on sales in al- futtaim group

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Business Research

On Sales in Al- Futtaim Group

4/14/2009

Irfan A. Khan

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Introduction

Once analyzing the inventory turnover of Al- Futtaim cars

business which is one of the various businesses Al-Futtaim

operates, the result being that it is performing poorly due to

reasons which the Sales Director wanted to investigate in. After

observing the teams of sales people who are involved in

formulating strategies for sales and the sales personal who are

on the floor directly involved with the customers face-to-face

selling, we have come to an understanding to look further in to

the sales area with our extensive research question being - Will

improving sales negotiation skills, sales presentation skills,

sales promotions and job performance will dramatically improve

sales for a organization?

Background of Al - Futtaim

Al-Futtaim Group Company

Al Futtaim group is one of the leading business

organizations in U.A.E; they played a major role in developing

the countries business environment in all most every field. It

all started in 1930s the Al-Futtaim Group initially operated

as a trading enterprise. Rapid development throughout the 1940's

and 50's saw it establish itself regionally as an integrated

commercial, industrial and services organization, positioning

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itself one of the leading business houses in the lower Gulf

region. Today, it operates collectively over 40 companies

bearing the Al-Futtaim name, dominates many market segments in

the UAE, and has expanded its sphere of operation to include

Bahrain, Kuwait, Qatar, Oman and Egypt.

The success of the Al-Futtaim Group can be attributed to a

business approach that combines the ability to change with the

traditional values of integrity, service and social

responsibility that define its core business philosophy. This,

linked with the Group’s belief in decentralization, gives the

heads of the operating companies a high degree of functional

independence and authority, providing the Group with essential

flexibility, and individual employees a clearly defined work

culture and sense of responsibility.

The al Futtaim group is divided into 8 operational divisions:

Automotive, Electronics, Retail, Services, Overseas,

Insurance, Industries, Real estate.

The al Futtaim group represents many of the worlds leading

brands, Toyota, Lexus, Honda, Volvo, Chrysler jeep and dodge,

Panasonic, Toshiba, Sanyo, national, aftron, alcatel, Ikea, ace,

marks and Spencer, toys r us, Seiko, Raymond weil, westar,

kolbar and others.

The company employees more than 10,000 workforce, the company

has locations across all the seven emirates. Has business spread

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around the GCC and recently Singapore. The company is looking to

spread globally with plans to joint venture in Pakistan and

other South East Asian countries.

Groundwork Data Gathering

Literature Review

Sales promotions are the highly encouraged way to increase

sales of a company through different promotional methods. It is

one of the most common techniques used by managers to boost

sales during rough times as well as some important events or

dates like Christmas, New Year and Eid. But still there has been

little research done in this matter. “Some of the major

promotion tools used are samples, coupons, rebates, premiums,

contests, prizes, among others. Studies have indicated that

sales promotions are a valuable form of communication within the

larger advertising media (Abraham and Lodish, 1990; Blattberg

and Neslin, 1990; Farris and Quelch, 1987). Despite this, little

research has examined the management of sales promotions by

brand managers from the communicative angle. Most of the

existing literature covers analyses in consumer response to

promotional tactics, primarily price-oriented promotions such as

coupons and free gifts (e.g. Bawa and Shoemaker, 1987, 1989;

Davis et al., 1992; Kirshnan and Rao, 1995; Leone and

Srinivasan, 1996). Since brand managers are often the main

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agents involved in managing sales promotions, it is necessary to

study their response to and use of sales promotions as a value-

added communicative component.” (Chun Wah lee, 2002)

Brand managers attitudes towards sales promotion varies

some prefer giving out free samples and big discounts but other

seems to go ahead with high advertising costs to promote these

offers and also extra workload that comes with it.

Sales promotions tools are mainly based on two things price

oriented promotions and non-price oriented promotions. “Price-

oriented promotions include price discounts, coupons and

rebates. Non-price-oriented promotions include free samples,

sweepstakes, contests, premiums and frequent user programs. Some

promotions are primarily incentive-based, while others are

generally communicative (Kotler et al., 1999; Tellis, 1998).

