Proceedings of the World Conference on Business, Management, and Economics
Motivation of sales teams-the case of Cisco
Prof. Dr. Ioanna Dimitrakaki
The task of supervising and managing frontline professionals can be a difficult, demanding and sometimes frustrating job. ‘Frontline’ workers, who are in direct, regular contact with clients and managers, can be a special group, within organizations. Whether they are salespeople or support product/service delivery processes, they tend to shoulder and internalize the demands/complaints of both customers and organizations. On the one hand they have to satisfy customers, while on the other hand they have to comply with formal guidelines, informal norms regarding organizational culture, etc. These employees can often have valuable insights for the parties involved. In addition, their contribution to organizational success, their difficult position or the knowledge they may bring may not be recognized. It is important that supervisors who manage “frontline” employees and managers recognize their accomplishments, their contributions to organizations, and their positive, job-related performance. Nothing should be taken for granted, as it is very easy for frontline workers to develop feelings of injustice. Their work can be intense and emotionally demanding, and it can be very easy for them to develop feelings of bitterness and resentment, for the ‘people in the office’. Motivation of sales is a conceptualization that must be further explored. In this project it was investigated at a theoretical level and through the analysis of a case study of Cisco.
keywords: Sales, team, company