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CHAPTER 1
Background of the study
Sales management practices are a critical component of business
operations, involving the planning, organization, direction, and control of a
business sales activities. Their purpose is to coordinate the efforts of the
sales team to achieve the organization’s sales goals and objectives. Green et
al (2020). Effective sales management encompasses various aspects,
including sales strategy, Salesforce training, customer relationship
management, and performance metrics
A successful and sustainable business depends on one thing: sales. If
a business isn’t improving their sales performance, they can’t grow. Sales
management practices must be adopted to improve sales which drive into
improving sales performance and to improve business Jones (2021).
Recent research has shown that sales management practices are
crucial for the success of businesses, specifically large corporations. These
practices often include sales strategy, sales forecasting, customer
relationship management, and sales team development. In large businesses,
sales management is considered the backbone of achieving higher sales,
with dedicated teams and resources.
However, limited research exists on how sales management practices
impact the sales performance of Small and Medium sized Enterprises. The
specific ways in which tailored sales management practices affect the sales
performance of these smaller businesses are not well understood.
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Furthermore, it’s unclear whether strategies used by larger companies can
be effectively adopted by Small and Medium sized Enterprises in Población,
Quezon, Bukidnon.
The relationship between sales management and sales performance in
Small and Medium sized Enterprises remains vague, making it difficult for
them to determine which sales management practices are most effective for
their unique circumstances. Small and medium sized enterprises are vital to
the economy, and their success often depends on effective sales
management practices.
Understanding the relationship between sales management and sales
performance in Small and medium sized enterprises in Quezon, Bukidnon is
essential. By doing so, valuable insights and guidance can be provided to
help them thrive in the market. This study aims to bridge the knowledge gap
and offer practical recommendations for small and medium sized enterprises
to improve their sales performance through effective sales management
practices, ultimately contributing to their success and sustainability, and
benefiting the broader economy of Quezon, Bukidnon.
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Scope and delimitation
The main objective of this study is to provide information about
significance of sales management practices to sales performance of Small
and medium sized enterprises in Población, Quezon, Bukidnon over a period
of 2 months in first semester of school year 2023-2024.
The study will focus on small and medium sized enterprises; their sales
management practices use to improve sales performance with a population
of 126 and 110 respondents. The respondents exclusively comprise
owners/manager of small and medium-sized enterprises from specific
geographic area. Other stakeholders, such as employees or customers, are
excluded to maintain a clear perspective on the significance of sales
management practices from the owner’s standpoint. Respondents are given
questionnaire to answer.
Statement of the problem
This study aims to investigate the importance of sales management
practices in improving the sales performance of small and medium sized
enterprises in Población, Quezon, Bukidnon. This research is prompted by
the need to address the challenges faced by small and medium sized
enterprises in achieving their sales targets and growing their businesses in
today’s competitive market landscape. The findings of the study have the
potential to offer valuable insights that can assist small and medium sized
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enterprises in enhancing their sales management strategies and ultimately
increasing their sales performance.
Specifically, the study seeks to address the following research questions:
1. What are sales management practices commonly employed by small
and medium sized enterprises in to sales improvement in terms of;
a. Sales strategy
b. Sales force Training
c. Sales Forecasting
d. Customer relationship management
e. Performance metric
2. What is the extent of improve sales performance to
small and medium sized enterprises?
3. Is there a significant relationship between the sales management
practices and the sales performance of small and medium sized
enterprises?
These research questions are pivotal to this study as they provide a
framework for understanding the sales management practices utilized by
small and medium sized enterprises in assessing their impact on sales
performance, and exploring the factors that influence their effectiveness. By
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gaining insights into these aspects, this research aims to provide actionable
recommendations for small and medium sized enterprises in Quezon,
Bukidnon. The findings may have broader implications that can be applied
to similar contexts in the business world.
Objectives of the Study
This study aims to investigate the sales management practices
employed by small enterprises, evaluate their impact on sales performance,
and recommend /strategies for improving business growth and performance
among these small businesses.
1. To identify the sales management practices commonly utilized by
small and medium sized enterprises to stimulate sales performance
improvement and foster business growth.
2. To determine the extent of improve in sales performance to small and
medium size enterprises resulting from specific sales management
practices, including sales strategy, sales force training, sales
forecasting, customer relationship management and performance
metrics.
3. To determine, through statistical analysis, whether there exists a
significant and measurable relationship between the adoption of
effective sales management practices and the sales performance of
small and medium sized enterprises.
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Significance of the Study
This study bears significant importance as it investigates the critical
nexus between sales management practices and the sales performance of
small and medium sized enterprises. By focusing on the specific context of
small and medium sized enterprises, this research aims to uncover the
nuanced strategies employed by these enterprises and how these strategies
influence their sales performance. The insights generated from this study
can be instrumental in empowering small and medium sized enterprises
owners to refine their sales management approaches, thereby enhancing
their economic viability.
To small and medium sized enterprises Owners -small and medium
sized enterprises owners will benefit significantly from the findings. They will
gain insights into sales management practices that can directly influence
their sales performance and overall business success. Implementing the
recommendations derived from this research can help these enterprises
adapt and thrive in competitive market environments, leading to improved
sales performance
To Local Communities -This research has the potential to positively
impact local communities by fostering the growth, sustainability and
innovation of small and medium sized enterprises. As these businesses
prosper, they contribute to the local economy, create jobs, and enhance the
overall quality of life in the community.
To Policymakers and Government Agencies – The study offers insights
that can inform policy development and support mechanisms for small and
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medium sized enterprises. Policymakers and government agencies can use
the findings to design initiatives that encourage the adoption of effective
sales management practices among small and medium sized enterprises,
contributing to economic development, increased employment opportunities,
and the overall well-being of local communities.
To Students- Students stand to gain valuable insights into the
dynamics of sales management and its direct correlation with business
performance. This knowledge is not only beneficial for academic purposes
but also equips students with real-world insights that can be applied in
their future careers as managers or entrepreneurs.
To Future Researchers- This study serves as a foundational reference
for future researchers in the fields of business, economics, and marketing.
Researchers can build upon this study to explore sales management
practices and their impact on profitability in diverse small business
contexts. This research paves the way for generating deeper insights and
knowledge in these domains, contributing to the broader understanding of
effective sales management.
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Definition of terms
The readers of the study were also expected to be aware of several
terminologies and words used by the researcher that might have been
foreign to them in order to fully comprehend the significance of Sales
Management Practices to sales performance of small enterprises. The
research would have failed to accomplish its aim if the readers did not
understand what it was all about.
Small and Medium sized Enterprises. A business with a legal document and
have tangible products. It’s Divide into three categories, The Medium, Small
and Micro Enterprises.
Medium Enterprises. Business with more than 50 employees but less than
100.
Small Enterprise. Business with fewer than 50 and greater 10 employees.
Micro Enterprises. Business with 1 to 9 employees
Sales Management Practices. These encompass the strategies, processes,
and activities that a business employs to effectively oversee and enhance its
sales operations. It includes various aspects such as planning, organizing,
directing, and controlling sales activities within the organization.
Sales Performance. Sales performance refers to the measurable outcomes
and results achieved by a business in terms of its sales activities.
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Sales Strategy. Sales strategy is a well-defined plan that outlines how a
company intends to achieve its sales objectives.
