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Journal articles on the topic 'Sales automation'

To see the other types of publications on this topic, follow the link: Sales automation.

Author: Grafiati

Published: 10 December 2022

Last updated: 28 January 2023

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1

Kirmani, Afshan. "Mobile Sales Force Automation." Ergonomics in Design: The Quarterly of Human Factors Applications 19, no. 2 (April 2011): 14–18. http://dx.doi.org/10.1177/1064804611408019.

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Research shows that interaction models determine if designs are exploratory or task oriented in structure. When the business objective defines efficiency as the key goal, the intent and structure remain action oriented. In this article, the author establishes that mobile sales force applications need to focus on efficiency to enable field sales staff to increase their productivity.

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2

Clark, Paul, Richard A. Rocco, and Alan J. Bush. "Sales Force Automation Systems and Sales Force Productivity." Journal of Relationship Marketing 6, no. 2 (August 28, 2007): 67–87. http://dx.doi.org/10.1300/j366v06n02_06.

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3

Honeycutt, Earl D., Tanya Thelen, Shawn T. Thelen, and Sharon K. Hodge. "Impediments to sales force automation." Industrial Marketing Management 34, no. 4 (May 2005): 313–22. http://dx.doi.org/10.1016/j.indmarman.2004.09.012.

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4

Ranjan, Jayanthi, and Sandeep Puri. "Sales force automation: research agenda." International Journal of Value Chain Management 5, no. 2 (2011): 141. http://dx.doi.org/10.1504/ijvcm.2011.042074.

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5

Hildebrand, Christian, and Anouk Bergner. "AI-Driven Sales Automation: Using Chatbots to Boost Sales." NIM Marketing Intelligence Review 11, no. 2 (November 1, 2019): 36–41. http://dx.doi.org/10.2478/nimmir-2019-0014.

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AbstractThe implementation of bot interfaces varies tremendously in current industry practice. They range from the human-like to those that merely present a brand logo or a digital avatar. Some applications provide a maximum amount of information with limited turn-taking between the user and the interface; others offer only short pieces of information and require more turn-taking. Instead of simply implementing the default option provided by chatbot providers and platforms, companies should consider very carefully how the specifics of the chatbot interface might affect the user experience. Simple mechanics such as increasing the frequency of interactions leads to greater trust and a more enjoyable user experience. Also, personalizing chatbots with basic consumer characteristics such as gender increases trust and improves the perceived closeness between the customer and the chatbot – and ultimately the brand. Brand managers should therefore consider chatbots not as merely another digital marketing fad or a way to save costs through service automation. When implemented wisely, they are even able to increase a company’s upselling potential.

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Sianturi, Yansen, Muhammad Riza Firdaus, and Ikhwan Faisal. "PENGARUH EFEKTIVITAS OTOMATISASI, SISTEM KONTROL TENAGA PENJUAL DAN KEPUASAN ATAS WILAYAH PENJUALAN TERHADAP KINERJA TENAGA PENJUAL UNTUK MENINGKATKAN EFEKTIVITAS PENJUALAN ORGANISASI ( Studi Pada Perusahaan Distributor Farmasi Kotamadya Banjarmasin )." JWM (Jurnal Wawasan Manajemen) 6, no. 1 (February 26, 2019): 76. http://dx.doi.org/10.20527/jwm.v6i1.161.

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<p><em>This study analyzed the effectiveness of automation factors, system control of sales and satisfaction of sales area which affect the sales’ performance to sales’ organization effectiveness (large pharmacy) in Banjarmasin. </em></p><p><em>The sampling technique was divided into three phases, namely stratified, proportional, and purposive sampling. There were 120 subjects involved in the study. They are the head of branch, sales supervisors, sales personnel from pharmaceutical distribution company whose products are categorized as medicinal products and consumer goods. The analysis for the study used Structural Equation Model (SEM) in AMOS 20 program.</em></p><p><em>The results of data analysis shows that the study supports five hypotheses and rejects two other hypotheses. The study also confirms a statistically significant relationship of the effectiveness of automation, system control of sales and satisfaction of sales area to the sales’ performance, as well as significant influence of sales’ performance and system control of sales to the effectiveness of sales’ organization. In addition, it is statistically found that the effectiveness of sales automation and satisfaction of sales area do not affect the sales’ organization effectiveness.</em></p><p><em>The implication of this research to prepare personal in charge as coordinator of sales automation effectiveness and key performance indicator as guidance to measure the control which has been done and the discussion of sales territory alignment between sales supervisor and sales force. </em></p>

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7

Philipp, Martin. "Erfolgreicher im Vertrieb mit Sales Automation." Sales Excellence 31, no. 7-8 (August 2022): 34–35. http://dx.doi.org/10.1007/s35141-022-0931-7.

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8

Gohmann, Stephan F., Jian Guan, Robert M. Barker, and David J. Faulds. "Perceptions of sales force automation: Differences between sales force and management." Industrial Marketing Management 34, no. 4 (May 2005): 337–43. http://dx.doi.org/10.1016/j.indmarman.2004.09.014.

