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Uwarunkowania oraz konsekwencje wymuszonej fluktuacji sprzedawców

100%
Cybulski K.
Studia i Materiały
|
2016
|
issue 2/2016 (22), cz.2
194-200
PL
Wpływ zarówno dobrowolnej, jak i wymuszonej fluktuacji sprzedawców na praktycznie wszystkie organizacje działające w różnych branżach jest kosztowny i niezmiernie uciążliwy. W niniejszym tekście autor uzasadnia tezę, że coraz bardziej dotkliwe zjawisko, fluktuacji sprzedawców również wymuszonej jest przede wszystkim konsekwencją złego zarządzania organizacjami sprzedażowymi. Odzwierciedla ono brak doświadczenia oraz deficyt podstawowych kompetencji oraz umiejętności menedżerów sprzedaży do radzenia sobie z problemami podległych zespołów sprzedażowych. Precyzyjna analiza zjawiska wymuszonej fluktuacji nie tylko pozwoliła na identyfikację jej przyczyn i konsekwencji, ale ponadto umożliwiła wskazać konkretne działania konieczne dla ograniczenia jej skali.
EN
Both voluntary and involuntary turnover of sales personnel has a costly and troublesome impact on virtually all firms operating in different industries. In this paper the author argues that an increasingly important phenomenon of especially involuntary sales force turnover derives mostly from poor managerial practices and, to a certain extent, reflects the inability of sales managers to deal with sales teams problems. An accurate analysis of the phenomenon allowed for identifying practical solutions and showing specific necessary actions that would reduce the volume of sales force involuntary turnover and curb its negative consequences.
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Fluktuacja sprzedawców w ocenie menedżerów polskich przedsiębiorstw

100%
Cybulski K.
Faculty of Management Working Paper Series
|
2015
|
issue WPS 5/2014
1-41
PL
In order to succeed in the competitive market, sales organizations strive to maintain a high level of their salespeople loyalty. It is a fundamental challenge for most companies, strictly linked with the problem of salesforce turnover. For long this topic has received a lot of attention from academic researchers and management practitioners alike due to the significant, lasting and adverse effects caused by sales staff turnover. In spite of ongoing research into this area, not all aspects of salespeople turnover are well explored and explained. Most of the research activity to date was focused on identifying the behavior and attitude of individuals leaving the sales organizations. Consequently, the turnover was analyzed as a response mechanism to stress or dissatisfaction with the organisation. On the other hand, one area that seems to be most under-researched is the assessment of salespeople turnover carried out by sales managers and the impact of their actions on the turnover. This problem deserves more attention as it is crucial to understand what actions can be taken within the sales organizations to limit the adverse effects of sales force turnover. The author aimed to fill the apparent void in existing research by examining the following research questions: How do managers of Polish sales organizations’ assess the salespeople turnover? To what extent does their assessment depend on their professional experience and selected features of their organizations? The results of questionnaire survey (using a sample of more than three hundred Polish sales managers) contribute to wider research into the organizational drivers of salespeople turnover.
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