Sales Force Training. Sales force training refers to the process of equipping
sales personnel with the knowledge, skills, and tools necessary to be
effective and efficient in their roles.
Sales Forecasting. Sales forecasting involves the estimation and prediction
of future sales volumes based on historical data, market trends, and various
internal and external factors.
Customer Relationship Management (CRM). CRM is a comprehensive
approach to managing and nurturing relationships with customers. It
involves the use of technology, processes, and strategies to understand,
attract, and retain customers while providing personalized services.
Performance Metrics. Used to track progress, identify reason of
improvement, and make informed decisions about sales.
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Chapter 2
Theoretical framework
This chapter outlines the theoretical framework that underpins the
study, examining the relationship between sales management practices and
their impact on the sales performance of small and medium-sized
enterprises (SMEs) in Quezon Bukidnon.
In this study we apply the Sales Management Theory and Practices
proposed by Green et al. This theory is like a toolkit divided into five main
parts: sales strategy, sales force training, sales forecasting, customer
relationship management, and performance metrics. Imagine it as a guide
that helps businesses figure out how to sell better.
Green et al. tell us that businesses have unique strengths and
abilities (they call them resources and capabilities), and these are like secret
weapons for getting ahead. This theory becomes our glasses to look closely
at how specific ways of managing sales (like planning strategies, training the
sales team, predicting sales, managing customer relationships, and
measuring performance) act as these special tools that help businesses do
better than others.
For small and medium-sized enterprises (SMEs), these tools can be
the game-changer. They help SMEs compete better. It’s like having a secret
recipe that makes your pizza taste better than the pizza next door. In this
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study, we’re using this theory to see how SMEs in Poblacion Quezon
Bukidnon can use these sales management practices as special resources to
improve how they sell things.
Five sales management practices. Sales Strategy: Think of this as a
game plan. How businesses decide what to sell, how to sell effectively, and
how to reach their goals. Sales Force Training: Imagine this as training your
team like superheroes. Equip them with skills to understand customers, the
market, and ultimately, sell better. Sales Forecasting: It’s like predicting the
future for sales. Knowing what customers will want helps businesses plan
better and make smarter decisions. Customer Relationship Management:
This is about building and keeping good relationships with customers. It’s
like making friends – happy customers keep coming back. Performance
Metrics: Think of this as keeping score. How do you know you’re winning?
Performance metrics help businesses measure success
This Sales Management Theory and Practices is our guide. By
understanding how these sales practices are like hidden resources, we can
see how SMEs can do even better in Poblacion Quezon Bukidnon. It’s about
giving them the tools to stand out, compete, and thrive in their sales game.
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Review of Related Literature
Review of related literature is an indispensable component of the
research, as it serves to illuminate the current state of knowledge in the
specific domain of sales management practices and their impact on small
and medium sized enterprises’ sales performance. This is crucial in
providing the researcher with up-to-date insights and an understanding of
the key variables being investigated.
Sales Management Practices
A successful and sustainable business depends on one thing: sales. If
a business isn’t selling their products or services, it doesn’t matter how
“great” or “different” they are. This includes proper utilization of sales
management practices. Without connecting with people who actually want
to purchase what they’re offering; the business is never going to get off the
ground Jones (2021).
Additionally, Jenson and Patel (2018) state that the influence of Sales
Management Practices on the sales performance of small and medium-sized
enterprises. They found that well-structured sales strategies, comprehensive
sales force training, and efficient customer relationship management
positively impact sales outcomes. Sales managers oversee the team that
communicates directly with your prospects and customers on a daily basis
and Do’s plan for sales so, if a sales manager helps 10 reps sell 20% more,
they’ve essentially just “created” two new salespeople. This guide will cover
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the sales management process, along with sales force training and Customer
relationship management, to help your teams become high-impact players
for the business and it must employ Sales strategy, Sales forecasting, and
identifying performance metrics.
This guide will cover the sales management process, along with sales
force training and Customer relationship management, to help your teams
become high-impact players for the business and it must employ Sales
strategy, Sales forecasting and identifying performance metrics.
Sales Force Training
Salesforce Training Allows manager to their team. Effective sales
training should be viewed and designed to draw sales performance.
Johnson and White (2018), the authors articulate a compelling
perspective on the profound significance of sales force training in the realm
of enhancing sales performance. Their study stands as a testament to the
critical role that well-documented sales force training plays in shaping the
effectiveness of sales teams. Johnson and White delve into the intricate
details of ongoing training programs, shedding light on their impact on sales
teams and the subsequent correlation between training frequency and sales
effectiveness. The research not only underscores the importance of sales
force training but also positions it as a dynamic variable that directly
influences the outcomes and performance metrics of sales teams. By
establishing a positive correlation between the frequency of training
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interventions and heightened sales effectiveness, Johnson and White’s
findings contribute invaluable insights to the discourse on sales
management strategies, emphasizing the need for a comprehensive and well-
documented approach to training for sustainable improvements in sales
performance.
Additionally, Green et al. (2020) emphasized the role of sales force
training in equipping teams with the skills and knowledge necessary for
customer engagement and market comprehension, ultimately contributing
to improved sales performance.
Furthermore, Smith and Brown (2021) conducted a comprehensive
study on the long-term effects of sales force training. They highlighted that
sales professional who received consistent and well-structured training over
an extended period demonstrated higher sales performance. This underlines
the enduring positive influence of continuous training efforts on sales
outcomes.
The study by Román (2021). Focuses on the impact of sales training
on the sales force in small and medium-sized companies (SMEs). The
findings reveal that investing in sales training is beneficial for improving
sales performance. However, simply increasing training investment doesn’t
necessarily lead to more customer-oriented selling. Instead, the study
suggests that specific training methods and content are more effective in
achieving higher levels of salespeople performance and customer-oriented
selling. In summary, the study underscores the importance of tailored sales
training for SMEs, as it can enhance sales performance and customer
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orientation. It highlights that a strategic approach to training methods and
content is crucial, and customer-oriented selling is linked to improved sales
force performance. The findings offer valuable insights for managerial
decision-making and suggest areas for future research.
Lastly, Tan and Newman (2021), highlights the importance of
evaluating sales force training programs in retail organizations. It
emphasizes that despite substantial investments in training, many retail
organizations fail to assess the effectiveness of these programs, hindering
their ability to make improvements. The article suggests using Kirkpatrick’s
Four-Level Training Evaluation Model to examine training effectiveness
across different levels, including reaction, learning, behaviour change, and
organizational outcomes. The goal is to enhance sales force productivity
through accountable training efforts.
Sales strategy
A strong sales strategy plan creates the foundation for a cohesive and
successful sales organization.
According to Smith and Jones (2019), a comprehensive exploration
unfolded, emphasizing the pivotal role of an effective sales strategy that
intricately aligns with overall business objectives. Their study delved into
the multifaceted layers of what constitutes a well-structured sales strategy,
shedding light on the nuanced elements essential for success. Beyond a
mere blueprint, an effective sales strategy, as per Smith and Jones, involves
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a meticulous process of clear objective setting. This includes not only
defining organizational goals but also aligning them strategically with the
broader business mission. Moreover, their research highlighted the integral
role of market segmentation, demonstrating that understanding and
categorizing target audiences are fundamental components of a successful
sales strategy. Additionally, the development of a tailored value proposition
emerged as a key aspect, showcasing the need for businesses to articulate
and communicate unique value propositions that resonate specifically with
their target customers. Smith and Jones’ study, therefore, goes beyond
emphasizing the importance of a sales strategy; it provides a nuanced
understanding of the intricacies involved in crafting a truly effective and
aligned approach.