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9

Kokemüller, Jochen, and Heiko Roßnagel. "Secure mobile sales force automation: the case of independent sales agencies." Information Systems and e-Business Management 10, no. 1 (November 24, 2010): 117–33. http://dx.doi.org/10.1007/s10257-010-0157-x.

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10

Sahfitri, Vivi. "SISTEM INFORMASI PENJUALAN DENGAN MENERAPKAN METODE SALES FORCE AUTOMATION." Jurnal Ilmiah Matrik 20, no. 3 (January 10, 2019): 214–23. http://dx.doi.org/10.33557/jurnalmatrik.v20i3.469.

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The sales process is the most important part of the product manufacturer or the company being ditributor. Conventional sales system by the way telephone or consumer come directly to know the available or not the product needed to make consumers should take the time to do that. Such conditions can also lead to consumer dissatisfaction especially if the desired item is unavailable. Dissatisfaction with customer service can affect the indication of declining sales turnover. For that, the company needs a website-based sales information system that can be accessed by consumers anytime and anywhere so that it can expand its marketing area, and can facilitate salespeople to conduct promotions to Community. This research produces the sales information system by implementing a sales Force Automation (SFA) method which is expected to maximize the sales and focus of services to customers.

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11

Darr, Asaf. "Automatons, sales-floor control and the constitution of authority." Human Relations 72, no. 5 (July 25, 2018): 889–909. http://dx.doi.org/10.1177/0018726718783818.

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Workplace authority in contemporary contexts is increasingly being constituted through online automatons, internet platforms whose logic is diametrically opposed to the notion of hierarchical knowledge. They govern the organization of work and derive legitimacy from three principles: (1) the streaming of information into a network composed of all workers; (2) the transparency of the information and measurements they provide to workers; and (3) their automatic self-regulation, which obscures the role of management in their design. Via interviews and on-site observation in a large computer chain store, I examined how one automaton controls workers through a complex system of sales contests. To lure workers into active engagement with the automaton, management offers hefty prizes to contest winners and also strives to legitimate the automaton’s operation by presenting the contests as fair and just. Through the behavioural scripts inscribed into it, the automaton fosters belief in markets as efficient means of resource allocation and promotes self-interested behaviour and arm’s-length social ties. Smart artefacts like this automaton, which foster belief and generate authority through workers’ prescribed engagement with them, are, I argue, emerging as effective managerial tools in a variety of work contexts, part of a pattern of increasing automation of workplace authority.

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12

Walker, Brett, and Stuart J. Barnes. "Wireless sales force automation: concept and cases." International Journal of Mobile Communications 3, no. 4 (2005): 411. http://dx.doi.org/10.1504/ijmc.2005.007025.

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13

Buttle, Francis, Lawrence Ang, and Reiny Iriana. "Sales force automation: review, critique, research agenda." International Journal of Management Reviews 8, no. 4 (December 2006): 213–31. http://dx.doi.org/10.1111/j.1468-2370.2006.00128.x.

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14

Roy, Subroto, and Nirmalya Bandyopadhyay. "Implementing SaaS-Based Sales Force Automation Systems." Indian Journal of Marketing 52, no. 12 (December 1, 2022): 8. http://dx.doi.org/10.17010/ijom/2022/v52/i12/172559.

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15

Naval Cartalla, Kyla Flor, and Anthony G. Esguerra. "Performance Level of Sales Force Automation System in a Logistics and Distribution Company." Asia-Pacific Journal of Information Technology and Multimedia 11, no. 02 (December 31, 2022): 89–96. http://dx.doi.org/10.17576/apjitm-2022-1102-07.

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ogistics and distribution companies turned their interests to using sales force automation (SFA) in their business operations as technology is now a widely used tool that allows fast and efficient operations. A descriptive design was used in this study, and inventory, sales monitoring, and distribution process are the key indicators used to measure the performance of the sales force automation. The results show that the SFA system was perceived as good, with a 4.0 weighted mean. Internet connectivity was the major challenge in the utilization of SFA. Continuous system improvement is recommended to maximize the utilization of the system.

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Naval Cartalla, Kyla Flor, and Anthony G. Esguerra. "PERFORMANCE LEVEL OF SALES FORCE AUTOMATION SYSTEM IN A LOGISTICS AND DISTRIBUTION COMPANY." Asia-Pacific Journal of Information Technology and Multimedia 11, no. 02 (December 31, 2022): 89–96. http://dx.doi.org/10.17576/apjitm-2022-0101-07.

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Logistics and distribution companies turned their interests to using sales force automation (SFA) in their business operations as technology is now a widely used tool that allows fast and efficient operations. A descriptive design was used in this study, and inventory, sales monitoring, and distribution process are the key indicators used to measure the performance of the sales force automation. The results show that the SFA system was perceived as good, with a 4.0 weighted mean. Internet connectivity was the major challenge in the utilization of SFA. Continuous system improvement is recommended to maximize the utilization of the system

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17

Karya, San, Joni Suhartono, and Sevenpri Candra. "Sales Force Automation dalam Peningkatan Pelayanan Terhadap Pelanggan." Jurnal ULTIMA InfoSys 8, no. 1 (August 7, 2017): 29–34. http://dx.doi.org/10.31937/si.v8i1.553.

