Sales Mythology—Implications for Training

Abstract

Doing More of the Wrong Things. In a time of recession, when markets are tougher than usual, one could be forgiven for assuming that sales strategies would be developed to respond to the different demands facing vending organisations. For example, in a tighter, more competitive, market place with more limited sales opportunities, the need is for improvement in the success rates of the sales force. One would expect that an activity analysis of the first‐line sales manager or supervisor would show more time being devoted to field activity—supporting, motivating and developing the sales team to better efforts. With buyers being more discriminating about what they buy, and who they buy from, investment in improving the quality of the sales interface would seem to be a logical step.

Citation

Midgley, B. (1985), "Sales Mythology—Implications for Training", Journal of European Industrial Training, Vol. 9 No. 4, pp. 12-15. https://doi.org/10.1108/eb014220