Similarly, in the dynamic landscape of sales management, Brown et
al. (2021) contributed noteworthy insights by exploring the adaptability of
sales strategies to changing market conditions. Their research unfolded a
narrative of strategic resilience, revealing that businesses showcasing
flexibility in their sales strategies tended to outperform competitors,
particularly when faced with shifting market dynamics. Brown et al.’s
findings underscored the strategic significance of adapting sales approaches,
especially during economic downturns. The research emphasized that a one-
size-fits-all sales strategy might prove inadequate in navigating the
complexities of fluctuating economic landscapes. Instead, businesses that
demonstrated a proactive approach to adjust their sales strategies in
response to changing market conditions showcased a competitive advantage.
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Brown et al.’s study, therefore, not only highlights the importance of
strategic flexibility but also positions it as a critical determinant of success
in the contemporary business environment. This research provides valuable
insights for businesses seeking to not only survive but thrive amidst
evolving market challenges.
In the book analysed by Oakley et al. (2021), it was revealed that
salespeople and buyers perceive reciprocity differently. Salespeople tend to
be more socially oriented, emphasizing gratitude, while buyers lean towards
economic considerations and are more attuned to indebtedness. This
highlights the complex interplay of perspectives in sales strategy and
relationships.
Helmi et al. (2019) investigated the direct and indirect impact of
business sales strategy on sales performance and salesperson selling
performance. They revealed that each dimension of sales strategy has a
unique influence. Segmentation directly impacts salesperson selling
performance, while prioritization and selling models affect salesperson
performance indirectly through their influence on customer orientation and
value-based selling. These findings have practical implications for the
effective implementation of sales strategy in business markets.
Sales Forecasting
Accurate sales forecasting is identified as a critical component of sales
management that stand as the backbone in improving sales performance.
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In the comprehensive study conducted by Anderson and Miller (2018), the
critical role of precise sales forecasting in optimizing resource allocation for
businesses was brought to the forefront. Their research underscored that
organizations utilizing advanced forecasting techniques consistently make
more informed decisions, leading to a substantial improvement in overall
Sales Performance. By leveraging sophisticated forecasting methodologies,
these businesses gain a competitive edge, enabling them to allocate
resources strategically based on accurate predictions of market demand and
sales trends. This emphasis on precision in sales forecasting aligns with the
contemporary need for data-driven decision-making in the dynamic
landscape of business operations.
Furthermore, Stone et al. (2022) delved into the transformative impact
of data-driven forecasting on sales performance, providing insights into how
companies employing predictive analytics outperform their competitors.
Their research illuminated the strategic advantage gained by organizations
that harness the power of data to anticipate market trends and customer
demand effectively. In an era where information is a key currency, the ability
to make decisions grounded in data-driven forecasts positions businesses
for success. Stone et al.’s findings highlight the importance of embracing
predictive analytics as a cornerstone in the sales strategy, enabling
companies to stay ahead in a rapidly evolving market landscape. This
emphasis on data-driven forecasting reflects a paradigm shift in how
businesses approach sales optimization, emphasizing adaptability and
proactive decision-making.
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Customer Relationship Management (CRM)
Customer relationship management is a well-recognized factor
influencing sales performance.
In the study of Jones and Smith (2017), a comprehensive exploration
of Customer Relationship Management (CRM) revealed its integral role in
fostering enduring customer loyalty. The research delved into various facets
of CRM, emphasizing its multifaceted impact on building sustained
relationships with customers. Their findings illuminated the significance of
personalized interactions, wherein businesses that adeptly tailored their
engagement strategies experienced heightened customer loyalty. Moreover,
efficient data management emerged as a crucial component, enabling
organizations to understand and respond to customer needs effectively. The
study underscored the transformative power of customer-centric strategies,
demonstrating that businesses emphasizing a holistic approach to CRM
were more likely to enhance customer relationships, leading to long-term
loyalty. This research contributes valuable insights into the nuanced
dynamics of CRM and its potential to shape the customer experience over
extended periods.
Similarly, the comprehensive study conducted by Clark and Lewis
(2019) further substantiated the pivotal role of Customer Relationship
Management (CRM) in the realm of long-term customer relationships. Their
examination focused on the strategic utilization of CRM practices to not only
build but also sustain customer loyalty, resulting in increased repeat
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business. The research delved into the intricate interplay of CRM
components, highlighting how businesses that strategically implement CRM
initiatives experience a tangible impact on customer loyalty metrics. Clark
and Lewis emphasized the dynamic nature of CRM, showcasing its potential
as a catalyst for fostering enduring relationships that transcend individual
transactions. The study contributes to the evolving discourse on CRM by
shedding light on its sustained influence on customer behaviour and the
consequential benefits of increased customer loyalty and repeat business.
This research is particularly pertinent in the contemporary business
landscape, where establishing and maintaining long-term customer
relationships is increasingly recognized as a strategic imperative for
organizational success.
Brown and Davis (2020) conducted an in-depth exploration into the
multifaceted effectiveness of Customer Relationship Management (CRM) in
the context of Business-to-Business (B2B) relationships. Their research
delved beyond the surface, revealing that successful CRM implementation
goes beyond mere data management; it plays a pivotal role in fostering more
fruitful collaborations between businesses. By strategically harnessing CRM
systems, organizations experienced enhanced communication efficiency,
streamlined operational processes, and the strengthening of partnerships.
This holistic approach to CRM not only facilitated smoother interactions but
also contributed significantly to the overall performance of businesses
engaged in B2B relationships. The study underscores the transformative
potential of CRM in reshaping the dynamics of collaborative ventures,
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shedding light on its instrumental role in achieving sustainable success in
the B2B landscape.
On the other hand, the study by Williams and Wilson (2021), the
spotlight is on the effectiveness of personalized communication and targeted
marketing strategies in retaining online customers and, consequently,
improving sales performance. The researchers highlighted the profound
impact of CRM implementation in the realm of e-commerce, demonstrating
how it empowers businesses to build lasting relationships in the digital
realm. By leveraging CRM tools, e-commerce establishments can tailor their
communication and marketing efforts to individual customer preferences,
fostering a sense of connection and loyalty. This personalized approach not
only enhances customer retention but also plays a pivotal role in optimizing
sales performance in the competitive and dynamic landscape of online
business. Williams and Wilson’s research contributes valuable insights into
the strategic utilization of CRM in e-commerce, offering practical
implications for businesses aiming to thrive in the digital marketplace.
Lastly, Lee et al. (2022) undertook an insightful exploration into the
role of CRM in improving service quality and customer satisfaction. Their
research delves into the nuanced ways in which CRM systems empower
service providers to tailor their offerings precisely to individual customer
preferences. By integrating CRM functionalities, businesses can create
highly personalized service experiences that resonate with customers,
leading to heightened loyalty and positive business outcomes. The study not
only emphasizes the significance of CRM in elevating service quality but also
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sheds light on its broader impact on customer satisfaction. Lee et al.’s
research stands as a testament to the transformative potential of CRM in
shaping the service landscape and fostering enduring customer
relationships, contributing valuable knowledge to the evolving field of
customer-centric business practices.