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The purpose of this research is to analyze the company's business processes in managing customers, and design e-crm system in the field of Sales Force Automation. The method used in this research is to study literature to see SFA models to be applied, the collection of data by conducting surveys, interviews with the company as well as designing the SFA system that includes the necessary features, system design, class diagrams, sequence diagrams and screen design. The analysis of the system running can be identified problems in PT. LKI is lack of features that facilitate the company's internal applications as well as with clients in the execution of projects and no lesson learned or report that contains the project sales and employee performance. Based on the results of the research it can be concluded that PT. LKI Is required the application of Sales Force Automation that helps clients get information about the project that is being worked on, facilitates communication between internal and with clients and have a report of corporate performance as well as employees in order to achieve and enhance the company strategy in order to provide the best service for clients. Index Terms— e-CRM, Sales Force Automation

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18

Prawira Yudha, Anak Agung Ngurah, Made Sudarma, and I. Made Arsa Suyadnya. "Rancang Bangun Aplikasi Manajemen Sales Force Berbasis Web Dan Android Dilengkapi Layanan Informasi Geografis (Studi Kasus Pada PT. Satryakarya Adiyudha)." Jurnal SPEKTRUM 4, no. 2 (January 8, 2018): 26. http://dx.doi.org/10.24843/spektrum.2017.v04.i02.p04.

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This study aims to build a sales force system that can automate the marketing process in a company. Automation is necessary because manual calculations impact, in general on the company's sales performance, and in particular on sales performance. The solution offered on this issue is the development of a web-based sales force management application using PHP and HTML programming languages. While the Android-based applications built using Java and XML programming language. As a case study of workflow of sales force automation implementation, this study uses PT. Satryakarya Adiyudha which is a paint supplier and still working manually. The results obtained, an Android application to assist sales in conducting transactions, attendance, manage customer data, and calculate bonuses. While web applications are used by operators and managers in managing employee data, managing goods data, viewing sales visits, and confirming orders and printing order invoices. Based on Black-box testing, the result is functional applications can run well, whereas the Testing result using System Usability Scale (SUS) is 77.25 with Grade Scale C and Acceptability Ranges Acceptable.

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19

Posadas, Benedict C., Patricia R. Knight, Randal Y. Coker, Christine H. Coker, Scott A. Langlois, and Glenn Fain. "Socioeconomic Impact of Automation on Horticulture Production Firms in the Northern Gulf of Mexico Region." HortTechnology 18, no. 4 (January 2008): 697–704. http://dx.doi.org/10.21273/horttech.18.4.697.

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Using results of a socioeconomic survey of nurseries and greenhouses, Tobit regression analysis was used to estimate empirical models to measure the socioeconomic impact of automation or mechanization on annual gross sales, annual employment, and workers' earnings, safety, and retention. The survey was conducted among 87 randomly selected nurseries and greenhouses located in Mississippi, Louisiana, and Alabama, from Dec. 2003 to Mar. 2005. About 20% of all the identified major tasks were performed by workers in nurseries and greenhouses with some form of mechanization or automation. Regression results showed that nurseries and greenhouses that experienced higher levels of sales also demonstrated higher levels of automation or mechanization. The employment impact of automation or mechanization was neutral, indicating that any improvement in automation or mechanization did not necessarily lead to a reduction, but instead to a more efficient use of labor by nurseries and greenhouses. Improvements in automation or mechanization resulted in higher total workers' earnings reported by participating nurseries and greenhouses. Further Tobit regression results showed that automation or mechanization had neutral effects on the length of training period, workers' safety, and retention rates and enabled nurseries and greenhouses to hire less-skilled workers.

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20

Bush, Alan J., Jarvis B. Moore, and Rich Rocco. "Understanding sales force automation outcomes: A managerial perspective." Industrial Marketing Management 34, no. 4 (May 2005): 369–77. http://dx.doi.org/10.1016/j.indmarman.2004.09.016.

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21

Puri, Sandeep, and Jayanthi Ranjan. "Value drivers for technology enabled sales force automation." International Journal of Electronic Customer Relationship Management 5, no. 3/4 (2011): 259. http://dx.doi.org/10.1504/ijecrm.2011.044691.

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22

Storbacka, Emma, and Kaj Storbacka. "Building a Revenue Engine – Scaling Up Sales Automation." NIM Marketing Intelligence Review 14, no. 2 (October 26, 2022): 31–35. http://dx.doi.org/10.2478/nimmir-2022-0014.

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23

Barker, Robert M., Stephan F. Gohmann, Jian Guan, and David J. Faulds. "Why is my sales force automation system failing?" Business Horizons 52, no. 3 (May 2009): 233–41. http://dx.doi.org/10.1016/j.bushor.2009.01.001.

