purpose of this study was to identify and investigate the factors linked to employee motivation

and job satisfaction of sales representative and to assess the role of work motivation on their

performance. The self-report questionnaire survey was carried out for a total of 64 sales

representatives. The Statistical Package for the Social Sciences (SPSS) version 19.0 was used for all

statistical analysis. Descriptive statistics were made for job satisfaction factors, workplace conditions,

dimension of decision making, compensation (payment), Recognition and benefits, promotion and

perceived organizational support. Hypothesis were formulated and tested. Perceived organizational

support was found to be the main motivating factor for sales department.

INTRODUCTION

The study focuses on the motivation factors of sales representatives of FMCG industry

particularly in context with pepsicos division of frito lay. To motivate salespeople

effectively, sales managers must have a thorough understanding of human needs and the

concepts of motivation. They must also learn how to use the various forms of sales incentives

and compensation to meet their salespeople's needs.

This study in particular does not only focus upon the incentive system as a motivating factor

but also takes the other significant factors into consideration which are reflected by the

responses of sales representatives of an FMCG company. Sometimes there are problems

within the sales structure which also cause dissatisfaction among the employees. Such

problems are not specific to any particular individual in the sales force but are common to all.

Therefore these problems needs to be addressed for the better sales structure as well as for

increasing the motivation of the sales people. The responses have been collected as a primary

data from the above mentioned respondents working presently.

Problem definition

The problem definition as conveyed by the Pepsi Frito Lay Division was that the Pre-Sales

Representatives (PSRs) were low on motivation.

The reasons found out by interaction from the Customer Executives (CEs), the supervisors of PSRs,

was that the targets were not discussed with the PSRs. The sales target was sent by the target makers

from a centralized division who were not completely aware of the variations in the market demands. It

was found out that the PSRs who knew their markets better than the upper management didnt have a

say and therefore had low motivation from the hefty targets set by these centralized target makers.


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OBJECTIVES

To find out the motivation level of pre sales representatives

To determine the components which add to the dissatisfaction of the pre sales

representatives To prioritise and assess the intensity of each component by using various statistical

tools

To suggest the ways and measures which add to the satisfaction

LITERATURE REVIEW

Non financial rewards, such as achievement and recognition, are effective in motivating sales

representatives and are an important part of a managers motivational mix. Like financial

incentives,non financial incentives can be carefully adjusted to produce a strong impact onthe motivation of sales people. In order to use non financial motivators such as job dimension

(challenge, variety and feedback) and leadership characteristics (support and trust) to improve

sales performance, it is important to examine the nature of their roles in influencing the

intrinsic and extrinsic motivation of sales people. [Wiese, M & Coetzee, R. 2013. The

importance of nonfinancial motivators to pharmaceutical sales representatives: A

demographic study Southern African Business Review,17(1):23-56-also available via UP

Space]

Another point of view is suggested by sales researcher Rene Darmon. He observes that the

behavioral responses to financial incentives can fall into several categories. Salespersons who

are money-sensitive will be motivated to work harder by an increase in remuneration. There

are also salespersons who are not money-sensitive and do not become motivated (or more

motivated) from an increase in remuneration. Leisure sensitive salespersons have been

found to work less following increased remuneration, whereas income satisfiers adjust the

level of their activities and sales to maintain the income they have been earning (Darmon,

1987).

Alfie Kohn, the controversial author of Punished byRewards, disputes the effectiveness of

reward systems such as incentives bonuses, commissions, and recognition awards. In fact, he

argues that quality of work declines over time because salespeople and other employees

become less focused on the task at hand and more focused on earning the reward. He even

goes so far as to suggest that creativity and quality of work improve when external rewardsare not involved (Kohn,1993).

Growth and development is defined as similar to promotion opportunities. AlHarth (2008)

said that if sales representatives obtain an opportunity to get promotion or career

advancement, it is considered that he is given a chance of growth and development in the

organisation. However, the promotion opportunities and growth and development were

treated separately in the study of Naeem and Malik (2009).