Performance Metrics
Performance metrics are essential for evaluating the effectiveness of
sales management practices.
Johnson and Brown (2019) explored the long-term benefits of
incorporating historical data into sales forecasting. Their research
highlighted that companies that leverage historical data for forecasting
achieve a competitive edge by gaining insights into sales patterns and
customer behaviour. This historical perspective contributes to more
accurate sales forecasts and better-informed strategic decisions.
In the insightful research conducted by Davis et al. (2021), a thorough
investigation was undertaken to understand the impact of team goal
orientation on performance within the context of a business simulation. This
study represents a nuanced exploration that goes beyond individual
performance metrics and delves into the dynamics of team goal orientation.
By integrating insights from goal orientation and generative learning
literature, Davis et al.’s research seeks to unravel the complexities of how
different goal orientations influence both objective and subjective
performance metrics. The examination of objective metrics, such as sales
growth, and subjective metrics, such as team effectiveness, offers a
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comprehensive view of the interconnectedness between team dynamics and
overarching performance outcomes. Davis et al.’s study contributes
significantly to the understanding of team dynamics in the context of goal
orientation, providing valuable insights for businesses seeking to optimize
team performance in dynamic and complex business environments.
In the study conducted by Taylor and Harris (2021), a spotlight is cast
on the crucial role of performance metrics in assessing sales efforts and
guiding data-driven decision-making. Their research not only recognizes the
importance of performance metrics but also establishes a significant
correlation between their effective utilization and increased sales
performance. This study delves into the practical implications of
incorporating performance metrics as a cornerstone of sales management
strategies. The positive correlation identified by Taylor and Harris
underscores the transformative potential of performance metrics in
providing actionable insights, enabling businesses to make informed
decisions, and identifying specific areas for improvement. In essence, their
findings advocate for a strategic embrace of data-driven approaches in sales
management, aligning with the contemporary emphasis on leveraging
metrics for enhanced business outcomes.
In the latest exploration by Goran (2022), a comprehensive
examination unfolds, shedding light on how drivers impact performance
differentially in both family and non-family business settings. This study
stands at the intersection of organizational dynamics and performance
optimization, offering valuable insights for companies to effectively direct
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their strategic efforts. Goran’s research provides a nuanced understanding
of the diverse factors influencing performance, recognizing that the impact of
drivers can vary significantly based on the organizational context. By
highlighting these distinctions, the study offers actionable insights for
businesses to tailor their strategic approaches, enhancing overall
performance outcomes. Goran’s findings contribute to the evolving discourse
on performance management, providing a roadmap for businesses to
navigate the intricacies of family and non-family business environments
effectively.
Sales Performance
Sales performance is a critical aspect of business success. Smith and
Johnson (2017) emphasized that sales professionals play a vital role in
achieving revenue targets and sustaining business growth. Their research
indicated that high-performing sales teams are more likely to meet and
exceed sales goals, contributing to overall company success.
In a study conducted by Brown and Miller (2019), the impact of sales
leadership on sales performance was explored. Their research revealed that
effective sales leadership is instrumental in motivating sales teams and
enhancing their performance. Leaders who provide clear guidance and
support foster a positive environment that encourages higher sales
productivity.
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Customer relationship management (CRM) practices are also closely
tied to sales performance. Williams and Davis (2020) found that companies
that effectively manage their customer relationships tend to experience
higher sales performance. A well-implemented CRM system enables sales
teams to understand customer needs, enhance communication, and
ultimately drive sales growth.
Furthermore, the role of digital technologies in modern sales
performance was investigated by Anderson and White (2021). Their study
highlighted the transformative effects of digital tools on sales strategies.
With the advent of digital sales platforms, businesses can reach wider
audiences, personalize their approaches, and optimize the sales process,
leading to improved performance.
The Relationship between Sales Management Practices and Sales
Performance
The effectiveness of sales management practices in influencing sales
performance has been the subject of extensive research. Several studies
have shed light on the pivotal role of sales management practices in
determining the success of sales teams and organizations.
Smith and Johnson (2017) conducted a comprehensive analysis of the
impact of sales management practices on sales performance. Their findings
indicated a strong positive correlation between the adoption of strategic
sales management practices and enhanced sales performance. They
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emphasized that aligning sales strategies with overall business goals and
implementing efficient sales management practices can significantly boost
sales results.
In a study by Brown et al. (2019), the importance of sales force
training within the realm of sales management practices was examined.
Their research underlined the significance of equipping sales teams with the
necessary skills and knowledge. They found that companies investing in
ongoing sales force training programs experienced improved sales
performance. This highlights the direct link between sales force training as a
management practice and sales success.
Moreover, Anderson and White (2020) explored the role of data-driven
sales forecasting in the context of sales management. Their research
demonstrated that businesses employing advanced forecasting techniques
consistently made more informed decisions, leading to optimized resource
allocation. This emphasizes the criticality of incorporating data-driven
forecasting as a management practice to enhance sales performance.
In a different perspective, Green et al. (20202) focused on the
adaptability of sales strategies as a sales management practice. They
emphasized the role of adapting sales strategies to changing market
conditions, particularly during economic downturns. Their findings
highlighted the importance of strategic flexibility in sales management for
sustaining sales performance.
The relationship between sales management practices and sales
performance is a topic of critical importance. Research consistently
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demonstrates that strategic sales management practices, including sales
force training, data-driven forecasting, CRM, and adaptive sales strategies,
play a significant role in enhancing sales performance. These findings
underscore the need for businesses to invest in and effectively implement
these practices to achieve and maintain successful sales outcomes.
Conceptual framework
Sales Management Practices has a positive impact on the Sales
Performance of Small Enterprises. There are big positive effects of managing
sales well therefore, it should be an act that the business owner that matter
and should commit. Green et al (2020).
This study investigated whether sales Management Practices had a
substantial impact on the sales performance of small enterprises or
presumed that there was another factor positively affecting the small
enterprises growth of sales.
Sales Management Practices serve as the independent variable. These
practices encompass various components such as Sales Strategy, Sales
Force Training, Sales Forecasting, Customer Relationship Management, and
Performance Metrics. Each of these components is categorized as an
independent variable because they represent distinct factors that can vary
independently of each other and influence the dependent variable, which is
Small Enterprises Sales Performance.
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Sales Strategy, for instance, is an independent variable as it can be
tailored differently by businesses and may impact their sales performance.
Sales Force Training varies independently and can affect the competence
and effectiveness of the sales team. Sales Forecasting, as an independent
variable, can be implemented differently by enterprises, impacting their
ability to predict and meet sales targets. Customer Relationship
Management and Performance Metrics are also independent variables as
they can be managed and designed uniquely by each enterprise, influencing
their sales performance.
This conceptual framework allows researcher to explore and analyze
how these independent variables, representing Sales Management Practices,
influence and have a significant impact on the dependent variable, Small
Enterprises Sales Performance, providing valuable insights into the
dynamics of sales management in small enterprises.