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24

Shin, Jong Kook, Yonghun Jung, and Seong-Hoon Lee. "The Role of Production Automation in Sustainable Economic Growth in South Korea." Korean Data Analysis Society 24, no. 3 (June 30, 2022): 1099–111. http://dx.doi.org/10.37727/jkdas.2022.24.3.1099.

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Unlike past technological innovations, automation of production by robots and artificial intelligence has been applied to replace all factors of production at a stunning pace. With a rapid progress in aging of the labor force, together with the ongoing automation-driven factor replacement, an empirical analysis of their uncertain impacts on economy is called for. Thus, despite the limited available information, we attempt to empirically analyze the relationship between production automation and economic growth in South Korea and suggest policy implications. We first compare the production automation in South Korea vis-à-vis the world by focusing on robot market sales. Our empirical analysis shows that the growth in the world’s robot sales is driven primarily by the service robot sector, whereas South Korea focuses on the production robots. In our analysis of its implications on economic growth, we find that proxies for production automation exert a positive impact on labor productivity as measured by the real GDP per capita, while the aging of labor force has a negative effect. Moreover, we find that an increased adoption of production automation amidst the progress of labor force aging offsets the negative impacts emanating from the latter, and improves labor productivity. Our findings militate in favor of the benevolent effects of the government policies advocating the “robotization” on sustainable economic growth in the era of declining fertility and labor force aging.

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Boujena, Othman, Wesley J. Johnston, and Dwight R. Merunka. "The Benefits of Sales Force Automation: A Customer’s Perspective." Journal of Personal Selling & Sales Management 29, no. 2 (March 2009): 137–50. http://dx.doi.org/10.2753/pss0885-3134290203.

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26

Rahlenbeck, Eckhard. "Sales Force Automation: Der schnelle Weg zum besseren Abschluss." Versicherungskaufmann 46, no. 5 (May 1999): 54–55. http://dx.doi.org/10.1007/bf03253023.

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27

Moutot, Jean-Michel, and Ganaël Bascoul. "Effects of Sales Force Automation use on Sales Force Activities and Customer Relationship Management Processes." Journal of Personal Selling & Sales Management 28, no. 2 (March 2008): 167–84. http://dx.doi.org/10.2753/pss0885-3134280205.

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28

Mahlamäki, Tommi, Kaj Storbacka, Samuli Pylkkönen, and Mika Ojala. "Adoption of digital sales force automation tools in supply chain: Customers' acceptance of sales configurators." Industrial Marketing Management 91 (November 2020): 162–73. http://dx.doi.org/10.1016/j.indmarman.2020.08.024.

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29

Speier, Cheri, and Viswanath Venkatesh. "The Hidden Minefields in the Adoption of Sales Force Automation Technologies." Journal of Marketing 66, no. 3 (July 2002): 98–111. http://dx.doi.org/10.1509/jmkg.66.3.98.18510.

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Sales force automation technologies are increasingly used to support customer relationship management strategies; however, commentary in the practitioner press suggests high failure rates. The authors use identity theory as a lens to better understand salesperson perceptions associated with technology rejection. They collected survey data from 454 salespeople across two firms that had implemented sales force automation tools. The results indicate that immediately after training, salespeople had positive perceptions of the technology. However, six months after implementation, the technology had been widely rejected, and salesperson absenteeism and voluntary turnover had significantly increased. There were also significant decreases in perceptions of organizational commitment, job satisfaction, person–organization fit, and person–job fit across both firms. Finally, salespeople with stronger professional commitment indicated more negative job-related perceptions as experience with the technology increased.

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30

Kumar, Anup. "A conceptual model for automation of product dynamic pricing and sales promotion for a retail organization." Kybernetes 45, no. 3 (March 7, 2016): 490–507. http://dx.doi.org/10.1108/k-03-2015-0075.

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Purpose – The purpose of this paper is to capture the dynamic variations in sales of a product based upon the dynamic estimation of the time series data and propose a model that imitates the price discounting and promotion strategy for a product category in a retail organization. A modest attempt has been made in the study to capture the relationship between the sales promotion, price discount and the batch procurement strategy of a particular product category to maximize sales volume and profitability. Design/methodology/approach – Time series data relating to sales have been used to model the sales estimates using moving average and proportional and derivative control; thereafter a sales forecast is generated to estimate the sales of a particular product category. This provides valuable inputs for taking lot sizing decisions regarding procurement of the products that considerably impact the sales promotion and intelligent pricing decisions. A conceptual framework is developed for modeling the dynamic price discounting strategy in retail using fuzzy logic. Findings – The model captures the lag effect of sales promotion and price discounting strategy; other strategies have been formulated based upon the sales forecast that was done for taking the lot sizing decisions regarding procurement of products in the selected category. This has helped minimize the inventory cost thereby keeping the profitability of the retail organization intact. Research limitations/implications – There is no appropriate empirical data to verify the models. In light of the research approach (modeling based upon historical time series data of a particular product category) that was undertaken, there is a possibility that the research results may be valid for the product category that was selected. Therefore, the researchers are advised to test the proposed propositions further for other product categories. Originality/value – The study provides valuable insight on how to use the real-time sales data for designing a dynamic automated model for product sales promotion and price discounting strategy using fuzzy logic for a retail organization.