Price-oriented promotions are praised for their ability to

achieve short-term results such as increasing market share (Bawa

and Shoemaker, 1989; Blattberg and Neslin, 1990; Leone and

Srinivasan, 1996), encouraging brand switching (Davis et al.,

1992; Gupta, 1988), and inducing product trial usage. Non-price

promotions are adopted primarily for their ability to meet such

longer-term objectives as enhancing brand image, strengthening

brand associations, or increasing brand loyalty (Aaker, 1991;

Conlon, 1980; Jagoda, 1984; Shea, 1996). Many departmental

stores use rebates and contests, for example, to add excitement

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to the brand and provide valuable support to advertising,

helping to generate consumer attention and awareness. Frequent

user programs encourage brand loyalty as well. Campbell and

Diamond (1989) argued that non-price promotions are usually

framed as ‘gains’, whereas price-oriented promotions are often

perceived as ‘reduced losses’.”(Chun Wah Lee, 2002). Managers

tend to favor more on price oriented promotion rather than non

price oriented promotions.

Brand equity is a major influencer for the consumer for

likely choosing the brand; managers should try to accomplish

this as much as possible. According to Chun, Strong brands

enhance consumer awareness, brand loyalty, and the efficiency

and effectiveness of marketing and advertising programs which

leads to higher prices, lower price elasticity, greater

competitiveness and, ultimately, higher profits and market

value.

Sales person’s job performance is another criterion which

leads to higher sales, we will be going in depth with two

connected points, sales people’s job performance and sales

person’s presentation skills. The hypothesized model gives brief

description of how it works “hypothesized model describes

relations among salesperson characteristics, sales presentation

skills, and job performance. In this model, two characteristics

of the salesperson (i.e. years of selling experience and quality

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of the sales training he/she has received) are held to be

positively associated with each of the important sales

presentation skills. The sales presentation skills used in the

model consists of the salesperson's skill at using active

listening, adaptive selling behaviors, and handling customer

objections, closing sales transactions, negotiating with

customers, and identifying potential prospects. In turn, each of

the presentation skills is hypothesized to be positively

associated with sales job performance.”( Mark C. Johlke, 2006).

Sales persons are the most important people in an

organization; as well some of them are highly trained member of

an organization depending verily on organization and its

training programs. According to March C Johlke, Sales

presentation skills are Skills related to effectively conducting

the personal selling process (i.e. the series of inter-related

steps that salespeople commonly use to engage with and influence

customers).

Sales presentation skills in different industries are quite

relevant as they all want to achieve the sale at the end. “

Sales presentation skills is broadly relevant and uniform across

industries, products, and sales situations, while both

salespeople (Chonko et al., 1993) and sales managers (Peterson

and Smith, 1995) report that sales presentation skills are

necessary for sales success. The particular skills widely held

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to comprise the sales process includes prospecting for new

customers, arranging to meet with the potential customers

identified, uncovering and understanding customer needs through

proper questioning, developing a product solution based upon

customer needs, presenting the solution back to the customer,

handling customer objections and questions regarding the

proposed solution, closing the sale, and negotiating the

transaction.” (Mark C. Johlke, 2006). These are all the steps

needed to completing a sale through proper channel, very

beneficial if sales person knows how exactly to handle the

client by these steps and when to take them.

In the hypothesized model the amount of experience a sales

person has gained, and the high quality training which he has

achieved is the primary sources for good presentation skills.

According to Marck, the longer the person works in a field the

more chances he has to interact with different person types, and

the greater knowledge and understanding he develops, which

interns helps them in better presentation skills with different

strokes.

Sales presentation skills are based on six criteria’s

active listening, adaptive selling, handling objections,

closing, negotiating, and prospecting. Active listening:

“effective listening includes creating a situation in which the

speaker wants to share information, accurately adding meaning to

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the message being received, evaluating, the message, and

providing feedback. Brooks (2003) suggests that active listening

consists of focusing on the speaker as well as the message, not

being preoccupied, analyzing the message, avoiding interrupting

the speaker, providing feedback, asking questions, recording

what is being said, and responding.”(Mark C. Johlke). A very

crucial stage, in understanding the customer’s needs and wants

is active listening skills.

Second is adaptive selling: “the altering of sales

behaviors during a customer interaction or across customer

interactions based on perceived information about the nature of

the selling situation” In addition, the salesperson's ability to

engage in adaptive selling may be particularly important in

building long-term relations with customers and so could be a

particularly important skill for improving sales performance.