Research Paradigm
Independent Variable: Dependent Variable:
Sales Management Practices
• Sales strategy
• Sales force Training

Sales Performance
• Sales Forecasting
• Customer relationship
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management
• Performance metrics
The Research Paradigm showed the independent variable and
dependent variable that was visualized by the researchers using a schematic
paradigm. It showed the direct variable that was affecting and had a
significant impact on the dependent variable, which was the Small
Enterprises Sales Performance.
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CHAPTER 3
Methodology
This chapter presented the discussion on the research methodology of
the study, which established the sales management practices and sales
performance of small and medium sized enterprises in Poblacion, Quezon,
Bukidnon. It discussed the research design, sampling method, research
locale, respondents, data gathering procedure and statistical treatment of
data
Research Design
The study used correlational research design to investigate the
relationships between various sales management practices and sales
performance within small and medium-sized enterprises (SMEs). Data were
collected on key variables, including Sales Strategy, Sales Force Training,
Sales Forecasting, Customer Relationship Management, Performance
Metrics, and Sales Performance. The correlational design allowed for the
examination of the degree and direction of associations between these
variables without intervening or manipulating them. This approach
30
facilitated a comprehensive understanding of the potential connections
among different aspects of sales management practices t, providing insights
into the patterns of correlation with sales performance of SMEs.
The purpose of this study was to better understand the sales
management practices to sales performance of small and medium sized
enterprises. A questionnaire was used to gather the data, which was then
subjected to analysis and interpretation.
Research Locale
The study will be conducted at Poblacion, Quezon, Bukidnon. The
respondents will be given a questionnaire to answer at their own business
structure. These respondents will be answered the questionnaire on how
their business relate to questions. The researchers chose the place of
implementation because it will give them the needed information for
business owners specifically small and medium sized enterprises owners
who struggle promoting sales management practices. The study will be
conducted in the first semester of the academic year 2023, during the
month of November to January.
Respondents
The research respondents for our study, titled “Significance of Sales
Management Practices to Sales Performance of Small and Medium sized
Enterprises,” are comprised of small and medium sized enterprises owners
age range from 26 to 65 who’s operating in the vibrant community of
Poblacion, Quezon, Bukidnon. These small and medium sized enterprises
31
owners are divided into three sections. The medium enterprises owners, the
small enterprises owners and the micro enterprises owners. These small and
medium sized enterprises owners form a diverse group of individuals who
are actively engaged in a wide range of businesses within the locality of
Poblacion, Quezon, Bukidnon, serves as a microcosm of the broader small
business landscape, offering a rich and varied pool of participants.
Sampling Method
For the study on the Significance of Sales Management Practices to
Sales Performance of Small and Medium-sized enterprises in Poblacion
Quezon, Bukidnon, we adopted a Simple Random Sampling approach.
To identify our sample, we created a comprehensive list of all small
and medium-sized enterprises operating in the area which are 126
enterprises in total. From this list, we randomly selected 110 respondents,
ensuring that each eligible enterprise had an equal chance of being
included. This method aimed to provide an unbiased representation of
businesses in Poblacion Quezon, Bukidnon, enhancing the generalizability
of our findings to the broader population of interest.
Research population and sample
Enterprises Population Respondents
Medium 11 8
Enterprises
32
Small Enterprises 46 40
Micro Enterprises 69 62
Total: 126 110
Research Instrument
The researcher utilized a survey questionnaire instrument to gather
data needed. Researchers will create a questionnaire that will be
distributed to the respondents. The survey instrument composed with
two parts, the part 1 which is dedicated to sales management practices
employed by small and medium sized enterprises. The part II consisted of
statement about extent of significance of sales management practices to
sales performance, designed to elicit immediate responses from the
respondents without pressure.
The researchers created a survey-questionnaires, this way the
respondents will be able to express their thoughts without being
pressured. The researcher used a Likert scale survey questionnaire
Questionnaire with the optional response ranging from (5) always to
(1) never and the other one ranging from (5) strongly agree to (1) Strongly
disagree.
These survey questionnaires were be distributed personally to small
and medium sized enterprises owners in Poblacion, Quezon, Bukidnon
33
for the researchers to determine the relationship between sales
management practices and sales performance.
Table 1.: Sales Management Practices employed by small and medium
sized enterprises
Rating scale Descriptive equivalent method
4 Always
3 Frequently
2 Sometimes
1 Never
Table 2: Extent impact of sales management practices to sales
performance of small and medium sized enterprises
Rating Scale Descriptive equivalent method
4 Strongly agree
3 Agree
2 Strongly disagree
1 Disagree
34
Data Gathering Procedure
In order to conduct the study, a letter of request for permission to
conduct the research had to be submitted to the Barangay Captain of
Poblacion, Quezon, Bukidnon, Onjun Trania. Once approved, the
researchers personally distributed the research questionnaire to all
respondents who were the small and medium sized enterprises owners at
Poblacion, Quezon, Bukidnon. For the respondents, they received a letter
of permission which was signed according to their own will.
The researchers then developed and finalized the research
questionnaire to be distributed. A questionnaire was used to collect data
and was given to each participant. The questionnaire was composed of
only one close-ended question. The first part of the questionnaire
answered the first hypothesis, which investigated what is the most used
sales management practices of small and medium sized enterprises, and
the second part of the questionnaire focused on the significance of sales
management practices; sales strategy, sales force training, sales
forecasting, customer relationship management and performance metrics
to sales performance of small and medium sized enterprises in Poblacion,
35
Quezon, Bukidnon. The researchers visited each small and medium sized
enterprises to collect the necessary data.
To more effectively illustrate the significance of sales management
practices to sales performance of small and medium sized enterprises in
Poblacion, Quezon, Bukidnon, the collected data was subjected to
analysis and interpretation to gain valid conclusions. Tables and charts
were plotted based on the results and were created to visualize the
findings.
Statistical treatment of data
To analyze the data of the study, the researcher used the following
statistical tools to give accurate result of the study:
Mean - The mean (average) was calculated for each variable of
interest, including Sales Strategy, Sales Force Training, Sales
Forecasting, Customer Relationship Management, Performance Metrics,
and Sales Performance. The mean provides a central measure of the
distribution, allowing us to gain insights into the typical values of these
variables within the sample, offering a clear understanding of the central
tendency of the data.
Standard deviation -The standard deviation (SD) was the for each
variable to assess the dispersion or variability of data. SD quantifies the
extent to which data points deviate from the mean, aiding in the
understanding of the spread of data and the identification of potential
36
outliers. This measure is crucial in assessing the overall variability in the
dataset.
Pearson r - The Pearson correlation coefficient also known as Pearson
r was employed to assess the strength and direction of linear
relationships between variables within the study, such as sale
management practices and sales performance. The resulting coefficient
provides a quantitative measure if the variables are correlate to each
other, with positive values indicating a positive correlation, negative
values indicating a negative correlation, and the magnitude reflecting the
strength of the relationship.
By using these statistical measures, we aimed to gain a
comprehensive understanding of the central variability and the
distribution of data concerning Sales Management Practices and Sales
Performance in small enterprises. These measures assist researcher in
identifying patterns and making meaningful comparisons among the
variables in the study, contributing to the overall analysis of research
findings.