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31

Tarimer, Ilhan, and Buse Cennet Karadag. "Comparison with Classification Algorithms in Data Mining of a Fuel Automation System's Sales Data." I V, no. I (March 30, 2020): 245–54. http://dx.doi.org/10.31703/ger.2020(v-i).20.

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This article deals with Otobil and pumps sales estimates at fuel stations. The fuel station data used in the study consists of 2384 data in total. Depending upon these data, classification procedures were performed on fuel station sales data using classification algorithms. In the study the classification algorithms that J48, Random Forest, KStar, Logistic Regression, IBk and Naive Bayes algorithms are used to compare the sales data estimations by using a software. The results obtained show that the accuracy rates of the J48 algorithm are more successful than others in general. It understands that these sales estimations shall encourage fuel station owners and association bodies to get more gainful.

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32

Iskin, Ibrahim, Tugrul U. Daim, Stephen Noble, and Angie Baltz. "Approaching IT Automation Decisions using Analytic Hierarchy Process (AHP)." International Journal of Information Technology Project Management 5, no. 1 (January 2014): 77–89. http://dx.doi.org/10.4018/ijitpm.2014010107.

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What is the future of the conventional phone-based corporate sales teams? As consumers grow more and more accustomed to purchasing online everything from holiday gifts to weekly groceries to boats and homes, companies have better and better opportunities to automate their own corporate sales processes. Today's companies are encountering an era of accessible and scalable information technologies (IT) and of an increasingly e-commerce-savvy customer base. This paper explores a decision process in a case company using analytical hierarchy process (AHP). Decision profiled in this study is to determine the most viable decision between developing an automated custom sales order interface system and using the existing manual process in which customers contact sales teams to place orders. Decision model is based on multiple criteria in order to assess each candidate system risks and benefits. Study analyzes the current trend of IT integration throughout the supply chain, develops a decision model based on user interviews, and aims to determine the circumstances under which automating the process is the best choice. Results indicate that, importance of decision criteria differs with respect to duration of contracts each customer makes. For instance, development cost has been identified as the most heavily weighted decision criterion at six month long contract cases whereas all decision criteria which are data quality, development costs, organizational politics and customer experience are weighted equally at one year contract cases. Results have also shown that although organizational politics has been ranked relatively lower in six months and one year contract cases it takes considerable precedence at contracts with duration of two years and more.

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33

Jain, Shilpi, and Mahadeo P. Jaiswal. "Birlasoft Inc. — Sales Force Automation at Crisis: Software as a Service (SaaS) or Software as a Product (SaaP) (A) & (B)." Asian Case Research Journal 19, no. 02 (December 2015): 311–51. http://dx.doi.org/10.1142/s0218927515500121.

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Case (A) Birlasoft, a Global IT major, had been facing massive challenges in monitoring its sales force spread over 20 global locations. Owing to the strong client base spread all over the world and the massive sales force, the organization needed to focus on a more efficient sales tracking system. Ravi Kathuria, Senior Vice president — Global Marketing & Alliances of Birlasoft was keen to align the organization’s dispersed sales force through Sales Force Automation (SFA) system. In this context, SFA was expected to provide transparency and clear visibility of the sales pipeline. There was also an expectation that SFA would help in improving efficiency of global sales force in terms of reporting and customer analysis. At first, the organization decided to implement a home grown sales force automation system, which turned out be a failure, owing to both internal and external factors. This led Kathuria to explore other options which could meet their system requirements and could be implemented in shorter time frames with minimum budget. They evaluated multiple options and are debating on which system to opt for. This case examines the various software delivery methods in the decision on new software procurement. Several software and vendor parameters and the analytical structure and process for evaluating software vendors are included for consideration. This case underlines an innovation which has introduced a complete paradigm shift in information application acquisition, that is, instead of buying software as a product, organizations are increasingly procuring it as a service. Case (B) Following from Case A, the team in Birlasoft appraised multiple options and the majority of the team members were inclined towards SaaS-based SFA. This case discusses various processes and parameters considered by Birlasoft while deciding on a new software vendor.

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34

Sherly Jeba P, Pauline, Manju Kiran, Amit Kumar Sharma, and Divakar Venkatesh. "Automation of Best-Fit Model Selection using a Bag of Machine Learning Libraries for Sales Forecasting." International Journal of Artificial Intelligence & Applications 12, no. 06 (November 30, 2021): 17–26. http://dx.doi.org/10.5121/ijaia.2021.12602.

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Sales forecasting became crucial for industries in past decades with rapid globalization, widespread adoption of information technology towards e-business, understanding market fluctuations, meeting business plans, and avoiding loss of sales. This research precisely predicts the automotive industry sales using a bag of multiple machine learning and time series algorithms coupled with historical sales and auxiliary features. Three-year historical sales data (from 2017 till 2020) were used for the model building or training, and one-year (2020-2021) predictions were computed for 900 unique SKU's (stock-keeping units). In the present study, the SKU is a combination of sales office, core business field, and material customer group. Various data cleaning and exploratory data analysis algorithms were implemented over raw datasets before use for modeling. Mean absolute percentage error (mape) were estimated for individual predictions from time series and machine learning models. The best model was selected for unique SKU's as per the most negligible mape value.