Tan and Waheed (2011) contended that salary is associated with the lower-level needs, such

as the physical and security needs under the explanation of Maslow's Hierarchy of Needs.

When the pay has satisfied the physiological needs of employees, the additional pay will not

motivate employees any further. Therefore income level plays a role in motivation factors.


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STUDY JUSTIFICATION

There have been many factors that play role in the day to day job of a sales representative of an

FMCG Company. This study focuses majorly on the sales representative of pepsico frito lay division

as the research has been done on these people only who also acted as the respondents to the

questionnaire. The importance of each factor was duly noted in the job of the sales representative and

on that basis a questionnaire has been prepared.

The sales structure of pepsico frito lay division is very closely connected and reaches to every corner

of the area that is supposed to be covered through its sales representatives who are very adept in

knowing its customer base. The ground level hierarchy that pepsico in its frito lay division follows is

as follows: Sales representatives who take the orders initially and also collects the payment once the

goods are delivered are supervised by Sales development representative(SDR) who is assigned to

every distribution centre. Customer executive(CE) is the one person who handles the sales distribution

network of a particular area and personally overseas each and every sales representative and SDR.

In brief,

When asked about the Competitor problem, respondents did not consider it a big problem as

they have been quite positive about the growing competition in the market and there is no self

esteem induced in them via company as the frito lay division is quite confident about its

products and its demand in the market.

Technology that the sales representatives of pepsico use is a newly introduced hand held

device where they take the orders and check about the payments, delivery time and date and

other specifications of hundreds of retailers irrespective of the size of the order. This device

helps them a lot in their daily activities and makes the work easier and less tardy. Therefore

the technology is not a daunting factor.

Sales representatives of these companies have very basic formal education. Therefore

Promotion is something that is not on the top of mind for them. Also they are very much

aware about the ground hierarchial structure of the division that they do not expect much

promotion opportunities very often.

Company support from top management is considerably well managed and many programmes

such as chalo baazar, where top management officials walk the streets with with the

merchandisers and sales representatives to know more about the ground reality and the

problems faced by the workforce.


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The problems that have been highlighted by the respondents in the survey which may affect

the motivation level of sales representative is as follows:

There is no leave policy for the sales representatives of the company. They are excused only

on the humanitarian grounds. As per the complaint of the respondents they do not know have

any motivation to plan for personal life.

There are a wide number of sales representative who have been working for almost a decade

but they do not enjoy any benefits of seniority against a person joined recently.

Sales representatives had been asked to work for 8hours a day but they are not bound to any

time frame. Apparently the incentives are also not apt according to the efforts devoted.

DATA ANALYSIS:

For the analysis of the data collected from the questionnaires we have used SPSS Statistics,

itis asoftware package used forstatistical analysis.SPSS is a widely used program

forstatistical analysis insocial science.It is also used by market researchers, health

researchers, survey companies, government, education researchers, marketing organizations,

data miners, and others

Statistics included in the base software:

Descriptive statistics:Cross tabulation,Frequencies,Descriptives, Explore, Descriptive

Ratio Statistics

Bivariate statistics:Means,t-test,ANOVA,Correlation (bivariate, partial,

distances),Nonparametric tests

Prediction for numerical outcomes:Linear regression

Prediction for identifying groups:Factor analysis,cluster analysis (two-step, K-means,

hierarchical),Discriminant

For the data analysis of motivational factors of sales representatives of an FMCG company in

particular PEPSI co. Fritolay division we have used factor analysis to summarizes the

information contained in a large no. of variables into a smaller no. of factors

Factor analysis is an inter-dependence technique, it examines the interrelations among a set of

variables. A factor is an underlying dimension that explains the correlations among a set of

variables (It can be represented as a linear combination of correlated variables). It refers to

techniques used to discern the underlying dimensions or regularity in phenomena.

Factor analysis helps in data reduction by combining the variables in a few general and

uncorrelated factors, thereby summarizing all the information contained in the data. It is also

used to identify the hidden dimensions or constructs which may not be apparent from direct
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analysis, all variables are simultaneously considered, each related to all others and still

considering the linear composite of variables. The factors are formed to maximize their

explanation of the entire variable set.