37
Chapter 4
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
This chapter present the findings of the study, its analysis and
interpretation of data gathered.
Table 1.1: Sales management practices employed by SMEs in terms of
Sales Strategy.
Constructs Mean SD Verbal Descriptions

1. Implemented promotional 3.27 0.95 Always observed
discount (ex. Buy one take one)
2. introduced loyalty programs 2.27 0.99 Often observed
3. Utilized online advertising for 1.98 0.84 Sometimes observed
product promotion
4. Conducted flash sales event 2.52 0.90 Often observed
5. Offered bundled product deals 2.57 0.98 Often observed
Overall 2.57 0.93 Often observed
The table shows the mean and standard deviation (SD) for each sales
strategy, as well as a verbal description of how often each strategy is used.
"Implemented promotional discounts" is the most common sales strategy
38
used by Small and Medium sized Enterprises (SMEs), with a mean score of
3.03. This means that most SMEs rely heavily on promotional discounts to
boost sales.
"Offered bundled product deals" and "Conducted flash sales events"
are also commonly used strategies, with mean scores of 2.86 and 2.51,
respectively. These findings implicate that SMEs recognize the value of
offering deals and creating excitement to attract customers. "Introduced
loyalty programs" is also a relatively common strategy, with a mean score of
2.51. This indicates that SMEs understand the importance of retaining
customers and encouraging repeat business.
Finally, "Utilized online advertising for product promotion" is the least
common strategy, with a mean score of 1.93. This means that while some
SMEs use online advertising to promote their products, it is not as widely
used as other strategies.
This implies that SMEs use a variety of sales strategies to boost sales
and attract customers. This study supported by Green et al. (2020) that
sales strategy specifically promotional discount is the most common by
businesses.
Sales force training.

1. Conducted regular product 2.56 0.99 Often observed
knowledge sessions.
2. Implemented skill improve 2.46 0.84 Sometimes observed
workshops.
39
3. Provided ongoing sales technique 2.16 0.66 Sometimes observed
training.
4. Offered mentorship programs for 2.57 0.80 Often observed
new sales team members.
5. utilized simulated sales scenarios 1.59 0.98 Never observed
for training
Overall 2.27 0.85 Sometimes
observed
This table present the data related to sales management practices;
Sales force training among businesses.
The mean score of "Offered mentorship programs for new sales team
members” are 2.57 this means that the majority of respondents agree that
mentorship programs can help new employees adapt quickly and learn from
experienced colleagues. While the mean score for “Conducted regular
product knowledge sessions” is 2.56 which agreed by the respondents
indicates a moderate level of effectiveness in achieving this goal. This
suggests that the business prioritizes equipping its sales team with in-depth
knowledge of their products or services. Also, the statement “Implemented
skill improvement” With a mean score of 2.46, the impact of these efforts
seems to be moderately effective by offering training and development
opportunities, the business is investing in the growth of its sales team.
Similarly, the mean score for the statement “Provided ongoing sales
technique training” with the mean score of 2.16 indicates that Ongoing
training and coaching can significantly enhance the sales team’s skills and
confidence.
40
However, the mean score for the statement “Utilized simulated sales
scenarios for training” is 1.59 this means that business did not simulate
sales scenarios for training. Indicating that this practice is not significant to
them.
This implies that the businesses have implemented several initiatives
aimed at improving the sales team’s performance. This is supported by
Johnson and White (2018), the authors articulate a compelling perspective
on the profound significance of sales force training in the realm of
enhancing sales performance.
Sales forecasting.

1. Utilized historical data for 3.49 0.67 Often observed
demand prediction.
2. Integrated market trend into 2.78 0.85 Often observed
forecasting.
3. Collaborated with industry 1.58 0.77 Never observed
experts for insights.
4. Implemented advanced data for 2.13 0.88 Sometimes observed
accurate prediction.
5. conducted regular reviews and 2.85 0.94 Often observed
adjustments based on real-time
sales data.
Overall 2.57 0.82 Often observed
This table represents the sales management practices; sales
forecasting among businesses.
41
The most common practice is using historical data for demand
prediction, which is often observed with the mean score of 3.49. This means
that most SMEs rely on past sales data to forecast future sales leads to its
improvement.
The statement “conducting regular reviews and adjustments based on
real-time sales data” with the mean score of 2.85 is an often observe
practice. This indicates that by monitoring actual sales data, SMEs can
identify any trends or changes that may not have been captured in the
historical data. “Integrating market trends into forecasting” is also a
common practice with the mean score of 2.78. This means that SMEs
consider factors such as economic conditions, competitor activity, and new
product launches when making their forecasts.
Next the “Implementing advanced data analytics for accurate
prediction” is less common (2.13), and it is sometimes observed. This
suggests that SMEs are not taking full advantage of the data that is
available to them Lastly, “Collaborating with industry experts for insights” is
not common with the mean score of 1.58, and it is never observed. This
suggests that SMEs are not making full use of the expertise that is available
to them.
This implies t that SMEs are using a variety of sales forecasting
practices. This is supported by Anderson and Miller (2018) that by making
better use of available data and expertise, SMEs can improve the accuracy
of their forecasts and make better business decisions.
42
Customer Relationship Management (CRM).

1. Implemented personalized 3.61 0.61 Always observed
customer engagement strategies.
2. Utilized CRM software for 1.62 0.89 Never observed
effective customer communication
3. Conducted customer satisfaction 2.19 0.80 Sometimes observed
surveys for feedback
4. Established dedicated customer 1.60 0.97 Never observed
support channels
5. Fostered long-term relationships 3.16 0.84 Often observed
through loyalty programs.
Overall 2.44 0.82 Sometimes
observed
This table present data related to the sales management practices;
Customer relationship management among businesses.
The mean score for the statement “Implemented personalized
customer engagement strategies’ is 3.61 indicating that the majority of
respondents agree that personalized customer engagement strategies is a
factor that contributes to improvement of sales performance.
“Fostering long-term relationships through loyalty programs” is
another notable strength, with a score of 3.16, showcasing a strong focus on
customer retention to improve sales performance.
The statement "Conducted customer satisfaction surveys for feedback”
with the mean score of 2.19, reflect a moderate effort to gather insights,
while recognizing the value of customer feedbacks which is one of indicator
that leads to sales improvement. However, SMEs face a challenge in fully
43
leveraging “Utilized CRM software for effective customer communication” for
effective customer communication with the mean score of 1.62.
The lowest-scoring aspect is the establishment of dedicated customer
support channels with the mean score of 1.60, indicating a need for
improvement in creating accessible and specialized channels for customer
support.
SMEs prioritize CRM practices, excelling in personalized engagement
and loyalty programs, yet there’s room for enhancement, especially in
optimizing CRM software for communication and establishing dedicated
customer support channels. This is slightly supported by Jones and Smith
(2017) that focused on strategic utilization of CRM practices not only build
but also sustain customer loyalty.
Table 1.5. Sales management practices employed by SMEs in terms of
Performance Metrics.

1. Watched how each sales team 2.19 0.93 Sometimes observed
member did their job
2. Checked important performance 1.37 0.71 Never observed
numbers often
3. used sales dashboards to see 1.28 0.78 Never observed
progress right away.
