Improving the promoters turn-over rate through change in career employment

Date of Publication

2017

Document Type

Master's Thesis

Degree Name

Master of Business Administration

College

Ramon V. Del Rosario College of Business

Department/Unit

Decision Sciences and Innovation

Thesis Adviser

Benito L. Teehankee

Defense Panel Chair

Raymund B. Habaradas

Defense Panel Member

Azenith H. Castillo
Rafael Gerardo S. Tensuan
Maria Victoria P. Tibon
Brian C. Gozun

Abstract/Summary

This action research addressed the issue of increasing promoters turn-over rate in Finden Technologies Inc. Finden Technologies Inc. distributes consumer electronic appliances to retail partners through the consignment business module. Consignment retail business is defined as having the goods for sale in the retailers shop but retailer will only pay the supplier once the good had been sold to the consumer. By this, promoters are needed in every retailer shop to ensure proper inventory management and customer service assistance with the objective of closing a sale for the handled brands. These promoters were employed under partnered manpower agencies and not directly hired under Finden. We, at the sales team had identified the issue of the increasing resignations of the promoters through the manifestation of the declining monthly sales and increasing inventory variances. This issue had also been raised by Account Executives and Area Coordinators during weekly alignment and monthly sales meetings. We conducted this action research to improve the promoters turn-over rate, retain aggressive promoters with us and provide an opportunity to give back to these promoters the hard work and service that they had rendered for our brands. By addressing this, it can result in achieving better sales and better branch inventory management. As an insider action researcher, I applied triangulation of data in data generation by using different methods both in formal and informal setting such as monthly meetings, one-on-one conversations, email inquiries, telephone interviews, observations and office reports like attrition rate, sales report and inventory variance report. We had used Maslows Hierarchy of Needs framework in understanding why promoters leave and on how we can address their needs. By identifying the step-by-step layers of the hierarchy of needs, we were able to analyze the promoters needs. Likewise, we also adapted the Influence of Employees in Customer Engagement Framework to better understand how important the role of these promoters in our organization. With the help of these frameworks, we had addressed the increasing promoters turn-over rate issue through adjustment and improvement of their incentive scheme for them to push harder and earn more. On the other hand, since these promoters were under manpower agencies with uncertainties of regularization, Finden had absorbed as direct-hire employees those promoters who had been with the company for more than five years. By this, the issue of job security had been addressed as these promoters were already hired directly to their handled brands with regularization status. These interventions were to address the issue of physiological and safety needs of the promoters which was the first and second layer in the hierarchy of needs. Positive changes occurred after the implementation of these interventions as turn-over rate of promoters had declined, monthly sales had increased and branch inventory variances had also declined. Above this, giving back to the loyal promoters what they had deserved was one of the achievements of the company to pay back. I have grown professionally in this action research and was able to develop my communication and reflection skills.

Abstract Format

html

Language

English

Format

Electronic

Accession Number

CDTG007806

Shelf Location

Archives, The Learning Commons, 12F Henry Sy Sr. Hall

Physical Description

1 computer disc ; 4 3/4 in.

Keywords

Sales promotion; Sales management; Personnel management

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