Marshall et al. (2003) report that sales managers rank the

salesperson's ability to engage in adaptive selling skill as the

second most important sales presentation skill.” (Mark C.

Johlke).

The Third criterion is handling objections: “handling

customer objections is the third most important sales

presentation skill. Schurr et al. (1985) describe objections as

customer statements reflecting objection, indifference, or

skepticism, while Hunt and Bashaw (1999) advise salespeople to

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be prepared to handle objection statements as well as counter-

arguments to the claims they make. Regardless of their exact

form, all salespeople will experience objections and reasons

(both real and contrived) to not complete a transaction.

Objections that are not handled to the customer's satisfaction

remain as obstacles to completing a transaction, while

salespeople who are highly skilled at handling customer

questions and objections are able to remove these obstacles and

so should perform at a higher level. Salesperson skill at

handling objections is positively associated with job

performance.”(Mark C. Johlke).

Fourth criterion is closing: “asking for, and obtaining,

the order, as appropriate to the job. Put another way, closing

simply refers to the salesperson asking the customer to buy. The

ability to properly and persuasively ask for the sale is one of

the primary strengths of personal selling, compared to other

methods a firm may use to influence customers.”(Mark C. Johlke).

Fifth criterion is negotiating: “Closing the sale is

concerned with whether a prospect buys but negotiating is

concerned with how the prospect buys. As a sales presentation

skill, negotiating is often used simultaneously with handling

objections and closing even though these three skills are

clearly distinct”. (Mark C. Johlke). Negotiating will be

thoroughly discussed in the coming section.

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Sixth criterion is prospecting which is to know or predict

that the customer will buy the product at the end. It is usually

considered to be the first step as well. All of these six

criterions are interrelated with job performance as well as

presentation skills.

The third independent variable I have used is negotiating

skills and how it is related to increasing sales. According to

Ron D’andrea, “findings suggest that profitable sales

negotiation is a counterintuitive skill for most sales

professionals. They tend to ask for less rather than more. They

tend to rush to closure rather than take the time to establish

true underlying needs and anchor value. They tend to delay

communication of their “high value, high price” offer rather

than communicate it forcefully. In short, their ‘second nature,’

intuitive reactions often work against successful value

selling.”

There are six points for good negotiating skills Position

your solution advantageously, Set high targets, Manage

information skillfully, Know the full range and strength of your

power, Satisfy customer needs over wants, and Concede according

to plan. Position your solution advantageously refers to”

Skilled salespeople create a value-oriented environment for

negotiating by positioning their solution effectively. When

faced with customer price pressure, high performers are more

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likely to guide the discussion back to their value-oriented

position rather than begin making price concessions. For

example, imagine two salespeople responding to a customer's

pressure to lower their price.”(Ron D’andrea).

Set high targets refers to if a sales person asks for more

price from beginning he will get more it’s a basic principle,

because people tend to negotiate this techniques helps not to

undercut in profits.

Manage information skillfully refers to keeping vital

information too yourself and not sharing it with the customers,

especially not at wrong times. Information like the cost of

product or profitable margin should not be discussed with

clients.

Know the full range and strength of your power; is knowing

your potential and how to use it to your benefit. Salesperson

should be confident when in the sales process. Leaving the

customer with no doubts and not making any mistakes of

overwhelming the customer.

Satisfy customer needs and over wants refers to satisfying

the needs with different methods rather than price reduction or

big discounts. A good salesperson should know the alternatives

desired by the customer to satisfy those needs and build trust

based on them.

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Concede according to plan means not to give up so easily

during the sales process if a customer wants discount just don’t

agree instantly but rather try different alternatives or use the

other five steps and then based on them take decision.

To conclude if companies adopt the methods they could

increase sales significantly and instantly their employees self

esteem and confidence will rise. The brand loyalty will increase

as well and customers would prefer your brand instead of the

competitors.