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35

Zryachev, S. A., and S. N. Larin. "DEVELOPMENT OF MODELS OF AFTER-SALES SUPPORT OF AIRCRAFT FOR THE PURPOSE OF AUTOMATION OF THE PROCESSES OF MAINTENANCE, REPAIR AND OVERHAUL OF AIRCRAFT." Izvestiya of Samara Scientific Center of the Russian Academy of Sciences 22, no. 5 (2020): 54–59. http://dx.doi.org/10.37313/1990-5378-2020-22-5-54-59.

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The authors proposed the models of participants of after-sales support of civilian aircraft and their cooperation. Data streams between models have been proposed. The algorithm of automation of the processes of maintenance, repair and overhaul of aircraft has been proposed by means of models and data streams. Interface solutions of automation of the processes of maintenance, repair and overhaul of aircraft has been proposed by means of the algorithm and the models.

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36

Srinivas, Sattaru Shanmukha, and Kayalvizhi R. "Exploring Credit Management Automation." International Journal for Research in Applied Science and Engineering Technology 10, no. 5 (May 31, 2022): 2286–88. http://dx.doi.org/10.22214/ijraset.2022.42436.

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Abstract: The cash flow management is one of the important factors in any of the company success. It has become the primary focus of the companies after post financial crisis. Almost every company extend credit to their customers. This is an important tool for attracting the customers. If the credit is poorly managed it will result in risk in converting sales to cash. As the technology is much advanced now, it is very important to reconsider and create better methods for cash flow management. It is much needed time for the automation of processes like calculating credit score, credit trustworthiness of customers, payment terms for the proper operation of the business of the company. Keywords: Automation, Credit Management, Invoice, Credit Score, Credit

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37

Tagashira, Takumi. "Information effects of warehouse automation on sales in omnichannel retailing." Journal of Retailing and Consumer Services 66 (May 2022): 102903. http://dx.doi.org/10.1016/j.jretconser.2021.102903.

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Prayuda, Janandra Aji, and Joko Lianto BulialiPublished . "Studi Kelayakan Aplikasi Sales Force Automation pada PT. Semesta Nustra Distrindo." Sisfo 06, no. 02 (January 1, 2017): 213–30. http://dx.doi.org/10.24089/j.sisfo.2017.01.005.

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Cummins, Phyllis, Philip Taylor, Takashi Yamashita, and Leah Janssen. "Adult Learning and Employment Opportunities for Older Workers in Australia and the United States: Lessons for Adult Education." Innovation in Aging 5, Supplement_1 (December 1, 2021): 145. http://dx.doi.org/10.1093/geroni/igab046.561.

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Abstract This study examined the role community colleges (U.S.) and Technical and Further Education (TAFE; Australia) institutes play in providing educational opportunities to older workers in the U.S. and Australia. Employment for adults of all ages has been impacted by job automation in recent decades. We analyzed national level data to estimate the impacts of job automation by age group. In both the U.S. and Australia, about 65% of older workers in sales occupations are at risk for job loss due to automation. Additionally, we reviewed occupational projection data and employment opportunities for workers who may be displaced by automation. Needs for health care support occupations, such as nursing assistants and occupational and physical therapy assistants are expected to grow rapidly. We will provide several recommendations based on the integration of our findings related to education/training programs and the aging workforce in the context of community colleges and TAFEs.

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Endel, Stanislav, Marek Teichmann, and Dagmar Kutá. "Possibilities of House Valuation Automation in the Czech Republic." Sustainability 12, no. 18 (September 20, 2020): 7774. http://dx.doi.org/10.3390/su12187774.

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Valuation of single-family detached houses is necessary when determining the amounts of some taxes. The current systems of the Czech Republic are outdated in this respect, and they are based on procedures used in the 1980s. The values found do not correspond to current market conditions very often. This article attempts to verify the applicability of a methodology where the value of a detached house is decomposed into the value of the land and the value of the object as such when considering wear. For verification, 122 sales of detached houses in Ostrava and its surroundings were analyzed, and the results show that the values determined by the verified methodology do not differ by more than 10% from the actual sales prices in most cases. The methodology is very simple and practically applicable for users without deep knowledge of construction or valuation principles. It can be applied, for example, when calculating the bases of certain taxes or as an indicative guide for the pricing of real estate for sellers, buyers, real estate agents, etc.

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Baker, David S., and Duleep Delpechitre. "Collectivistic and Individualistic Performance Expectancy in the Utilization of Sales Automation Technology in an International Field Sales Setting." Journal of Personal Selling & Sales Management 33, no. 3 (September 2013): 277–88. http://dx.doi.org/10.2753/pss0885-3134330303.

