ABSTRACT
One
of the major tasks facing an organization in general is an understanding of the
working behaviours of the people that constitutes their organization. It is
also pertinent for an organization to identify the level of motivation existing
in the organization. This is not only necessary, but goes a long way in
enhancing and encouraging higher performance in the work place. This project
addressed the issue of effect of motivation o salesmen of “Nigerian Bottling
company Plc” and its impact on sales volume. The major instruments used for the
collection of data are questionnaire and seconding data. The data obtained were
analysed, using frequency percentage and chi-square.
The
findings shows that motivation of salesman has really helped in enhancing
better performance in the work place and increasing the company sales volume,
which resulted in high revenue generation while it is considered that
motivation is a very important issue which when conducted in-depth and
independently trigger human behaviour and affect sales volume positively.
TABLE OF CONTENTS
Title Pages
Certification
Dedication
Acknowledgement
Abstract
Table of contents
CHAPTER ONE: INTRODUCTION
1.1 Background
of the Study
1.2 Statement
of the Study
1.3 Objective
of the Study
1.4 Research
Hypothesis
1.5 Significance
of the Study
1.6 Scope
of the Study
1.7 Limitations
of the study
1.8 Definition
of terms
1.9 Historical
background of the case Study
End
Note
CHAPTER TWO: LITERATURE REVIEW
2.1 Introduction
2.2 How
to Motivate Salesman
2.3 Theoretical
Framework
2.4 Job
Enrichment
2.5 Job
Enlargement
2.6 Job
Rotation.
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Research
Design
3.2 Area
of Study
3.3 Population
of Study
3.3.1 Sample
of Study
3.3.2 Sampling
Techniques
3.4 Research
Instruments
3.5 Design
of Questionnaire
3.6 Reliability
of the Research Instrument
3.7 Problems
Encountered on Questionnaire Administration
3.8 Statistical
Tool Applied
3.9 Procedure
for Data Collection
3.10 Procedure
for Data Analysis
CHAPTER FOUR: DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1 Analysis
and Qualitative Interpretation of Questionnaire
4.2 Analysis
of Statistical Data Collected from Respondent
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATION
5.1 Summary
of Finding
5.2 Conclusion
5.3 Recommendation
5.4 Suggestion
for further Studies
Bibliography
Questionnaire
CHAPTER
ONE
INTRODUCTION
1.1 BACKGROUND
OF THE STUDY
The
question of motivation in an organizations has engaged the attention of
academicians for as long as the process of managing organizations has been the
subject of speculative inquiry. This should not come as a surprise in view of
the nature of the phenomenon. It is a widely held belief that motivation
processes, if applied appropriately and correctly play a tremendous role in
enhancing sales performance. Salesman motivation involves a clear understanding
of each individual salesmen’s needs (internal) and emotions all in a bid to
providing inducements which will result in men and women putting their full
abilities in their works.
It
is not an understatement to state that there is a direct relationship between
salesman motivation and sales performance. Many establishments that make use of
sales personnel often have tendencies to ignore motivating them without
considering the eventual consequence. Based on the forgoing, it is pertinent
therefore, for any organization who decides to have a good and effective sales
force / salesman to incorporate the motivation element such that they are drive
to a point where their abilities are fully optimized.
This
study seeks to survey the relationship between the salesmen’s motivation and
its impact on organizational sales performance. This emphasize that
motivational drive is one major characteristics that the sales manager has to
come to term with, because it dictates the salesmen behaviour in order to
utilize this to the overall advantage of the organization.
The
Nigerian Bottling Company Plc is one organization that has a reputation or
salesmen’s motivation as it has make or marred their sales performance.
Achieving an enhanced sales performance can be justifiably pursued if workers /
salesmen’s are well motivated particularly in the areas of on the job training,
recognition, promotions and so forth. This and many other reasons culminate
into the survey of salesman motivation and sales performance as it affects organizations
1.2 STATEMENT OF THE PROBLEM
If
salesman is usually the arrowhead of an organization. The organization has
realized that if they get the process of obtaining good salesman wrong, it
might spell a doom for them. In view of this, necessary attention is given to
the recruitment, selection, training, management and compensation plan of
salesman then, this study find answers to the following problems;
1. To what extent is job performance
influenced by perceived level of motivation in an organization?
2. What impact does motivation have on
salesman and if it affects their performance on the job?
3. How can I motivate and retain the level
of motivation of my sales force?
4. What effect has salesman motivation on
organisation’s sales performance?
5. Does
salesman motivation result in financial wastages?
1.3 OBJECTIVES
OF THE STUDY
1. To investigate how effective and
efficient the motivation concept has been in relation to salesman and
organizational sales performance
2. To
identify the motivating variables existing in the organisation
3. To analyze the level at which workers and
employees are motivated at a particular period towards improved sales
performance
4. To establish how an incentive program is
designed to lift the performance outputs of a group of people engaged in some activities
by increasing their motivation.
5. To ascertain measurable results in
allowing the organisation to track performance and measures the overall success
of the program
1.4 RESEARCH HYPOTHESIS
Ho: That
motivation is of no importance to salesmen
Hi: That
motivation is of importance to salesmen
Ho: That sales performance is not influenced by
perceived level of salesmen motivation in the organisation
Hi: That sales performance is influenced by
perceived by level of salesman motivation in the orgnaisation.
Ho: That salesman compensation does not
facilitate easy recruitment and maintenance of competent sales force.
Hi. That
salesman compensation facilitates easy recruitment and maintenance of competent sales force.
Ho: That
salary plus commission is not a financial device used to motivate the sales force.
Hi: That
salary plus commission is a financial device used to motivate the sales force.
