• The Research Journal of the Costume Culture
• /
• v.29 no.6
• /
• pp.865-880
• /
• 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.

• Journal of Fashion Business
• /
• v.18 no.3
• /
• pp.45-58
• /
• 2014

The purpose of this study is to identify how to improve the quality of department store's sales associates for customer loyalty. This study examines the importance of sales associates' education, skills, and customer service towards customer loyalty. The questionnaire survey was conducted to collect data from 220 clothing sales associates working in department stores. This survey was paper-based. The participants were asked about the questionnaires; sales associates' education, sales associates' ability, customer service, and customer loyalty. General demographic characteristic of participants in the study are as follows; females (72.27%) participated the survey more than males (27.73%). With the age ranging from early 20s to over 40s, most people who took the survey ranged from early 30's to mid 30's with 33.64%. The result indicated that sales associates' education, and customer service skills were significantly corelated to each other. Sales associates' education had no co relation to customer loyalty. In applying the research findings, department stores can design their training contents to offer better training quality. Education of sales associates can be focused by providing various training contents, exercise, effective options, along with the opportunity to improve the qualities of training.

• The Research Journal of the Costume Culture
• /
• v.7 no.4
• /
• pp.155-167
• /
• 1999

The present study investigated various sales training programs used by apparel companies and compared each other in order to provide an important information for developing effective training programs for professional salesperson. Sixty eight companies were used and grouped into four categories based on brand characteristics : domestic national brand(DNB), casual brand(CB), foreign brand(FB) and domestic designer brand(DDB). Data were collected from the managers in charge or training salesperson by both questionnaires and personal and telephone interviews. Data were collected during July in 1998, and analyzed by using ANOVA, Duncan\`s multiple range test, and Chi-square test. Since the sample size was small, Yates\` correction formula was used to maximize statistical validity in non-parametric procedure of Chi-square test. The main purpose of sales training indicated by the companies were to satisfy customers and to maximize the profit. Significant differences were found among the groups in the importance level of training contents such as knowledge, and customer relation, training methods, place, and duration/frequency of training at training center.

• Korean Journal of Human Ecology
• /
• v.14 no.6
• /
• pp.1017-1025
• /
• 2005

The purpose of this paper was to investigate the relationship between customer orientation and sales training. Data were obtained from 297 apparel salespeople working at six department stores in Daegu. Statistics used for data analysis were frequency, factor analysis, correlation, and t-test. The respondents were classified into 3 groups; high, medium, and low customer-oriented groups based on the mean score of customer orientation, and the high and the low were compared in training contents and educational methods. Based on factor analysis, four factors were extracted from 27 items of training content. Two of four factors were significantly correlated with customer orientation. The regression analysis showed that customer service and duration of work had significant effects on customer orientation. Also, the results were found that there were significant differences between the high and the low customer-oriented group in training contents which salespeople want to have in the future. However, there were not significant differences between the two groups in educational methods.

• Fashion & Textile Research Journal
• /
• v.6 no.3
• /
• pp.314-320
• /
• 2004

The purposes of this paper were to investigate the effect of customer orientation on salespeople performance and the effects of sales training on customer orientation and salespeople performance. Data were obtained from 297 apparel salespeople working at 6 department stores in Daegu, Statistics used for data analysis were frequency, t-test, ANOVA, and regression analyses. The unanticipated result was found that the customer orientation of salespeople did not influence their performance. Though there was found the significance of the anticipated results that sales training affected customer orientation and salespeople performance, the results were not strong.

• Journal of Venture Innovation
• /
• v.6 no.2
• /
• pp.123-144
• /
• 2023

In the age of 100 years, it had become very important to prepare for unexpected dangers. This study was conducted to analyze the factors affecting the sales performance of financial planners. We analyzed the influence relationship of sales training, sales management, and customer orientation on sales performance, and furthermore, analyzed the impact of these influence relationships. To this end, sales training was subdivided into customer development, sales competency, and learning agility. Customer orientation was subdivided into the use of customer management system, SNS use, and customer service provision. Sales management was subdivided into goal orientation, manager leadership, and compensation system. The effect of these detailed variables on sales performance was empirically analyzed. To this end, a survey was conducted targeting currently active financial planners. The survey was conducted for a month in January 2023, and 250 valid samples were analyzed. The results of the empirical analysis were as follows. Customer development and learning agility had a significant positive (+) effect on sales performance. Sales competency were not tested for significance. Among customer orientations, SNS use and customer service provision had a significant positive (+) effect on sales performance. The use of the customer management system was not tested for significance. Among sales management, goal orientation and compensation system had a significant positive (+) effect on sales performance. Manager leadership was not tested for significance. The influence of variables that significantly affect sales performance was in the order of goal orientation, customer service provision, compensation system, slearning agility, customer development, and SNS use. Based on these research results, academic and practical implications were presented.

