Who is a traveler
- the automation of the administrative activities as well as their delegation to the back office. According to surveys, a sales representative only has around 60 percent of his working time available for customer contacts. That is why companies ensure that all tasks that are not necessarily related to sales activities are delegated to the company. This also has direct cost advantages, since a field service workstation is around 20 percent more expensive than a workstation in administration.
- the use of the office staff for sales tasks. This is achieved through qualified office staff or salespeople who want to switch to active sales. This sales-active internal service takes on, for example, acquisition tasks for B and C customers and, in parallel with the field service, looks after A customers. He supports the individual acquisition projects by letter and telephone.
- The merging of field service and office service into one functional unit with a corresponding division of tasks. The field service takes on the acquisition of new customers, looking after key customers and acquiring replacements. The back office focuses on tracking offers, after sales marketing and looking after B and C customers. This interaction makes it necessary to completely dissolve the interfaces between internal and external sales and to combine both in one sales booth. A sales information system must manage the close exchange of information. The prerequisite is also a performance-related remuneration system that takes this team-selling idea into account.
Industry sales bodies
Unlike commercial agents, travelers are employed.
In quantitative terms, with increasing sales, the costs of employed travelers who receive a fixed salary and bonus are lower than those of self-employed commercial agents who work on a commission basis.
Accordingly, it is advisable to employ sales representatives at the beginning of business activity - also because of qualitative aspects - but as business success increases, it is advisable to switch to travelers from a break-even point.
The travelers are motivated both materially and ideally. Materially, the following come into consideration:
- Fixed salary base, i.e. a performance-independent fixed salary,
- Performance-based commission with a linear, degressive or progressive course,
- Voluntary, selective bonuses in the form of cash or material.
Ideally, incentives through training, career discussions, praise, awards, appointments, power of attorney, etc. come into consideration.
In practice, there has been a shift from fixed to performance-based pay and from cash benefits to benefits in kind.
Sales organ of manufacturing, trading and service companies, which, in contrast to the commercial agent, has a permanent employment relationship with the respective company. Travelers therefore receive i. d. Usually an at least partially fixed salary and thus cause fixed costs. Associated with this is a corresponding utilization risk; on the other hand, there is no risk of the commercial agent being entitled to compensation. Travelers can also be guided better and more directly, especially with regard to customer and program management. The competencies of the traveler are to be specified in detail as part of the sales and field service policy. In particular, the pricing competence and the contribution to the field service reporting systems (see also field service management) are controversial.
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