Interview

To acquire in-depth information for how to improve the

overall sales of the company and improve the quality of the

sales force which will last for a longer time period, an

interview was conducted with Mr. Muniar, Head of the Regional

Department of Sharjah – Dubai – United Arab Emirates. Mr. Muniar

put a light on how are the sales people performing and what are

their strengths and weaknesses in the area of selling and

dealing with customers. He mentioned that the sales personal are

given in-depth knowledge about the products which are introduced

every year into our Al-Futtaim car showrooms which I assume is

our sales personal strengths. In addition when I showed him my

research question, he agreed and said that the sales to increase

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it is vital that the sales promotional skills, sales negotiation

skills, sales presentation skills and job satisfaction which

leads to job performance is also every important.

Hypothesis

H1 - Sales Promotion:

Variety of promotions leads to broad consumer

segments for its products and services.

H2 - Sales Negotiations:

Can influence the clients or prospects convincing

ability.

H3 - Sales Presentation Skills:

Improves to clarify the consumers needs and

wants.

H4 - Job Performance:

Leads to employees well being in the organization

in return to high turnover ratio of inventory to high sales.

Theoretical Framework

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Variables

Independent:

o Sales Promotion

o Sales Negotiations

o Sales Presentation Skills

o Job Performance

Dependent

o Sales

Intervening

o Job Satisfaction

Methods Sections

Research Design

o Purpose of the study.

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Explanatory testing.

o Type of Investigation

Correlational

o Extend of researcher interference.

Minimal interference

o Study setting: Noncontrived

Field study

o Unit of analysis

Individuals

o Time Horizon

Cross sectional

Measures

o Likert Scale:

Sales Presentation

Alpha = not obtainable

Sales Promotion

Alpha = 0.85

Sales Negotiation

Alpha = 0.86

Job Performance

Alpha = 0.81

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Operationalizing Concept

Scales

o Rating Scales

Likert scale – designed for examine how strongly

subjects agree or disagree on a 5-point scale.

It’s an interval scale.

Questionnaire Design

o Types of Questions

Closed Question

o Length of Questions

Simple and short.

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The questionnaire design is free from Recall-Dependent

questions, Leading questions, loaded questions, Ambiguous

questions and Double-Barreled questions.

Data Collection Method

o Questionnaire and interview. (Primary)

o Secondary Data. (AUD data base)

Data Participant

o Employees on floor of the Sharjah main branch.

o Middle – level managers.

o High – level managers.

Sampling Design

o Sample size.

Samples = 45.

Return on time = 38.

Percentage of return = 85%

o Probability sampling

Unrestricted (simple random sampling)

Variables and Measures

Each of the variables mentioned in the theoretical framework

were measured using Likert scale measures. The scale is

specifically designed for obtaining how strongly the sales

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personals in Sharjah Branch agree or disagree with the provided

statements in the questionnaires provided in Appendix A on a 5-

point scale illustrated in Appendix B.

Limitations of Research Conducted:

There was not adequate research data / material

available in the library online or physical database. The time

was limited to communicate with the managers and for them to

forward to their employees. Additionally employees had to return

the questionnaires in two days of receiving it to the manager

and manager to us, which resulted in less completed

questionnaires by the employees.

Ethical issues taken care of:

The initial data collected through questionnaires was

kept confidential. The research was refrained from any bias

questions. None of the respondents (employees) were forced in

any way to fill the questionnaires.

Recommendations upon Analysis:

By the initial research it proves to some extend

because of not sufficient surveys conduction that Sales

promotion, sales presenting, sales negotiating skills if

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improved could dramatically improve the sales (inventory

turnover) of Al-Futtaim group.

Alpha coefficient came out to 12.6% which presents that the

reliability is not so strong, but we have to take in

consideration that the sampling was every small because of time

constrains and location. Also refer to Appendix C for the

alpha coefficient analysis.

Conclusion

In light of the research conducted we have come to a stand

point understanding of the relationships between sales

negotiation skills, sales presentation skills, sales promotions

and job performance (job satisfaction being the intervening

variable), in connection to the literature review and the data

analysis collected through surveys/questionnaires and secondary

resources (American University online and physical database);

that in this fast changing environment especially in the

emerging markets of United Arab Emirates where competitors are

increasing in number day by day, we have to conduct more

research to get a more accurate relationship with complete

certainty.

