Sales Staff and Independent Reps

Once the marketing strategies has been developed by the firms, than it is important to hire both sales staff and the independent reps. Sales staff and independent reps have their own importance. In this, sales staff has direct connection with the organization and with the customers. Along with this, sales staff also effectively represents the product or service in the market at front of customers. They have ability to understand customers’ need and try to provide maximum satisfaction to the customer that will be beneficial for the organization (Novick, 2000).

Through sales staff, organization can easily capture the market and can know the customers reaction towards its product or service. Sales staff generates the revenue for the organization and they perform and fulfill their responsibility in proper way. Sales staff provides accurate information to the company regarding the competitors and market situation. Sales staff can be controlled by the firm in easy and supportive form (Kasper, 2005).

Independents reps are the representative, agents etc. they generate business for the organization and help in establishing the new business or product in the market. Organization appoints its independents reps in that area where sales force does not require selling its products (Schiffman, 2009). They work for the organization but they do not directly connect with the organization. Independents reps increase the sales as well as decrease cost of the organization.

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Cause-and-Effect Relationship in Project Management

The cause and effect relationship shows the relation between the effects of the problem and their causes in the project management. The possible cause or causes of the following effects are as follow -
1). Late completion of activities:
The possible causes of this effect are as follow –
• Too many projects going at one time.
• Wrong person assigned as a project manager.
• Impossible schedule commitments.
• Unrealistic planning and scheduling.
2). Cost overrun:
The possible causes of this effect are as follow –
• No project cost accounting ability.
• Company resources are overcommitted.
• Poor control of customer changes.
3). Substandard performance:
Following are the possible causes of this effect.
• Wrong person assigned as a project manager.
• Poorly organized project office.
• No one person responsible for total project.
• Poor control of design changes.
• Conflicting project priorities.
• Poor control of customer changes.
4). High turnover in project staff:
The possible causes of this effect are as follow –
• Wrong person assigned as a project manager.
• Impossible schedule commitments.
5). High turnover in functional staff:
The following are the possible causes of this effect.
• No functional input into the planning phase.
• Wrong person assigned as a project manager.
• No integrated planning and control
6). Two functional departments performing the same activities on one project:
The following are the possible causes of this effect.
• Poor understanding of project’s manager job.
• Poorly organized project office.
• No one person responsible for total project.