For this analysis we have also used rotation,which is basically to maximize the no. of

variables for which loadings are zero (column wise) and/or maximize the no. of factors for

which loadings are zero (row wise) and as the factors are related we have used oblique

rotation technique

Also, we have used the correlation function to find out the relation between work experience

of the sales representatives and other motivational factors such as holiday, incentives,

distribution area, etc

Instatistics,dependence is any statistical relationship between tworandom variables or twosets ofdata.Correlation refers to any of a broad class of statistical relationships involving

dependence.

Formally,dependencerefers to any situation in which random variables do not satisfy a

mathematical condition ofprobabilistic independence.In loose usage,correlationcan refer to

any departure of two or more random variables from independence, but technically it refers to

any of several more specialized types of relationship between mean values.There are

severalcorrelation coefficients, often denotedorr, measuring the degree of correlation. The

most common of these is thePearson correlation coefficient,which is sensitive only to a linear

relationship between two variables (which may exist even if one is a nonlinear function of theother). Other correlation coefficients have been developed to be morerobust than the Pearson

correlationthat is, more sensitive to nonlinear relationships.Mutual information can also be

applied to measure dependence between two variables

RESULTS

In our research we conducted indepth interviews with sales people and formulated a

questionnaire that was distributed to 100 sales representatives of FMCG company Pepsi co.

in Kolkata, 64 samples were returned which made up to 64% of overall response rate.

There are various factors that influence the motivational factors of the sales representative of

FMCG company, the various factors that we were able to determine from the questionnaires

and the surveys issued by us are:

Holiday

Distribution

Time

Incentive
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Seniority

Competitor

Technology

Promotion

Route Company

Work experience

The data that we were able to analyse from the questionnaire are as follows:

Factor analysis:

o Principal component analysis:

Communalities

Initial Extraction

Holiday 1.000 .697

Distribution 1.000 .848

Time 1.000 .843

Incentive 1.000 .959

Seniority 1.000 .925

Competitor 1.000 .767

Technology 1.000 .821

Promotion 1.000 .974

Route 1.000 .893

Company 1.000 .775

Workex 1.000 .553

Extraction Method: Principal Component

Analysis.


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Total Variance Explained

Component

Initial Eigenvalues Extraction Sums of Squared Loadings Rotation Sums of Squared Loadings

Total

% of

Variance

Cumulative

% Total

% of

Variance Cumulative % Total

% of

Variance

Cumulative

%

1 2.789 25.353 25.353 2.789 25.353 25.353 2.590 23.545 23.545

2 2.429 22.078 47.430 2.429 22.078 47.430 2.103 19.122 42.667

3 1.446 13.141 60.572 1.446 13.141 60.572 1.546 14.056 56.722

4 1.256 11.417 71.989 1.256 11.417 71.989 1.414 12.852 69.575

5 1.138 10.347 82.336 1.138 10.347 82.336 1.404 12.761 82.336

6 .881 8.014 90.349

7 .602 5.473 95.822

8 .351 3.192 99.014

9 .075 .683 99.69710 .033 .300 99.997

11 .000 .003 100.000

Extraction Method: Principal Component Analysis.

From the above we are able to confirm that there should be five factors that will influence the

motivational factors of the Sales representatives of a FMCG company

o Component matrix:

Component Matrixa

Component

1 2 3 4 5

Holiday .586 -.533 .064 -.145 -.291

Distribution -.269 .126 -.291 .815 -.276

Time -.134 .535 .376 .112 .683

Incentive .447 .782 -.192 -.318 -.061

Seniority .922 .171 .027 .199 -.186Competitor -.240 -.702 .028 -.454 .039

Technology .594 -.487 -.245 .170 .505

Promotion -.519 .491 -.551 -.378 -.123

Route -.207 .180 .888 -.006 -.301

Company -.746 -.433 -.061 .172 .042


a. 5 components extracted.