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Works Cited andrea, R. D. (2005). executing profitable sales negotiations: selling value, not price. industrial and commercial training , 25. Johlke, M. C. (2006). sales presentation skills and job performance . journal of businees and industrail marketing , 319. lee, c. w. (2002). sales promotions as strategic communication: the case of singapore. journal of product and brand management , 114.

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Appendix A

QUESTIONNAIRE

Dear participant, This questionnaire is designed to study your sales related abilities. It will help us better

understand the sales techniques we have been using, how beneficial they are to us. We request you to answer these questions as sincerely as possible. This questionnaire is designed under the supervision of Dr. Suzan zeidan. Your responses will be kept strictly confidential. And excess to these questions will only be held by Dr. Zeidan.

Thanking you for your time and cooperation. We greatly appreciate your effort in helping

us to better understanding.

Personal questions (please circle the most appropriate response representing you)

1. Your age (years)

1. Under 20 2. 20-35 3. 36-50 4. 51-65 5. Over 65

2. Your Highest Completed level of Education

1. Elementary school

2. High school

3. College degree

4. Graduate degree

5. Other ( specify)

3. Your gender

1. Female

2. Male

4. Your Marital Status

1. Married

2. Single

3. Widowed

4. Divorced or Separated

5. Other (Specify)

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5. Number of Preschool Children (under 5 Years of Age)

1. None

2. One

3. Two

4. Three or more

6. Age of the Eldest Child in Your Care (Year)

1. Under 5

2. 5-12

3. 13-19

4. Over 19

5. Not applicable

7. Number of Years Worked in the Organization

1. Less than 1 2. 1-2 3. 3-5 4. 6-10 5. Over 10

8. Number of Other Organization Worked for before joining This Organization

1. None

2. One

3. Two

4. Three

5. Four or more

9. Present Work Shift

1. First

2. Second

3. Third

10. Job status

1. Top management

2. Middle management

3. First-level supervisor

4. Nonmanagerial

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Job Performance questionnaire I will be measuring my questionnaire by using Likert scale as it will differentiate between the likes and dislikes of the person aptitude. The questions below will be asking about how you mange to increase the job performance within the different aspects. Strongly

Disagree Disagree

Neither Agree Nor Disagree

Agree Strongly

Agree

1. I exceed the sales targets and objectives that are assigned to me. 1 2 3 4 5

2. I quickly generate sales of a company’s new product.

1 2 3 4 5

3. I sell products with higher profit margin.

1 2 3 4 5

Sales Presentation Skills Questionnaire I will be measuring my questionnaire by using Likert scale as it will differentiate between the likes and dislikes of the person aptitude. The questions below will be asking about how you mange to increase the skills of sales presentation within the different aspects. Strongly

Disagree Disagree


Agree Strongly

Agree

1. I have enough active listening skills to satisfy customer needs. 1 2 3 4 5

2. I have sufficient selling techniques and exposure required.

1 2 3 4 5

3. I am able to effectively answer objections

1 2 3 4 5

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Sales Promotion Questionnaire I will be measuring my questionnaire by using Likert scale as it will differentiate between the likes and dislikes of the person aptitude. The questions below will be asking about how you mange and to increase the sales with the use of promotions. Strongly

Disagree Disagree


Agree Strongly

Agree

1.I am able to profit from promotional tools. 1 2 3 4 5

2. I can easily distinguish between price oriented and non price oriented promotions.

1 2 3 4 5

3. I use promotional methods when need arises.

1 2 3 4 5

Sales Negotiating Questionnaire I will be measuring my questionnaire by using Likert scale as it will differentiate between the likes and dislikes of the person aptitude. The questions below will be asking about how negotiating skills are vital increase sales. Strongly

Disagree Disagree


Agree Strongly

Agree

1. I have high level of skill in negotiating with customers. 1 2 3 4 5

2. I am able to persuade clients to purchase our products and services.

1 2 3 4 5

3. I can distinguish between prospects buyers and non-buyers.

1 2 3 4 5

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Sales Questionnaire I will be measuring my questionnaire by using Likert scale as it will differentiate between the likes and dislikes of Mr. Muniar the Head of Regional Department in Sharjah about the sales performed by the employees. The questions below will be asking about how sales are evaluated. Strongly

Disagree Disagree


Agree Strongly

Agree

1.On the performance of the Employees target achieved. 1 2 3 4 5

2. On the company’s promotions.

1 2 3 4 5

3. Sales personal are evaluated Individually and not by their sales leader.

1 2 3 4 5

We sincerely appreciate your time and effort, which you have put for out better understading, this will help us in our future endeavor

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Appendix B

Likert Scale

Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

5 4 3 2 1

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Appendix C

SPSS Data Analysis

Reliability Scale: ALL VARIABLES

Case Processing Summary

N %

Cases Valid 38 100.0

Excludeda 0 .0

Total 38 100.0

a. Listwise deletion based on

all variables in the procedure.