• The Journal of the Korea Contents Association
• /
• v.8 no.7
• /
• pp.233-242
• /
• 2008

Sales-force management practices(e.g., selection, training, rewards, evaluation) constitute a crucial aspect of the sales force control system, as they influence on the salesperson's role ambiguity, satisfaction and performance. But it is difficult to find studies on the effects of hotel's sales force control system. So, we studied about this subject more deeply. The purpose of our research is to examine important relationships among sales force control system(e.g., sales territory design, training, reward, training, supervisor's support), job attitudes(satisfaction and role ambiguity), and sales force performance. A conceptual model is presented and hypotheses are developed. This study contributes to sales management research of hotel sales person in some important ways. This study offers new insights both to sales practitioners and researchers. First, this study introduces a new approaching method for developing new model of hotel sales-force research. Second, in the practical implications, managers should take actions as like an encouragement, direction, monitering, and education of sales know-how to reduce the employee's role ambiguity and to improve job satisfaction and sales performance.

• Journal of the East Asian Society of Dietary Life
• /
• v.20 no.5
• /
• pp.776-784
• /
• 2010

This study investigated causal relationships between goal orientation, sales and performance towards increasing the effectiveness of up-selling in internal promotion methods in family restaurants and provided implications about the hiring and training of sales people. The subjects were 232 sales people in family restaurants. The data were collected by self-administered questionnaires and analyzed by exploratory factor analysis, reliability analysis, comparative analysis of the average, and regression analysis. Results, showed that variations in goal orientation, sales, and performance depended on the age and experience of salespeople and that goal orientation makes adaptive selling more effective. It turned out that effort selling affects up-selling result than adaptive selling. Long-term workers were better than short-term workers in goal orientation, selling, and up-selling results, so human resource management needs to implement a long-term plan to enhance these effects. And, because effort selling is more effective than adaptive selling in up-selling results in family restaurants, effort selling requires training.

• Journal of Fashion Business
• /
• v.15 no.1
• /
• pp.1-19
• /
• 2011

In order to develop a new fashion business curriculum, this study attempts to evaluate fashion business curriculum in both domestic and foreign schools and to analyze their existing training programs. The results of this study shows that the analysis of domestic fashion business curriculum shows that 'in the field' knowledge is in need for the new fashion education program where students can be more exposed to the industry environments especially in the area of markets, sales, distribution and management. Also, the analysis of fashion marketing curriculum of F.I.T and PARSONS school of design demonstrates their emphasis on practical as well as academic programs in marketing, distribution and merchandising. In addition, the research on sales person training program reflects that future sales persons will need stronger knowledge in customer analysis, product display and shop management. Based on these findings, this investigation proposes a revised second year fashion business undergraduate program. The academic program in this updated module will place heavier emphasis on such fields as marketing, distribution, product planning and sales management. Also recommended is that the second year students will be exposed to real-world experience by participating in various internships and workshops offered by major companies in the fashion field.

• Journal of the Korean Society of Clothing and Textiles
• /
• v.36 no.5
• /
• pp.534-548
• /
• 2012

This study investigates the emotional labor of fast fashion sales personnel using the qualitative research method. The research was performed through an in-depth interview with 10 sales personnel (managers, coordinators, head cashiers, and sales associates) who experienced fast fashion brands from July to October in 2011. The results of this study provide that fast fashion brands do have specific feeling rules and display behavior. Even though the sales personnel spend an extremely short time (about 1 minute) to serve customers, most of them experience exhaustion, fatigue, burnout and self-alienation because of emotional dissonance. Sales personnel do deep-acting and surface acting simultaneously and interviewees who have longer and more sales experience express less emotional dissonance. To reduce the negative results of emotional labor, the company plays an important role through the organizational culture; in addition, deep-acting could be recommended for a beginner until they are comfortable with sales. The results of this study provide the elements of emotional labor in a fast fashion and practical suggestions for store operation and sales personnel training.