This is to show what are the components that affect the five factors that we were able to

deduce from the factor analysis of the data from the questionnaires.


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Rotated Component Matrixa

Component

1 2 3 4 5

Holiday .156 .475 -.633 .104 -.274

Distribution -.153 -.046 -.031 .024 .941

Time .097 .054 .946 -.110 -.057

Incentive .886 -.369 .149 .030 -.091

Seniority .799 .486 -.221 .128 .120

Competitor -.581 .014 -.342 .075 -.545

Technology .035 .584 -.030 .755 -.146

Promotion .019 -.981 .062 .056 .049

Route -.028 .210 .143 -.940 -.074

Company -.853 -.152 -.010 -.033 .166


Rotation Method: Equamax with Kaiser Normalization.

a. Rotation converged in 5 iterations.

This is to show what are the components that affect the five factors that we were able to

deduce from the factor analysis of the data from the questionnaires. Here we have used the

rotation method and the factors and their constituting components are as follows:1. Constituting of Incentives, Seniority(positively correlated)

2. Constituting of Holiday (Positively Correlated)

3. Constituting of Time(Positively Correlated)

4. Constituting of Technology(positively correlated)

5. Constituting of Distribution(positive Correlated)

Recommendations

The recommendation from the study and the interaction with four CEs was that the right type of

management for the PSR would be Management by Objectives (MBO).

Management by objectives is that type of Human Resource Management where each individual plays

a part in setting the targets through discussions with their immediate supervisors. These individual

targets are set in alignment with the overall organizations goals.

In case of Pepsi Frito Lays Division this same MBO can be used to define the targets for each

individual PSR. He can have a say whether it is possible to achieve that amount of target in thatparticular area at that particular time of the year.


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Hence, the motivation can rise as the target would be set by themselves along with the other factors

that affect the sales and motivation of the PSRs.

Another recommendation would be that of dealing with the problem of seniority. In Pepsi Frito Lays

Division all the PSRs get the same work pay regardless of the number of years they have worked.

This problem needs to be addressed keeping in mind the amount of money given to them.

For example they should come up with slabs where each PSR after working for 2 years gets a 2%

raise and 5% and 10% for 5 years and 10 years which shall self-motivate the employees to stay at the

company and work even harder.

LIMITATIONS:

The limitations of the project that we encountered are as follows:

Since members of our sample space do not have access to internet, the interviewers

had to go down to the distribution centers and conduct personal interview and guided

filling of surveys

Time required for data collection was high as the interview sessions and guided

interviews of a large no. of sales representatives required time and resources of the

interviewers

Since the FMCG industry is extremely large and each company follows a model of its

own design and hence it was not within the scope of this project to cover more than

one model of distribution and as such we decided to focus our efforts on the PEPSI

co. Fritolay division

Executive Summary The research is about the Pre-Sales Representatives motivation of Pepsi Frito Lay

division.

The research starts at the point where we are given the problem definition by the

company. The research revolves around the motivations of the Pre-Sales

Representatives (PSRs).

The PSRs were questioned with a questionnaire designed for them were different

factors came out regarding the motivations that actually motivate the PSRs to do work

and increase their sales.

The major factors that came out through factor analysis was a combination of

seniority of PSRs and the incentives given as Factor 1, holidays given to PSRs as


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Factor 2, working hours of their work as Factor 3, technology that they use for taking

orders as Factor 4 and distribution as Factor 5.

These factors or their combinations were found out to be the reasons behind the level

of motivation that the PSRs contain.

The research recommends to inculcate Management by Objective for the Pepsi FritoLays division in order to increase motivation through above factors.