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Dwi Purnama, Made Wulan, Putu Indah Rahmawati, and Putu Yulianthini. "Pengaruh Sistem Pengembangan Sumber Daya Manusia Terhadap Kinerja Karyawan Di PT. Arta Sedana Singaraja." Prospek: Jurnal Manajemen dan Bisnis 2, no. 1 (July 6, 2020): 101. http://dx.doi.org/10.23887/pjmb.v2i1.26212.

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Penelitian ini bertujuan untuk mengetahui (1) sistem pengembangan sumber daya manusia di PT. Arta Sedana Singaraja (2) pengaruh sistem pengembangan sumber daya manusia terhadap kinerja karyawan di PT. Arta Sedana Singaraja. Penelitian ini menggunakan jenis penelitian kuantitatif dengan metode analisis regresi linier sederhana. Populasi penelitian ini berjumlah 35 orang. Pengumpulan data dilakukan dengan metode kuesioner dan wawancara. Hasil penelitian ini menunjukkan bahwa (1) terdapat empat sistem pengembangan sumber daya manusia yaitu pelatihan selling skill dan training supervisory skill, promosi jabatan untuk sales menjadi supervisor sales, fasilitas handphone yang memiliki sistem sales force automation, pemberian isentif terhadap karyawan yang melampaui target; (2) sistem pengembangan sumber daya manusia berpengaruh positif dan signifikan terhadap kinerja karyawan di PT. Arta Sedana Singaraja sebesar 65,8%.

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Shahbaz, Muhammad, Changyuan Gao, Lili Zhai, Fakhar Shahzad, Adeel Luqman, and Rimsha Zahid. "Impact of big data analytics on sales performance in pharmaceutical organizations: The role of customer relationship management capabilities." PLOS ONE 16, no. 4 (April 28, 2021): e0250229. http://dx.doi.org/10.1371/journal.pone.0250229.

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In this era of technology development, every business wants to equip its salesforce with a sustainable salesforce automation system to improve sales performance and customer relationship management (CRM) capabilities. This study investigates the impact of big data analytics (BDA) on CRM capabilities and the sales performance of pharmaceutical organizations. A research model was tested based on 416 valid responses collected from pharmaceutical companies through a structured questionnaire. Structural equation modeling (SEM) was employed using Smart-PLS3 to confirm the contribution of BDA to improving CRM capabilities and sales performance. The study finds that individual characteristics such as self-efficacy, playfulness, and social norms, along with organizational characteristics such as voluntariness, user involvement, user participation, and management support, are positive predictors of salesforce perception of BDA. This positive perception of BDA increased the person-technology fit in the salesforce, which ultimately increased the CRM capabilities and sales performance.

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Sinisalo, Jaakko, Heikki Karjaluoto, and Saila Saraniemi. "Barriers to the use of mobile sales force automation systems: a salesperson’s perspective." Journal of Systems and Information Technology 17, no. 2 (May 11, 2015): 121–40. http://dx.doi.org/10.1108/jsit-09-2014-0068.

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Purpose – The purpose of this paper is to examine the barriers associated with the adoption and use of mobile sales force automation (SFA) systems from a salesperson’s perspective. Design/methodology/approach – A qualitative investigation of two business-to-business companies was conducted. Data collected from ten semi-structured interviews with directors or sales managers were analyzed to understand the main barriers to SFA system adoption. Findings – The study confirms the existence of three barriers (customer knowledge, quality of information and the characteristics of mobile devices) to a mobile SFA system use and identifies two additional barriers: lack of time and optimization issues. Research limitations/implications – The explorative nature of the study and the qualitative method employed limit the generalizability of the results. The propositions could be further validated and tested with a wider population. Practical implications – Organizations wishing to speed the adoption of a mobile SFA system should evaluate the importance and significance of the five identified barriers to adoption, and plan how to overcome them. It is important for the providers of the mobile SFA systems to focus on developing systems that can exploit the different characteristics of each channel and, in parallel, overcome the inherent limitations of any single channel. The content of an SFA system should be customizable for each type of mobile device. Originality/value – Ever increasing mobility has led to a rise in the use of smartphones and tablet PCs (tablets) in business and the consequent growth in the use of SFA systems. Although SFA systems have been studied for roughly 30 years, little is known of the impact of newly developed mobile devices on sales management and sales personnel.

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Poot, L. P., C. Wehlin, M. Tarkian, and J. Ölvander. "INTEGRATING SALES AND DESIGN: APPLYING CAD CONFIGURATORS IN THE PRODUCT DEVELOPMENT PROCESS." Proceedings of the Design Society: DESIGN Conference 1 (May 2020): 345–54. http://dx.doi.org/10.1017/dsd.2020.129.

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AbstractWith industries striving towards increased customisation of complex products through engineer-to-order, methods are continuously sought to rationalise the product development process. To this end, a framework is proposed using CAD configurators, utilising design automation and knowledge-based engineering to integrate sales and design processes in product development. The application of this framework to the design of spiral staircases is described and analysed, with results showing decreased lead-times and a decreased risk for design errors.

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Redding, Shane. "Can marketing automation be the glue that helps align sales and marketing?" Journal of Direct, Data and Digital Marketing Practice 16, no. 4 (April 2015): 260–65. http://dx.doi.org/10.1057/dddmp.2015.27.

