ales representative, it is importance for a sales manager to take note of the situation and take charge in order to avoid losing customers simply because of a sales representative’s behavior. (Churchill, 2000). There are some basic steps that the sales manager can take in order to convert the sales person’s behavior from inacceptable to acceptable. (Johnston, Churchill, Marshall, Ford, Walker, 2005). Some of such steps are discussed below.
The first and the foremost concern of a sales manager should be to understand what a sales representative’s actual problem is. (Forsyth, 2002). He should investigate to know why the sales person is behaving in that particular way. He should talk to the sales rep in detail in order to understand the underlying causes of his behavior. (Churchill, 2000). These causes might be psychological (e.g. inferiority complex, frustration, prejudices and biases based on cultural, ethnic, racial, national, religious or other differences, etc.), emotional, or some other causes (e.g. if the employee has a grudge against a particular customer, or the customer’s attitude towards the sales rep is inappropriate, etc.) (Hughes, McKee, Singler, 1999).
Once the sales manager has a good knowledge of the sales person’s problems, he can sit with the sales rep and try to work out an appropriate solution. (Schwartz, 2006). For example, if the sales person has lack of motivation, the sales manager can help him boost his morale through various motivational exercises and techniques. (Spiro, 2003). Or if the sales person has time management issues, he should try and instill such qualities in him. The manager should try and convince the sales person that the customer is the king and even if the customer is wrong, the sales person should be polite with him and should extend respect towards the customer at all times. (Honeycutt, Ford, Simintiras, 2003). The manager needs to empathetic and polite while discussing the issue with the sales rep so that his