Appendices:Here we have given the data that we were able to collect from the questionnaire and survey

that we conducted:

Questionnaire:

PSR MOTIVATION SURVEY

1) How long have you been working as a salesman?a) Less than 1 year

b) 1-5 years

c) 5-10 years

d) Above 10 years

2) How long have you worked for Pepsi Frito Lay Division?

a) Less than 1 year

b) 1-5 years

c) 5-10 years

d) Above 10 years

3) How much does the competitors product form a barrier to higher sales when pitching for the

sale of products?

a) High

b) Medium

c) Low

4) How much does the lack of availability of products from the distributors side have an impact

on sales?

a) High

b) Medium


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c) Low

5) The support (chalo bazaar days, pep talks) from the upper management in your efforts to

make sales is

a) Satisfactory

b) Dissatisfactory

6) The device (Hand held) that Pepsi Frito Lay provides is

a) Satisfactory

b) Dissatisfactory

7) Stipulated work hours conform to the actual working hours

a) Agree

b) Disagree

8) Would you be ready to give extra time to work if you are provided with the overtime pay?a) Yes

b) No

9) Are you satisfied with current promotion system?

a) Satisfied

b) Dissatisfied

10)Do you think that there is a scope for you to become an SDR from a PSR if you really work

hard?a) Yes

b) No

11)Do you think there should be provisions for PSRs working over a certain period of time

which is currently absent from the system?

a) Yes

b) No

12)How dynamic is your CE when it comes to your day-to-day work?

a) High

b) Medium

c) Low

13)Does the existence of wholesale markets of your product create a problem while dealing with

retailers?

a) Yes

b) No

14)Incentives and bonuses in a year against the extra efforts required to achieve them are enough.

a) Agree

b) Disagree


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15)Distribution of routes is satisfactory

a) Agree

b) Disagree

16)How satisfied are you with your job as a PSR?

a) Highb) Medium

c) Low

17)How would you rank the following when it comes to as a barrier to your selling more

products?

(Rank in descending order with the most difficult barrier being 1 and so on)

