The Sales Manager might view his job as if there were three separate areas in which he must exercise control over his salesmen.
- Controlling:
First, he must control their general behaviour i.e. he must discipline them making certain they conform to the company’s standards of conduct & appearance.
Controlling salesmen’s personal conduct is seldom a problem with good managers. Their leadership is firm, & the salesman knows that they are expected to conform to the company’s standards of decorum & appearance. Horseplay at meeting or in the office is generally not tailored or even attempted. The men come to work on time, they dress in keeping with their job and the area in which they work, they perform the minor duties expected of them, such as keeping their equipment serviced & clean. When breaches of discipline do occur, reprimands a firm, just & immediate.
- Attitudes:
Then he must control the attitudes. He must see to it that they have genuine respect for their company, for their job , and their customers prospects.
By the same token, the control of attitude in seldom a problem with good managers. Good attitudes are the natural result of good leadership. When a manager shows respect for company’s rules & procedure when he exhibits pride in the selling profession, and when he takes the sales group’s tasks seriously, he is shaping his salesmen’s attitude well.
- work patterns
Finally, the sales manager must control his salesman’s work pattern must set goals, assigns tasks, and redirect efforts.
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