4. Analyzed Key Performance 1.13 0.45 Never observed
Indicators (KPIs)
5. Made reward programs based on 1.77 0.61 Sometimes observed
how well they work.
Overall 1.55 0.70 Never observed
The table present data related to sales management practices;
performance metrics among businesses, the SMEs. The mean score of the
statement of “Watched how each sales team member did their job.” Is 2.19.
44
This means that on average, SMEs owners/ Manager spend some of their
time observing their team members’ work.
The statement “Made reward programs based on how well they work”
with the mean score of 1.77. indicates that business owners use reward
sometime for employee’s motivation.
On the other hand, statement “Checked important performance
numbers often.”,” Used sales dashboards to see progress right away.” And
“Talked with team members about how they are doing.” Has the mean score
of 1.37, 1.28, 1.13 respectively. This means business owners/manager did
not spend time for checking important performance, using sales dashboard
and talk with team members about how they are doing.
Overall, the tables overall mean score is 1.77 which has a verbal
description of never observe. This suggest that performance metrics is not
that valuable to SMEs owners/ managers to Improve sales performance.
This opposed by Davis et al. (2021), their study highlights the importance of
performance metrics on improving business.
Table 2. Extent of improve sales performance of business.

1. Improve sales performance 3.37 Strongly agree
boosts revenue and growth to our
business. 0.53
2. Improve sales performance helps Strongly agree
our business reach, attract, and 3.37
retain customers, leading to more
sales 0.55
3. Improve sales performance 3.07 0.70 Agree
45
empowers our business to sell
more effectively.
builds customer loyalty and repeat
business, increasing sales and
reducing customer acquisition
costs to our business.
5. Improve sales performance our 2.94 0.66 Agree
business connects with more
customers.
attracts higher-value customers,
boosting sales success of our
enterprise.
builds credibility, trust, and
attracts new customers, enhancing
sales and long-term growth to our
business.
8. Sales performance provides 0.73 Agree
valuable insights for improvement
to our enterprise. 2.56
9. Sales Performance guides 2.33 0.77 Disagree
informed decisions, prioritizing
sales efforts and resource
allocation for growth of our
business.
10. Improve sales performance 2.42 0.74 Disagree
opens new customer segments to
our business
Overall 2.88 0.69 Agree
This table presents data related to the importance of sales
performance for improving performance and growth among enterprises
targeting Small and Medium sized Enterprises (SMEs) among the
respondents.
Respondents strongly agree that improve sales performance help
businesses make more money and grow with mean score of 3.37. This
means they really believe that effective selling is a big boost for Small and
Medium-sized Enterprises (SMEs). The enthusiasm continues with the idea
46
that improve sales performance help businesses find, attract, and keep
customers, leading to even more sale has also a mean score of 3.37.
As we go a bit lower in the agreement scale, with a mean score of 3.14,
respondents think that improve sales performance not only bring in
customers but also attract those who are likely to spend more money,
making the business more successful. Right behind that, with a mean score
of 3.13, respondents agree that improve sales performance builds loyalty
with customers, making them come back for more, and this helps
businesses spend less on getting new customers. Still in the agreement
zone, though a bit less enthusiastic, is the idea that improve sales
performance help businesses sell things more effectively with mean score of
3.07. It’s like saying good sales performance make the whole selling process
work better.
As we move down the scale, we see a bit less strong agreement.
Respondents think sales performance helps businesses connect with more
customers with the mean score of 2.94. Also, there’s agreement that good
sales build trust and attract new customers with mean score of 2.66 this
means that respondents agree that good sales performance, help business
connect with more customers, build trust and attract new customers.
Towards the bottom of the list, there’s still agreement that sales
performance gives businesses useful information to get better with mean
score of 2.56. On the other hand, respondents disagree that Sales
performance guides informed decisions, prioritizing sales efforts and
resource allocation for growth of businesses with the mean score of 2.33.
47
Finally, respondents also disagree that Improve sales performance opens
new customer segments to the businesses with the mean score of 2.42.
Respondents generally think improve sales performance are effective
for the growth of the SMEs. This is supported by Brown et al. (2019) that
sales performance is crucial for the success of businesses.
Table 3. The Relationship of Sales Management Practices to Sales
Performance of Small and Medium sized Enterprises.
Correlation
Sales Sales
management performance
practices
Sales Pearso 1 .442

manage n
ment correl
practice ation
s Sig.(2- <.001
tailed)
N 110 110
Sales Pearso .442

Perform n
48
ance correlation
Sig.(2-tailed) <.001
N 110 110
Correlation is significant at the 0.01 level (2-tailed).
The data represents the correlations between two variables, Sales
Management Practices and Sales Performance. The Pearson correlation
coefficient for both variables is 0.442, which is positive and statistically
significant at the 0.01 level (two-tailed). This means that there is a moderate
positive correlation between Sales Management Practices and Sales
Performance. In other words, as the value of Sales Management Practices
increases, the value of Sales Performance also tends to increase, and vice
versa.
The strength of the relationship is moderate, meaning that changes in
one variable are associated with noticeable changes in the other, but not
necessarily proportional changes. Since the coefficient is positive, it
indicates that a positive change in sales management practices is associated
with a positive change in sales performance. In other words, better sales
management practices tend to lead to better sales performance.
The p-value is 0.01 implies that the observed correlation is unlikely to
be due to chance and is likely to represent a genuine relationship between
the two variables.
49
Chapter 5
SUMMARY OF FINDINGS, CONCLUSION AND RECCOMENDATIONS
Summary of Findings
This study explores the relationship between Sales Management
Practices and The Sales Performance of Small and Medium sized Enterprises
(SMEs). And examining the significance of effective sales management
practices to sales performance of SMEs in Quezon, Bukidnon.
1. Sales management practices commonly employed by small and medium
sized enterprises to improve sales performance.
50
A. Sales Strategies: SMEs often rely on promotional discounts,
bundled product deals, and flash sales events to boost sales. While
online advertising and loyalty programs are used by some, they are
less common.
B. Sales Force Training: Companies prioritize equipping their sales
teams with product knowledge and offering skill development
opportunities. However, there is room for improvement in ongoing
sales technique training.
C.Sales Forecasting: Historical sales data, real-time data, and market
trends are commonly used for forecasting. Establishing dedicated
customer support channels is an area for improvement.
D.Customer Relationship Management: Personalized engagement
strategies and loyalty programs are strengths, while dedicated
customer support channels need enhancement.
E. Performance Metrics: Sales managers spend little time on one-on-
one performance conversations with their team members. This study
also found out that performance metrics is not that valuable to SMEs
owners/ managers to Improve sales performance
2. Extent of Improve Sales Performance to SMEs: Respondents strongly
agree that improved sales performance boosts revenue, attracts customers,
and builds customer loyalty. They are less convinced that it opens new
customer segments or guides informed decisions.
51
3.The relationship between sales management practices to sales
performance of small and medium sized enterprises: There is a moderate
positive correlation between sales management practices and sales
performance, meaning better practices lead to better performance
Overall, this highlights areas for improvement in sales force training,
customer relationship management, and performance metrics. By
addressing these areas and leveraging the positive correlation between sales
practices and performance, SMEs in Quezon, Bukidnon can achieve
significant growth and success.