a) Competitor Problem

b) Hangar Problemc) Distributor Problem

d) Technology Problem

e) Promotion Problem

f) Time Problem

g) Incentive Problem

h) Seniority Problem

i) Route distribution Problem

j) Company support Problem


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Data table :o Competitor

33 1

High Medium Low 34 11 1 35 1

2 1 36 1

3 1 37 1

4 1 38 1

5 1 39 1

6 1 40 1

7 1 41 1

8 1 42 1

9 1 43 1

10 1 44 1

11 1 45 1

12 1 46 1

13 1 47 1

14 1 48 1

15 1 49 1

16 1 50 1

17 1 51 1

18 1 52 1

19 1 53 1

20 1 54 1

21 1 55 1

22 1 56 1

23 1 57 1

24 1 58 1

25 1 59 1

26 1 60 1

27 1 61 1

28 1 62 1

29 1 63 1

30 1 64 1

31 1 Total 12 38 14 6432 1 Percentage 18.75 59.375 21.875

Competitor


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CE Help

33 1

High Medium Low 34 1

1 1 35 12 1 36 1

3 1 37 1

4 1 38 1

5 1 39 1

6 1 40 1

7 1 41 1

8 1 42 1

9 1 43 1

10 1 44 1

11 1 45 1

12 1 46 1

13 1 47 1

14 1 48 1

15 1 49 1

16 1 50 1

17 1 51 1

18 1 52 1

19 1 53 1

20 1 54 1

21 1 55 1

22 1 56 1

23 1 57 1

24 1 58 125 1 59 1

26 1 60 1

27 1 61 1

28 1 62 1

29 1 63 1

30 1 64 1

31 1 Total 26 28 10 64

32 1 Percentage 40.625 43.75 15.625

CE Help


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Satisfaction from jobs

33 1


1 1 35 12 1 36 1

3 1 37 1

4 1 38 1

5 1 39 1

6 1 40 1

7 1 41 1

8 1 42 1

9 1 43 1

10 1 44 1

11 1 45 1

12 1 46 1

13 1 47 1

14 1 48 1

15 1 49 1

16 1 50 1

17 1 51 1

18 1 52 1

19 1 53 1

20 1 54 1

21 1 55 1

22 1 56 1

23 1 57 1

24 1 58 1

25 1 59 1

26 1 60 1

27 1 61 1

28 1 62 1

29 1 63 1

30 1 64 1

31 1 Total 18 38 8 64

32 1 Percentage 28.125 59.375 12.5

Satisfaction


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Management Support

33 1

Satisfactory Neutral Dissatisfactory 34 1

1 1 35 12 1 36 1

3 1 37 1

4 1 38 1

5 1 39 1

6 1 40 1

7 1 41 1

8 1 42 1

9 1 43 1

10 1 44 1

11 1 45 1

12 1 46 1

13 1 47 1

14 1 48 1

15 1 49 1

16 1 50 1

17 1 51 1

18 1 52 1

19 1 53 1

20 1 54 1

21 1 55 1

22 1 56 1

23 1 57 1

24 1 58 125 1 59 1

26 1 60 1

27 1 61 1

28 1 62 1

29 1 63 1

30 1 64 1

31 1 Total 44 14 6 64

32 1 Percentage 68.75 21.875 9.375

Management Support


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Promotion System

33 1


1 1 35 12 1 36 1

3 1 37 1

4 1 38 1

5 1 39 1

6 1 40 1

7 1 41 1

8 1 42 1

9 1 43 1

10 1 44 1

11 1 45 1

12 1 46 1

13 1 47 1

14 1 48 1

15 1 49 1

16 1 50 117 1 51 1

18 1 52 1

19 1 53 1

20 1 54 1

21 1 55 1

22 1 56 1

23 1 57 1

24 1 58 125 1 59 1

26 1 60 1

27 1 61 1

28 1 62 1

29 1 63 1

30 1 64 1

31 1 Total 4 12 48 64

32 1 Percentage 6.25 18.75 75

Promotion System


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Technology

33 1


1 1 35 12 1 36 1

3 1 37 1

4 1 38 1

5 1 39 1

6 1 40 1

7 1 41 1

8 1 42 1

9 1 43 1

10 1 44 1

11 1 45 1

12 1 46 1

13 1 47 1

14 1 48 1

15 1 49 1

16 1 50 1

17 1 51 1

18 1 52 1

19 1 53 1

20 1 54 1

21 1 55 1

22 1 56 1

23 1 57 1

24 1 58 1

25 1 59 1

26 1 60 1

27 1 61 1

28 1 62 1

29 1 63 1

30 1 64 1

31 1 Total 48 8 8 64

32 1 Percentage 75 12.5 12.5

Technology


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Work Time

33 1

