My Final dissertation

1. The Impact of
Sales failure on salespeople attributions
Made by “Resource - challenged” and
“Resource-Secure”.
Mentor : Dr Santosh kumar.
Presented By
Deepak Sahu
Roll No. 18
PGDPM- 1st Batch
IIHMR Jaipur

2. Content:
Aim of Project.
 Introduction
 Background
 Why sales failure
 Research methods
 Attributes
 Analysis & finding
 Recommendations
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3. Aim of project
To study & analysis of attribution for sales
failure .
 Impact of sales failure on sales people .
 Assumption : Every sales people have or had
failure in their day to day practice. for that I
include those are 0- 5 experience, with age
22- 28, gender - male)
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4. Introduction:
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Sales: A sale is the act of selling of products or services
in return for money or other compensation. It is an act
of completion of a commercial activity.
Med. Rep- Medical representatives are a key link
between medical and pharmaceutical companies and
healthcare professionals, according to Prospects. A
medical representative provides information about
medicines and drugs available to those who prescribe
medicines.
Failure refers to the state or condition of not meeting a
desirable or intended objective, and may be viewed as
the opposite of success. Product failure ranges from
failure to sell the product to fracture of the product.

5. Why Sale failure:
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Resource :A resource is any physical or virtual entity of limited
availability that needs to be consumed to obtain a benefit from it.
In most cases, commercial or even non-commercial factors require
resource allocation through resource management.
There are two types of resources; renewable and non-renewable.
With help of Focus group Discussion I decided to choose sales
failure for my dissertation by using personal interview as tool for
the survey.

6. Background:
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Losing a sale may significantly affect employee morale and work
efforts as well as corporate performance.
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The sales literature has primarily examined the type of
attributions salespeople make following a sales failure to better
understand how they might adjust their subsequent selling
behaviors and efforts.
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Prior research in this area has centered on past performance
and individual differences as the basis for salespeople attributing
a cause for a sales loss.
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Although relevant, such factors are limiting in that they only
account for certain situational and personal variables as the basis
for salespeople assigning cause for their failures.

7. Research Methodology
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1.
2.
3.
4.
Data source:
primary data source.
Research approach
Analytical research
Research instruments :
Questionnaires
Likert scale is used to respond to the following statements
(1 = strongly disagree to 6 = strongly agree).)
Sampling plan:
Sampling unit:
Sample size:
Sampling procedures:
Contact method:
Primary sales representative
30 Sales people from Pharmaceutical company
Non- probability, convenient sampling
Personal Interview

8. Attributes:
(a)
Resource-challenged salespeople will make external
attributions, while, conversely,
(b) Resource-secure salespeople will make internal
attributions to account for a sales failure.

9. Contd.
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Internal or external factor caused the sales failure.
Each attribution measure consisted of three items.
A total of five attribution measures
Three internal—lack of effort, lack of ability, and
incorrect strategy
Two external—difficulty of sale and bad luck were
used.
Finally at the end of questionnaire, internal locus of
control used.

10. Analysis

11. “Lack of effort” attribution
80
68%
70
54%
60
50
44%
40
30
20
10
0
Hard work

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Tim e Factor
X- axis – internal attributes
Y- axis- responses in percentages
Les s Effort

12. “Lack of ability” attribution
76
74
72
70
68
66
64
62
60
58
75
67
64
Improve Skill
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X axis- internal attribute.
Y axis- response in %
Skill Knowledge
Increase
Knowledge

13. “Incorrect Strategy” attribution
60
50
57
57
48
40
30
20
10
0
Wrong selling strategy
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Wrong strategy for specific
customer
X axis- internal attribute
y axis- response in %
Incorrect Sale strategy for
customer

14. “Difficulty of Sale” attribution
50
49
49
48
47
46
46
45
44
44
43
42
41
Dif f icult sales call
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Tough selling sit uat io n
X- axis – external attribute
Y – axis- response in %
Dif f icult Saelling sit uat io n

15. “Bad Luck” Attribution
42
45
40
35
37
35
30
25
20
15
10
5
0
Unlucky Situation
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X axis- external attribute
Y axis- response in %
Unlucky break
Bad luck

16. Measuring Failure Impact
percentage
60
56
50
40
52
46
30
z
20
10
0
Personal financial
goal
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X- axis- impact of failure
Y- axis- response in %
Personal Sales
Goal
Career goal

17. Measuring Task Self-Efficacy
100
80
60
40
20
0
82
Ability to perform
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X- axis- task self efficacy
Y- axis- Response in %
70
Task capability
85
Capability to sucessfully
perform

18. Measuring Internal Locus of Control
90
80
70
60
50
40
30
20
10
0
80
59
Self responsible
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79
Ability to perform
X- axis- internal locus of control
Y- axis – response in %
Appropriate planning

20. Managerial Implication:
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It is important to understand that changes over the course of
a salesperson’s career can impact how certain resources are
valued.
Early stages: managers can nurture these feelings with training,
exposure to knowledge resources, and the prospects of
promotion , career development opportunities.
Later career stage : Salespeople may value ways to increase
earnings and job security. Managers might respond with more
variable compensation plans and the reassurance that consistent
performance should lead to continued employment.
The ultimate goal here would be to learn from the recent failure
to ensure that subsequent failures do not occur.

21. Thank You