A Report On Sales Tracking Software

Step 2 is forming a powerful guiding coalition. Leadership will have to be on board and on the same page in regards to the change. Kotter and Cohen reveal the core problems people face when leading change. Their main findings are that the central issue concerns not structure or systems but behavior and how to alter it (Farris, 2008). The success of the changes will depend on the ability of the managers to show their commitment to change and motivate the employees to do the same. Without any process to track the implementation, the change can also fail.

In the first stage, implementing this plan with a defined strategy is necessary to confirm that changes to the sales tracking process are well received and resistance from employees is mitigated. In order for upcoming changes in the sales tracking technology to be successful, it

In order to successfully and effectively implement change all of the employees should have a good understanding of how the changes will benefit the organization, their positions, and how it might impact their routines. To many employees the implementation of change is not always properly communicated, and the process of change on paper as it is being implemented can be threatening as well as confusing. Also, the people behind the scenes making the changes may not have taken specific details into consideration regarding effective changes that perhaps the employees

Moreover, the goal of any sales analysis is to isolate the pieces which comprise the entire organization to facilitate the recognition of areas that require attention (Russell, 1950). Accordingly, this deconstruction promotes comparison of financial data which allows managers, such as Lydell, to gain a stronger representation of the organization. This contributes to the management of employees and improved sales potential through the identification of areas that require supplementation or highlighting the areas that are functioning optimally (Russell, 1950). Lydell can use the internal financial records to capture data on sales history and patterns of the business. This information would give him the knowledge to gauge current sales and provide insight for recognizing positive or negative sales trends, including changes in customer habits. Lydell could also use the information regarding sales volumes and customer locations to gauge territory concentration and sales boundaries.

Managers need to determine the best method of communicating the changes to the employees that are directly affected. This material presented in last weeks class and in the course material helped us understand how important communication is when implementing changes in a work environment. The course book identified four main approaches to managing change in an organization. Lewins’ Three-Step Model argued that successful change in an organization follows three steps: Unfreezing the status quo, movement to a desired end state, and refreezing the new change to make it permanent. (Robbins & Judge, 2011). This approach requires manages to evaluate the need for change and implement a plan of action to help the organization manage changes effectively.

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of motivating the

This week a portion of our study focused on sales and operations planning. The sales and operations planning process helps companies provide better customer service, lower inventory, shorten customer lead times, stabilize production rates, and give top management a better view of the business (Chase & Jacobs, 2011). Sales and operations planning evolved into aggregate planning that stresses the importance of cross-functional teamwork and tightly integrated efforts between sales, distribution, logistics, operations, finance, and product development (Chase & Jacobs, 2011). Aggregate planning focuses on

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of

In order to bring about a successful change, it is important to first consider the rationale for change. The organization and people being impacted by the change must understand the desire for change, benefits, and importance of supporting the change. After the change has been embraced and implemented successfully, it is essential for the organization to incorporate it as a standard practice, motivate the personnel to utilize it, and adhere to the change to influence positive

Communication – Talk about the change vision, if people have anxieties then address these openly and honestly. Tie in the vision to all areas of the business from training to performance reviews

Educate management on changes and communicate changes to employees ensuring that employees know how the changes will affect them personally.

You also must form a powerful coalition and create a vision for change. This begins with strong leadership and effective communication skills in order to communicate your vision. Another step in the process is to remove obstacle or barriers that may block or prevent change from happening. You must also motivate the team along the way by creating short term goals, building on change and anchoring the changes in corporate culture. Kotter put an emphasis on step one which is creating urgency for change. You must be convincing and open when presenting this change to your team to gain their support. It is important to give scenarios, show the benefits of making this change and the drawbacks of not making the change.

These transformative changes to the selling environment are ultimately forcing the salesperson to reengineer and rethink how they approach their business accounts. Failure in adapting to these changes can result in many adverse situations but ultimately revolves around ineffective team selling.

Communication is the key to this theory which begins with the unfreeze phase. This phase communicates the reason for the change and creates urgency by listing the critical reasons why the changes are necessary and the benefits made from the changes. This creates buy in from the employees as they eagerly await the change plan to “fix the problem.” The change phase implements the changes; again, communication is the key so the employees will know what the expectations are at all times. Refreezing is making the changes the new company culture by demonstrated behaviors.

• Are the processes efficient in accelerating sales? If not then the company should propose a new set of tasks to accelerate sales.