Agree Disagree 34 1

1 1 35 12 1 36 1

3 1 37 1

4 1 38 1

5 1 39 1

6 1 40 1

7 1 41 1

8 1 42 1

9 1 43 1

10 1 44 1

11 1 45 1

12 1 46 1

13 1 47 1

14 1 48 1

15 1 49 1

16 1 50 1

17 1 51 1

18 1 52 1

19 1 53 1

20 1 54 1

21 1 55 1

22 1 56 1

23 1 57 1

24 1 58 125 1 59 1

26 1 60 1

27 1 61 1

28 1 62 1

29 1 63 1

30 1 64 1

31 1 Total 14 50 64

32 1 Percentage 21.875 78.125

Work Time


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Incentive

33 1

Agree Disagree 34 1

1 1 35 12 1 36 1

3 1 37 1

4 1 38 1

5 1 39 1

6 1 40 1

7 1 41 1

8 1 42 1

9 1 43 1

10 1 44 1

11 1 45 1

12 1 46 1

13 1 47 1

14 1 48 1

15 1 49 1

16 1 50 1

17 1 51 1

18 1 52 1

19 1 53 1

20 1 54 1

21 1 55 1

22 1 56 1

23 1 57 1

24 1 58 1

25 1 59 1

26 1 60 1

27 1 61 1

28 1 62 1

29 1 63 1

30 1 64 1

31 1 Total 12 52 64

32 1 Percentage 18.75 81.25

Incentives


23/32

Route

33 1

Agree Disagree 34 1

1 1 35 12 1 36 1

3 1 37 1

4 1 38 1

5 1 39 1

6 1 40 1

7 1 41 1

8 1 42 1

9 1 43 1

10 1 44 1

11 1 45 1

12 1 46 1

13 1 47 1

14 1 48 1

15 1 49 1

16 1 50 1

17 1 51 1

18 1 52 1

19 1 53 1

20 1 54 1

21 1 55 1

22 1 56 1

23 1 57 1

24 1 58 125 1 59 1

26 1 60 1

27 1 61 1

28 1 62 1

29 1 63 1

30 1 64 1

31 1 Total 16 48 64

32 1 Percentage 25 75

Route


24/32

Overtime Pay for Extra Work

33 1

Yes No 34 1

1 1 35 12 1 36 1

3 1 37 1

4 1 38 1

5 1 39 1

6 1 40 1

7 1 41 1

8 1 42 1

9 1 43 1

10 1 44 1

11 1 45 1

12 1 46 1

13 1 47 1

14 1 48 1

15 1 49 1

16 1 50 117 1 51 1

18 1 52 1

19 1 53 1

20 1 54 1

21 1 55 1

22 1 56 1

23 1 57 1

24 1 58 1

25 1 59 1

26 1 60 1

27 1 61 1

28 1 62 1

29 1 63 1

30 1 64 1

31 1 Total 60 4 64

32 1 Percentage 93.75 6.25

Overtime pay for Extra Time


25/32

Scope of becoming a SDR

33 1

Yes No 34 1

1 1 35 12 1 36 1

3 1 37 1

4 1 38 1

5 1 39 1

6 1 40 1

7 1 41 1

8 1 42 1

9 1 43 1

10 1 44 1

11 1 45 1

12 1 46 1

13 1 47 1

14 1 48 1

15 1 49 1

16 1 50 117 1 51 1

18 1 52 1

19 1 53 1

20 1 54 1

21 1 55 1

22 1 56 1

23 1 57 1

24 1 58 1

25 1 59 1

26 1 60 1

27 1 61 1

28 1 62 1

29 1 63 1

30 1 64 1

31 1 Total 48 16 6432 1 Percentage 75 25

Scope of becoming SDR


26/32

Provision for Senior PSRs

33 1

Yes No 34 1

1 1 35 12 1 36 1

3 1 37 1

4 1 38 1

5 1 39 1

6 1 40 1

7 1 41 1

8 1 42 1

9 1 43 1

10 1 44 1

11 1 45 1

12 1 46 1

13 1 47 1

14 1 48 1

15 1 49 1

16 1 50 1

17 1 51 1

18 1 52 1

19 1 53 1

20 1 54 1

21 1 55 1

22 1 56 1

23 1 57 1

24 1 58 125 1 59 1

26 1 60 1

27 1 61 1

28 1 62 1

29 1 63 1

30 1 64 1

31 1 Total 48 16 64

32 1 Percentage 75 25

Provisions for Senior PSR


27/32

Wholesale Market effects

33 1

Yes No 34 1

1 1 35 12 1 36 1

3 1 37 1

4 1 38 1

5 1 39 1

6 1 40 1

7 1 41 1

8 1 42 1

9 1 43 1

10 1 44 1

11 1 45 1

12 1 46 1

13 1 47 1

14 1 48 1

15 1 49 1

16 1 50 1

17 1 51 1

18 1 52 1

19 1 53 1

20 1 54 1

21 1 55 1

22 1 56 1

23 1 57 1

24 1 58 1

25 1 59 1

26 1 60 1

27 1 61 1

28 1 62 1

29 1 63 1

30 1 64 1

31 1 Total 54 10 64

32 1 Percentage 84.375 15.625

Wholesale market effects


28/32

Availibility from Distributor

33 1


1 1 35 12 1 36 1

3 1 37 1

4 1 38 1

5 1 39 1

6 1 40 1

7 1 41 1

8 1 42 1

9 1 43 1