1.5 SIGNIFICANCE
OF THE STUDY
Sales
managers of organizations may find this study very relevant in that it serves
as a point of reference.
This
study impact positively on how an organisation can easily determines its
performance and sales volume.
This
study intends to bring illumination to the dark places of sales performance as
it affects an organisation through motivation
1.6 SCOPE OF THE STUDY
The
areas of coverage of this research work evolves around the bottling industry in
the city of Lagos.
The personnel department, sales department and production department are the
critical areas to be covered in the organisation of enquiry.
1.7 LIMITATION
OF THE STUDY
A
study of this kind naturally posed some challenges. A few of the challenges
anticipated are:
1. Inability
to access vital information / records for secrecy purpose
2. Shortage
of time to complete project work / time limit
3. Uncooperative
attitudes of some respondents
4. Lack
of finance
5. Political
instability e.g Boken Haken
1.8 DEFINITION OF TERMS
Motivation:
Cole (1996), Motivation is the term used to described those processes, both
instinctive and rational, by which people seek to satisfy the basic drives,
perceived needs and personal goals which trigger human behaviour.
Nwachukwu
(1988), identifies motivation as an energizing force that induces or compels
and maintains behaviour. It is an internal psychological process whose presence
or absence is inferred from the observed performance.
Maslow
(1984), defines motivation as the way in which urges, desires, aspiration, and
needs influence the choice of alternative in the behaviour of human being.
Organisation:
Mitchall (1988), The contribution of two or more people working co-operatively
towards the achievement of the company’s objectives.
Ajayi
(2008), A system that co-ordinates people, jobs, financial resources, and
managerial practices to achieve performance goals. It is an entities which process
inputs by transforming them into specifies outputs of goods and services
desired by the society’s
Salesmen / Salesforce: Kotler (1998), Employees in a company serving as intermediary
between the company and its customers. In selling the products of an
organisation. Salesmen is referred to as the “arrow head” of an organisation.
Goal: An
unrealized state or condition that the organisation deems desirable.
Needs: Maslow
(1984), Are the cause of actions and are classified into basic psychological
and social needs.
Job Rotation:
Kotler (1998), the switching of salesmen from undemanding jobs to demanding
jobs
Job Enlargement: Herbert (1991), refers to adding extra tasks, it’s a horizontal
extension of job.
Salaries: This
is a definite salary paid to the salesman without any linkage to his sales
performance.
Commission:
Oladele (2009), The amount due out of what the company receive as sales from
the salesman
Bonus: Oladele
(2009) Extra Remuneration paid to the salesman for performing non-selling
functions especially functions that are more of marketing than selling.
Sales Budget: This is the periodic estimate of the sales
expected to be realized by the organisation e.g. monthly sales, weekly sales or
yearly sales.
1.9 HISTORICAL
BACKGROUNG OF THE CASE STUDY
The
Nigerian Bottling Company Plc (NBC) was incorporated in November 1951, as a
subsidiary of the A.G. Leventis Group with the franchise to bottle and sell
coca-cola products in Nigeria.
From a humble beginning as a family business,
the company has grown to become a predominant bottler of non-alcoholic
beverages in Nigeria,
responsible for the manufacture and sales of over 33 different coca-cola brands.
Other popular brands of beverage produced by the company are Eva water, five
alive fruit juice and the newly introduced Burn energy drinks.
The
company presently has 13 bottling facilities and over 80 distribution
warehouses located across the country. Since production started, NBC Plc has
remained the largest bottler of non-alcoholic beverages in the country in terms
of sales volume, with about 1.8 billion bottles sold per year, making it the
second largest market in Africa.
Today,
the company is part of the Coca-Cola Hellenic Bottling Company (CCHBC), one of
Coca Cola Company’s largest anchor bottlers worldwide. CCHBC operates in 28
countries, serving 540 million consumers and selling over 1.3 billion unit
cases of beverage annually.
The
Company recently embarked on a restructuring exercise to expand further its
market share and growth profit. It invested in a new state of the art can
filling and packing line at the Apapa plant. The plant has since begun to
produce the “first soft drink can that is wholly packaged in Nigeria”. This
is in addition to a new bottling plant in Abuja,
investment in the upgrade of other manufacturing infrastructure, distribution
and delivery facilities.
BOARD AND MANAGEMENT
The
company is governed by a stable nine member board of directors comprising of
very prominent individual who have excelled in different fields of endeavor within
and outside Nigeria.
The board is headed by Ambassador Olusegun Apata while the management team is
led by Mr. Ronald Ebelt, an expatriate professional.
FINANCING STRUCTURE
The
authorized share capital of the company is N750 million made up of 1.5 billion
ordinary share of 50k per share out of which 1.308 ordinary share of 50k each
or N654,367 million is issued and fully paid. The share capital of the company
grew from N487 million in 2005 to the present amount in the FYE 2008 through
several scrip issues. Majority of the shares is held by foreign investors
comprising of Moline soft drinks S.A. (55.81%
and CCHBC services Ltd (10.62%), thus only 33.59% is available to the public.
Share holders fund has increased from N19.31 billion in 2005 to 22.81 billion
in 2009 representing a compounded annual growth rate (CAGR) of 40% after a very
significant decline in 2008 total assets increased from N15billion to N48
billion in 2009. Equity contribution to total assets as at end of 2009 stood at
47.4%, a decline from 131% in 2008. the reduction in total assets in 2008 could
be as a result of the restructuring exercise the company undertook in that
year. This has also resulted in a decline in the level of leverage as debt /
equity ratio declined from 70.43% in 2006 to 41.63% in 2009.