Reliability Statistics

Cronbach's Alpha N of Items

.126 5

Alpha coefficient came out to 12.6% which presents that the

reliability is not so strong, but we have to take in

consideration that the sampling was every small because of time

constrains and location.

Frequencies

Statistics

H1 H2 H3 H4 Sales

N Valid 38 38 38 38 38

Missing 0 0 0 0 0

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Frequency Table

H1

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid 1 2 5.3 5.3 5.3

2 11 28.9 28.9 34.2

3 4 10.5 10.5 44.7

4 13 34.2 34.2 78.9

5 8 21.1 21.1 100.0

Total 38 100.0 100.0

H2

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid 1 5 13.2 13.2 13.2

2 6 15.8 15.8 28.9

3 8 21.1 21.1 50.0

4 12 31.6 31.6 81.6

5 7 18.4 18.4 100.0

Total 38 100.0 100.0

H3

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid 1 8 21.1 21.1 21.1

2 13 34.2 34.2 55.3

3 3 7.9 7.9 63.2

4 7 18.4 18.4 81.6

5 7 18.4 18.4 100.0

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H3

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid 1 8 21.1 21.1 21.1

2 13 34.2 34.2 55.3

3 3 7.9 7.9 63.2

4 7 18.4 18.4 81.6

5 7 18.4 18.4 100.0

Total 38 100.0 100.0

H4

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid 1 6 15.8 15.8 15.8

2 6 15.8 15.8 31.6

3 9 23.7 23.7 55.3

4 9 23.7 23.7 78.9

5 8 21.1 21.1 100.0

Total 38 100.0 100.0

Sales

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid 2 2 5.3 5.3 5.3

3 3 7.9 7.9 13.2

4 18 47.4 47.4 60.5

5 15 39.5 39.5 100.0

Total 38 100.0 100.0

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DESCRIPTIVES VARIABLES=H1 H2 H3 H4 Sales /STATISTICS=MEAN STDDEV MIN MAX.

Descriptives

Descriptive Statistics

N Minimum Maximum Mean

Std.

Deviation

H1 38 1.00 5.00 3.3684 1.26108

H2 38 1.00 5.00 3.2632 1.30869

H3 38 1.00 5.00 2.7895 1.45487

H4 38 1.00 5.00 3.1842 1.37261

Sales 38 2.00 5.00 4.2105 .81067

Valid N

(listwise) 38

Correlations

Correlations

H1 H2 H3 H4 Sales

H1 Pearson

Correlation 1.000 -.060 -.266 .350* .477**

Sig. (2-tailed) .719 .107 .031 .002

N 38.000 38 38 38 38

H2 Pearson

Correlation -.060 1.000 -.268 -.223 .176

Sig. (2-tailed) .719 .103 .178 .292

N 38 38.000 38 38 38

H3 Pearson

Correlation -.266 -.268 1.000 .020 .084

Sig. (2-tailed) .107 .103 .905 .614

N 38 38 38.000 38 38

H4 Pearson

Correlation .350* -.223 .020 1.000 .474**

Sig. (2-tailed) .031 .178 .905 .003

N 38 38 38 38.000 38

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Sales Pearson

Correlation .477** .176 .084 .474** 1.000

Sig. (2-tailed) .002 .292 .614 .003

N 38 38 38 38 38.000

*. Correlation is significant at the 0.05 level (2-

tailed).

**. Correlation is significant at the 0.01 level (2-

tailed).

on sales in al- futtaim group

Documents

al futtaim group

futtaim cars business

various businesses alfuttaim

background of al

sales promotions

sales area

sales personal

sales director