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Gupta, Pooja, Semila F. Fernandes, and Manish Jain. "Automation in Recruitment: A New Frontier." Journal of Information Technology Teaching Cases 8, no. 2 (November 2018): 118–25. http://dx.doi.org/10.1057/s41266-018-0042-x.

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The case is about the urge for improving the processes and utilizing technologies available in market for Human Resource Management Services especially in recruitment. The dilemma in the case is whether the company should opt for automation or not. And if the company is adopting automation to support workforce planning and recruitment functions, is the company ready for the same. The HR industry at large is aware of the challenges faced by the recruitment teams in terms of the various hiring functions involving sales engine, sourcing, interviewing, providing offers, post offer follow-ups and finally joining and induction. To address this challenge, the case touches on instituting a culture change by embracing technology into divisions which are not yet open to adopting innovative methods. The company is looking at incorporating Artificial Intelligence in its various processes. It is also looking at Robot Process Automation to perform standard HR functions in the recruitment process. The company must decide whether to implement automation and if it does, how it should be executed. The case also debates on whether technology would increase the effectiveness of talent acquisition function and bring a change in the administrative HR image or would this automation-led hiring take away the control from the company human resources?

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Lee, Youngsu, and Timothy Heinze. "Do Technology-Based Sales Support Materials Make a Difference in Personal Selling? The Impact of Technology Usage by Gender in the Personal Selling Process." Journal of Marketing Education 42, no. 3 (May 28, 2020): 272–83. http://dx.doi.org/10.1177/0273475320925124.

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Technology usage is widespread across most fields of business. In sales, “back-end” technologies, such as customer relationship management or salesforce automation, offer a foundation for effective and efficient “front-line” interactions in the personal selling process (PSP). In many instances, “front-line” technology applications have replaced traditional, hard-copy sales support materials. However, do these technology-based sales support materials (TSSM) offer meaningful utility in the PSP? Using a randomized field experiment, the current study answers the question through examining the use of TSSM within the PSP and across genders. Results indicate that the use of TSSM offers utility during the presentation and objection-handling stages of the PSP. There are no gender effects associated with technology use. The study offers educators pedagogical recommendations regarding the use of TSSM within the PSP. The study also validates the PSP scale.

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Sheng, Yu Kui, and Wan Lian Lan. "Research on Computer Integrated Manufacturing System Based on Integrated Logistics." Advanced Materials Research 271-273 (July 2011): 738–41. http://dx.doi.org/10.4028/www.scientific.net/amr.271-273.738.

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Computer Integrated Manufacturing System is an advanced manufacturing management mode widely used in manufacturing enterprise. It is a computer integrated manufacturing system which integrate operating, sales, designing, developing, production management, process controling and so on of enterprise by computer and automation technology. Integrated logistics can reduce period of designing, production, production, manufacturing and management of product and improve competitive ability of manufacturing enterprise.

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Posadas, Benedict. "Economic Impacts of Mechanization or Automation on Horticulture Production Firms Sales, Employment, and Workers’ Earnings, Safety, and Retention." HortTechnology 22, no. 3 (June 2012): 388–401. http://dx.doi.org/10.21273/horttech.22.3.388.

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Using a socioeconomic database collected by face-to-face interviews of nurseries and greenhouses, empirical models were estimated to measure the economic impacts of mechanization or automation on annual gross sales, annual employment, and workers’ earnings, safety and retention. The survey was conducted among 215 randomly selected wholesale nurseries and greenhouses located in eight southern states from Dec. 2003 to Nov. 2009. The level of mechanization or automation (LOAM) observed among the participating wholesale nurseries and greenhouses averaged 20% of the major tasks performed by workers. Nurseries and greenhouses that reported greater annual gross sales demonstrated higher levels of mechanization, implying economies of scale associated with technology adoption by these wholesale horticulture production firms. The increase in total workers’ earnings associated with improved mechanization indicated that nurseries and greenhouses were able to pay their workers higher wages and salaries. The increased levels of mechanization produced neutral effects on employment and raised the value of the marginal productivity (VMP) of labor, implying that technology adoption by wholesale nurseries and greenhouses did not displace any worker but instead improved total workers’ earnings. Growers that reported higher levels of mechanization hired fewer new workers with basic horticultural skills, especially among horticultural firms which operated both nursery and greenhouse enterprises. The length of training period for basic horticultural skills was not influenced by the level of mechanization, but was significantly extended when nurseries or greenhouses hired more new workers without basic horticultural skills. The number of work-related injuries increased as a result of improvements in mechanization, which primarily consisted of back strains, cut fingers, shoulder and ankle strains, and eye injury. The workers’ retention impact (WRI) of the level of mechanization turned out to be neutral or indeterminate since almost all of their workers were with them during the past 2 years before conducting the interviews. Overall, advances in mechanization or automation generated enhancing effects on the annual gross sales of horticultural production firms, enabled them to retain and pay better wages for their workers, hired fewer new skilled workers, and reported more work-related injuries.

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