• 유통과학연구
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• 제16권6호
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• pp.77-84
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• 2018

Purpose - The aim of this study was to analyze the educational needs of distribution company salespeople in core competencies for convergence and their general perception of convergence education. Furthermore, this study provides basic data on core competencies for convergence needed by them. Research design, data, and methodology - A survey was conducted on 104 distribution company salespeople who worked near Seoul, Korea to analyze the perceptions of their educational needs in core competencies for convergence education, according to their socio-demographic characteristics. The socio-demographic characteristics were gender, age, workplace size, education background, work experience and business category. The questionnaire consisted of demographic factors (7 questions), general perception of convergence education (5 questions), perception of importance of core competency for distribution company salespeople (9 questions), and current perception of distribution company salespeople on core competency of convergence workers (9 questions). Park et al.(2014)'s categorization of convergence core competencies was used: Cognitive convergence (creative thinking, critical thinking and understanding of convergence knowledge), convergence performance (problem solving, communications, collaboration and application of convergence tools) and attitude toward convergence (empathy and responsibility). Data was collected through an independent sample of t-tests and a one-way analysis of variance and the Borich Needs Assessment Model was used to identify the educational needs of distribution company salespeople in the core competencies of convergence education. Results- The results show that the subjects recognized the need for convergence education to be high among the general perceptions. The perception scores for workers of different backgrounds only varied according to the size of the business. Moreover, the results of the educational needs analysis and the ranks of the required core competencies of convergence workers by the subjects were as follows: 1. convergence knowledge understanding competency, 2. creative thinking competency, 3. convergence tool application competency, 3. communications competency, 4. problem solving competency, 5. collaboration competency, 6. critical thinking competency, 7. empathy competency, 8. responsibility competency. Conclusions - This study highlights the necessity of developing university curriculum that can nurture the core competencies of conversion education reflecting distribution company salespeople's requests as well as cultivating qualified convergence workers required by distribution company workers.

• 유통과학연구
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• 제14권11호
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• pp.103-115
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• 2016

Purpose - Our research started out with an assumption that a further study about the competency of B2B and B2C salespeople is needed, and has thus focused on enhancing their abilities throughout various fields. It seems that the ability of sales representatives has a positive influence on the image and revenue of the company. Since businesses find it apparent that the role of salespeople will become significant in the future, our research aims to provide a foundation for future research on exploring the necessary competencies for salespeople by conducting an in-depth interview as well as survey. Research design, data, and methodology - The methods of our research can be broken down into four steps - an interview on salespeople, eliciting salespeople's potential competency, surveys, and analysis. First, our research team conducted interviews on forty subjects. Second, we strived to elicit potential competency of salespeople based on data gained from previous studies and in-depth interviews. And Third, we came up with our own survey templates. Last but not least, our research team analyzed the results from the surveys to elicit necessary capabilities for the salespeople. Results - The results of our research show a clear distinction between B2B and B2C salespeople on all categories that we measured such as the character fitness, competence of emotion and sales marketing. As for B2B salespeople, the results indicated openness(M: 3.8265) in character fitness, and self-motivation(M: 4.1887), group cognition(M: 3.8735), teamwork(M: 3.9956) in competence of emotion, and previous research(M: 3.8735), proposal of values(M: 4.3873), cooperation with other team(M: 4.0441) in competence of sales marketing. The difference in capability required between B2B salespeople and B2C salespeople was very pronounced. Conclusions - For future studies, enhanced pool of subjects with various backgrounds is needed in order for our research to reach a wide range of population. The results from our research are advised to be used for eliciting the competency required by salespeople and for a practical application to further enhance their competency. Companies need continuous efforts to develop the skills of salespeople based on competence analysis and research of sales representatives.

• 디지털산업정보학회논문지
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• 제17권1호
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• pp.45-55
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• 2021

Recently, competition in the interior remodeling business is fierce. However, the interior remodeling business is basically B2B, and in this business, sales are basically dictated by the capabilities of salespeople. Therefore, in this study, we intend to develop a model for the core competency of salespeople in the interior remodeling business. To this end, based on the research on the existing competency and competency modeling, the competency model of the salesperson was derived using Dubois' overlay method. A total of 12 core competencies could be defined through the first and second modeling. The subject of this study was focused on LG Hausys, the most representative interior remodeling company in Korea. Based on the core competencies developed in this way, overall sales competencies can be raised through the development of a training course to enhance the sales competencies of salespeople, and a more efficient and objective HR.