10 1 44 1

11 1 45 1

12 1 46 1

13 1 47 1

14 1 48 1

15 1 49 1

16 1 50 1

17 1 51 1

18 1 52 1

19 1 53 1

20 1 54 1

21 1 55 1

22 1 56 1

23 1 57 1

24 1 58 125 1 59 1

26 1 60 1

27 1 61 1

28 1 62 1

29 1 63 1

30 1 64 1

31 1 Total 22 32 10 64

32 1 Percentage 34.375 50 15.625

Availibility from distributor


29/32


30/32

75%

25%

Scope of becoming

SDR

Yes

No94%

6%

Overtime pay for

Extra Time

Yes

No

25%

75%

Route

Agree

Disagree

19%

81%

Incentives

Agree

Disagree

22%

78%

Work Time

Agree

Disagree75%

12%13%

Technology

Satisfactory

Neutral

Dissatisfactory


31/32


32/32

References

http://www.flexstudy.com/catalog/schpdf.cfm?coursenum=9587a

http://web.up.ac.za/sitefiles/file/2013%20marketing%20Article_MW_Motivating%20sales%

20representatives_not%20up%20space%20linke.pdf http://www.globalresearch.com.my/proceeding/icmef2012_proceeding/069_204_ICMEF20

12_Proceeding_PG0824_0847.pdf

Wiese, M & Coetzee, R. 2013. The importance of nonfinancial motivators to

pharmaceutical sales representatives: A demographic study Southern AfricanBusiness Review,17(1):23-56-also available via UP Space

Vignali, C. (1994), Selling Skills, Manchester Metropolitan University, Manchester

Solomon, M. (1994), Consumer Behaviour, Allyn & Bacon, Boston, MA
http://www.flexstudy.com/catalog/schpdf.cfm?coursenum=9587ahttp://www.flexstudy.com/catalog/schpdf.cfm?coursenum=9587ahttp://web.up.ac.za/sitefiles/file/2013%20marketing%20Article_MW_Motivating%20sales%20representatives_not%20up%20space%20linke.pdfhttp://web.up.ac.za/sitefiles/file/2013%20marketing%20Article_MW_Motivating%20sales%20representatives_not%20up%20space%20linke.pdfhttp://web.up.ac.za/sitefiles/file/2013%20marketing%20Article_MW_Motivating%20sales%20representatives_not%20up%20space%20linke.pdfhttp://web.up.ac.za/sitefiles/file/2013%20marketing%20Article_MW_Motivating%20sales%20representatives_not%20up%20space%20linke.pdfhttp://web.up.ac.za/sitefiles/file/2013%20marketing%20Article_MW_Motivating%20sales%20representatives_not%20up%20space%20linke.pdfhttp://www.globalresearch.com.my/proceeding/icmef2012_proceeding/069_204_ICMEF2012_Proceeding_PG0824_0847.pdfhttp://www.globalresearch.com.my/proceeding/icmef2012_proceeding/069_204_ICMEF2012_Proceeding_PG0824_0847.pdfhttp://www.globalresearch.com.my/proceeding/icmef2012_proceeding/069_204_ICMEF2012_Proceeding_PG0824_0847.pdfhttp://www.globalresearch.com.my/proceeding/icmef2012_proceeding/069_204_ICMEF2012_Proceeding_PG0824_0847.pdfhttp://www.globalresearch.com.my/proceeding/icmef2012_proceeding/069_204_ICMEF2012_Proceeding_PG0824_0847.pdfhttp://www.globalresearch.com.my/proceeding/icmef2012_proceeding/069_204_ICMEF2012_Proceeding_PG0824_0847.pdfhttp://www.globalresearch.com.my/proceeding/icmef2012_proceeding/069_204_ICMEF2012_Proceeding_PG0824_0847.pdfhttp://web.up.ac.za/sitefiles/file/2013%20marketing%20Article_MW_Motivating%20sales%20representatives_not%20up%20space%20linke.pdfhttp://web.up.ac.za/sitefiles/file/2013%20marketing%20Article_MW_Motivating%20sales%20representatives_not%20up%20space%20linke.pdfhttp://www.flexstudy.com/catalog/schpdf.cfm?coursenum=9587a

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