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CHAPTER 5 ETHICS AND SOCIAL RESPONSIBILITIES IN SALE AND SALES MANAGEMENT

CHAPTER 5 ETHICS AND SOCIAL RESPONSIBILITIES IN SALE AND SALES MANAGEMENT . NUR NAZIFA ATIQAH BT ZULHAIDIR (F1005) JULITA BT YAHYA @YUSOF (F1051) NUR SHAHIRA BT ZULKIFLE (F1057) NUR ALIA BT HOLIDIN (F1047) NUR HASNAIFATIN AZREEN BT MOHD.NAIM (F1053) AHMAD FARHAN BIN ABDUL RAZAK (F1015)

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CHAPTER 5 ETHICS AND SOCIAL RESPONSIBILITIES IN SALE AND SALES MANAGEMENT

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  1. CHAPTER 5 ETHICS AND SOCIAL RESPONSIBILITIES IN SALE AND SALES MANAGEMENT • NUR NAZIFA ATIQAH BT ZULHAIDIR (F1005) • JULITA BT YAHYA @YUSOF (F1051) • NUR SHAHIRA BT ZULKIFLE (F1057) • NUR ALIA BT HOLIDIN (F1047) • NUR HASNAIFATIN AZREEN BT MOHD.NAIM (F1053) • AHMAD FARHAN BIN ABDUL RAZAK (F1015) • MUHAMMAD FIRDAUS BIN MOHD NOSNAINI (10F1003)

  2. 5.1.2 DESCRIBE EMPLOYER ETHICS IN DEALING WITH SALESPEOPLE. • What is an acceptable level of pressure to place on salespeople? • Should managers establish performance goals that they know a salesperson has only a 50-50 chance of attaining? • Should the manager acknowledge that goals were set too high? • If circumstances change in the salesperson’s territory B. Management makes decisions that affect sales territories and salespeople. • For example, the company might increase the number of sales territories,which often necessitates splitting a single territory. • Salesperson may have spent years building the territory to its current sales volume only to have customers taken away.

  3. C.Should salespeople be told they are not promotable, • That they are marginal performars, or that they are being transferred to the poorest territory in the company so that they will quit? • Good judgment must prevail. • Sales managers prefer to tell me truth. • D. Employee rights. • Employee rights are rights desired by employees regarding their job security and their treatment by employee while on the job, • Irrespective of whether those rights • Are currently protected by law or collective bargaining agreements of labor unions. • The sales manaager must be current on ethical and legal considerations regarding • Here are several important questions that all managers should be able to answer: • ■ Under what conditions can an organization fire sales personnel without committing a violation of the law? • ■ What rights do and should sales personnel have regarding the privacy of their employment records and access to them?

  4. CHAPTER 5 : ETHICS AND SOCIAL RESPONSIBILITIES IN SALE AND SALES MANAGEMENT 5.1.1 DEFINE ETHICAL BEHAVIOUR : Sales personnel are frequently faced with ethical dilemmas. Ethical behavior refers to treating others fairly. Specifically, it refers to ■ Being honest and truthful. ■ Maintaining confidence and trust. ■ Following the rules. ■ Conducting yourself in the proper manner. ■ Treating others fairly. ■ Demonstrating loyalty to company and associates. ■ Carrying your share of the work and responsibility with 100 percent effort • 5.1.2 Describe employer ethics in dealing with salespeople. • Levels of sales pressure. • Decision affecting territory. • Telling the truth. • Employee rights.

  5. Sales people ethics in dealing with their employer A) Misusing company assets. 5.1 The importance of ethical behaviour in sales management. • Company assets most often misused are automobiles, expense accounts, samples, and damaged-merchandise credits. • All can be used for personal gain or as bribes and kickbacks to customers. • 5.1.3 sales people ethics in dealing with their employer. • Misusing company assets. • Cheating. • Affecting other salespeople. • Technology theft. For example, a salesperson can give customers valuable product samples or a credit for damaged merchandise when there has been no damage. B) Cheating A salesperson may not play fair in contests. If a contest starts in July, the salesperson may not turn in sales orders for the end of June and lump them with July sales. Some might arrange, with or without the customer’s permission, to ship merchandise that is not needed or wanted.

  6. C) Affecting other salespeople. Often, the unethical practices of one salesperson can affect other salespeople within the company. Someone who cheats in winning a contest is taking money and prizes from other salespeople. A salesperson also may not split commissions with co-workers or take customers away from co-workers. D) Technology theft. A salesperson or sales manager quits, or is fired, and takes the organization’s customer records to use for his or her or a future employer’s benefit. How is that possible? Well, it’s getting easier to do these days because more and more companies provide their sales personnel with computers, software, and data on their customers.

  7. 5.1 The importance of ethical behaviour in sales management. THE IMPORTANCE OF ETHICAL BEHAVIOUR IN SALES MANAGEMENT • 5.1.4 Sales people ethics in dealing with their customer. • Bribes. • Misrepresentation. • Price discrimination. • Tie-in sales. • Sales restrictions • 5.2 Understand the Direct Selling Association of Malaysia Code of Conduct. • 5.2.1 Determine the Code of Conduct. • Deceptive or unlawful consumer or recruiting practices. • Products or services. • Terms of sale. • Warranties and guarantees. • Identification and privacy. • f. Pyramid schemes

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