• 복식문화연구
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• 제29권6호
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• pp.865-880
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• 2021

The purpose of this study was to examine job competencies for sales training program development to maximize profits in fashion retailing. An empirical online survey was conducted from September to December 2019, and data was collected from 200 salespeople and store managers working in fashion stores. Results were analyzed using frequency analysis, factor analysis, variance analysis, and regression analysis with SPSS 25.0. The major findings of this study were as follows. First, the most important job competencies identified by fashion store managers were: sales sense know-how, customer service skills, and sales person's fashion style sense, product knowledge, fashion marketing and customer management. The job competency factors for sales training programs included empathy with the customer, product knowledge, communications and networking, basic job requirement, and sales skills. These five factors positively influenced the employment intentions and expectations of work performance of graduates. These factors also had a positive influence on the need of sales training program and intention to participate in retraining. Store managers in fashion retail thought the most appropriate period for on-the-job training was either 2-4 days or more than 1 week. The results of this study can be used as a base to develop training programs for job efficiency for salespeople in fashion retailing.

• 한국시뮬레이션학회논문지
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• 제31권1호
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• pp.1-9
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• 2022

최근 자동차 시장이 꾸준히 성장해옴에 따라 소비자의 기대치 역시도 높아졌다. 그러므로 자동차 영업소는 과거와는 다른 혁신적인 고객 가치 창출이 필요해졌다. 자동차 영업소는 경영 전략에 맞는 영업사원을 선발하기 위해 노력하고 있으나 실질적인 내적 역량을 평가하기에 어려움을 겪고 있다. 따라서 본 논문에서는 Spencer&Spencer(2008) 연구에 기반하여 영업사원 선발에 필요한 핵심역량을 재구성해보고, 그 역량간 계층적 중요도를 AHP 분석을 활용하여 도출하여 오늘날 자동차 영업사원에게 필요한 핵심역량에 대해 분석한다. 본 연구에서는 기존 연구에 기초하여 주요 핵심역량을 선별하고, AHP 분석을 통해 역량간 상대적 중요도를 도출하였다. 그 결과 과거 연구와는 다른 핵심역량 중요도를 도출해낼 수 있었다. 이는 현대사회 시장과 기존 자동차 영업사원의 특징, 최근 고객들의 성향이 주된 원인일 것으로 판단된다. 본 연구는 AHP 분석을 통한 필요 역량 산출의 용이성, 중요도에 따른 선발 기준 설정이 가능하다는 점을 보였으며, 기존 연구가 직무명세서를 기반해서 이루어졌다면 본 연구는 전문가 집단의 설문조사를 통해 이루어졌다는 점에서 차이가 있다.

• 유통과학연구
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• 제15권1호
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• pp.105-114
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• 2017

Purpose - Recently, domestic pharmaceutical market is growing steadily, but top-tier companies are concentrating on sales growth. In this market, SMEs, which account for more than 80% of the entire market, suffer from the problem of lower margins and increasing inventory costs. According to the government's policy changes related to pharmaceuticals, it is pointed out that the management of existing customers and the control of salespeople are important issues for pharmaceutical companies. This study investigates the effect of the control system on the salesperson in domestic pharmaceutical distribution channel on customer-oriented selling behaviors and sales performance. Research design, data, and methodology - To verify the proposed research model and test hypotheses, the authors selected 244 MR(medical representatives)'s responses which have currently relationship with doctors or pharmacists. This study carefully investigated the reliability, content validity, convergent validity, and discriminant validity of the proposed model. Results - The authors find out the following results: capacity control, activity control, and self control have positive effects on customer-oriented selling behaviors and customer-oriented selling behaviors have a positive effect on sales performance. In addition, we present alternative model to check the direct effect between the control systems and the sales performance, but control system factors except self control have no direct influence. Conclusions - First of all, competency control and activity control increases the customer-oriented selling behavior of the salesperson. This means that the salesperson's sales skill, negotiation skill, customer access skill, presentation ability, monitoring, direction and evaluation are important and it is also important to control activities to check the number of visits to customers, report preparation, and customer service etiquette. Second, the fact that self-control of salesperson affects the customer-oriented selling behavior suggests that self-control is not controlled by external factors but rather establishes short/long-term goals. Therefore, it is important for sales organization to create an environment in which members can induce persistent incentives for self-control. Finally, output control did not affect customer-oriented sales behavior, which is less likely to form confidence or motivation to MRs when output control is perceived as a means of monitoring, supervising, or controlling rather than providing information to salespeople.