Conclusion
From the data gathered, the most commonly employed practice is
Sales Strategy; Implemented promotional discount. This suggest that the
majority of SMEs utilize a variety of strategies to improve sales performance
and it reveals that this practice is the specific practice stands
Out significantly effective in boosting sales performance than others Green
et al (2020). When it comes to predicting future sales, SMEs are starting to
use data more often, which is a good step. Looking at past sales numbers
helps them guess how well they’ll do in the future that leads to sales
improvement. On the Sales force training side, SMEs do offer some
programs for their sales teams sometimes, especially to keep them up-to-
date on the latest product knowledge. This is could help to boost sales.
52
Building strong relationships with customers is another area where SMEs
could do better in sales. Using customer relationship management (CRM)
systems and talking directly to customers more often can make a big
difference in how much money they bring in. But, Performance Metrics;
keeping track of how their sales team is doing is an area which where most
SMEs need to focus more.
Improved sales performance is a game-changer for Small and Medium
Enterprises (SMEs). Respondents overwhelmingly agree that effective selling
is a financial booster rocket, propelling businesses towards growth and
profit. Not only does it attract and retain customers who spend more, but it
also fosters lasting loyalty, reducing the need for expensive customer
acquisition tactics. However, while agreement weakens when it comes to
aspects like tapping new markets and making strategic decisions based on
sales data, the core message remains clear – strong sales are a fundamental
driver of SME success. Therefore, embracing improved sales performance
not only fuels growth through customer loyalty and increased spending, but
also lays the foundation for future strategic expansion. For SMEs seeking to
thrive, the path forward is evident: prioritize sales excellence without
neglecting its integration into broader business plans. By mastering both,
these dynamic enterprises can unlock the full potential of improved sales
performance, securing a bright future in the market.
Lastly, based on the analysis of the correlation between sales
management practices and sales performance, a significant relationship
does exist for SMEs. The Pearson correlation coefficient of 0.442,
53
statistically significant at the 0.01 level, indicates a moderate positive
association. This translates to a noticeable improvement in sales
performance as sales management practices become more effective. The
positive coefficient further clarifies that better practices lead to better
results, and the low p-value signifies this relationship is unlikely to be
random. Therefore, SMEs that invest in optimizing their sales management
practices can expect to see a tangible boost in their sales performance.
Recommendations
Proper management of sales practices
Proper management of sales practices is the lifeblood of any SME,
propelling growth and solidifying customer loyalty. But navigating the
simple order of tactics and strategies can be daunting. SMEs owners must
prioritize managing of sales practices in a unique way to keep enterprise in
good health in terms of sales.
In connection of property management of sales practices, small and medium
enterprises must:
1. Prioritize Data Intelligence:
54
Embrace Data-Informed Forecasting. Leverage historical data, real-
time insights, and market trends to create accurate and adaptable sales
forecasts. This empowers SMEs owners to anticipate demand, optimize
inventory, and allocate resources with precision. Use Metrics as Guiding
Lights. Regularly monitor key performance indicators (KPIs) like sales
revenue, conversion rates, and customer satisfaction. Translate these
insights into actionable plans for improvement. Refine your strategy, go on
processes, and constantly strive for optimization.
2.Build a High-Performing Sales Team:
Equip your team with the latest tools and knowledge. Prioritize regular
product knowledge sessions and ongoing sales technique training to ensure
they navigate customer encounters with confidence and adapt to evolving
market dynamics.
3.Forge Strong Customer Relationships:
Personalization is Key: Utilize CRM software to personalize
engagement strategies and tailor your offerings to individual customer
needs. Remember, small gestures of recognition can go a long way in
building trust and loyalty. Then, Proactive Customer Support: Establish
dedicated customer support channels, whether phone lines, live chat, or
social media, to proactively address concerns and foster trust. Don’t
underestimate the power of a listening ear and prompt resolution in forging
lasting relationships. And Don’t Just Sell, Build Loyalty: Move beyond
transactional interactions. Implement loyalty programs and incentivize
55
repeat business. Cultivate genuine connections with your customers and
demonstrate consistent value beyond just the initial sale.
4.Diversify Your Sales strategy:
While promotional discounts can offer a temporary boost, relying
solely on them can weaken your long-term strategy. Explore a variety of
ways: bundle product deals, ignite excitement with flash sales, or introduce
loyalty programs to incentivize repeat business. And Leverage Technology.
Embrace digital tools and online platforms to expand your reach and
enhance customer engagement. Utilize social media to showcase your brand,
build communities, and foster direct customer interactions.
By implementing these your enterprise can transform your sales practices
from a mess into a well-charted practices towards sustainable growth and
customer loyalty. Remember, proper management of sales practices is an
ongoing journey, not a destination. Embrace continuous learning, adapt to
market dynamics, and prioritize customer relationships to navigate the sales
labyrinth with confidence and emerge victorious.
56
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APPENDICES
60
SURVEY QUESTIONNAIRES
Dear Respondents,
Greetings!
We, the researchers, are conducting and are asking your permission
to respond this study for us to be able to understand the Significance of
Sales Management Practices to Sales Performance of Small and Medium sized
Enterprises in Quezon, Bukidnon.
Kindly note that you are not obliged to agree or response in the said
research, and if so, you are also not in need to finish the questions if in any
instances you may find them misleading, sensitive, and biased.
Thank you!
The
Researchers
Enterprise name (Optional): __________________________
Direct: Put a check on the column that corresponds to your answer.
Section 1: What are the common Sales Management Practices you
employed in your business?
1-Never 2- Sometimes 3. Often 4- Always
Sales Management Practices Employed by Small 4 3 2 1
and Medium sized Enterprises.
A. Our enterprise employed Sales strategy 4 3 2 1
1. Implemented promotional discounts.
2. Introduced loyalty programs.
3. Utilized online advertising for product promotion
4. Conducted flash sales events.
5. Offered bundled product deals.
B. Our enterprise employed Sales force training 4 3 2 1
1. Conducted regular product knowledge sessions.
2. Implemented skill improve workshops.
3. Provided ongoing sales technique training.
4. Offered mentor-ship programs for new sales team
members.
5. Utilized simulated sales scenarios for training.
C. Our enterprise employed Sales forecasting
1. Utilized historical data for demand prediction.
2. Integrated market trend analysis into forecasting
3. Collaborated with industry experts for insights.
4. Implemented advanced data for accurate predictions.
5. Conducted regular reviews and adjustments based on
real-time sales data.
61
D Our enterprise employed Customer relationship 4 3 2 1
. management
1. Implemented personalized customer engagement
strategies.
2. Utilized CRM software for effective customer
communication.
3. Conducted customer satisfaction surveys for feedback.
4. Established dedicated customer support channels.
5. Fostered long-term relationships through loyalty
programs.
E. Our enterprise employed performance metrics 4 3 2 1
1. Watched how each sales team member did their job.
2. Analyzed Key Performance Indicators (KPIs)
3. Utilized sales dashboards for real-time
4. Conducted performance reviews with feedback
sessions.
5. Made reward programs based on how well they work.
2: What is the extent of improvement sales performance of your business?

4 – Strongly Agree 3 – Agree 2 – Disagree 1- Strongly
Disagree
Sales Performance to Small and Medium sized 4 3 2 1
Enterprises.
1. Sales performance boosts revenue and growth to our
enterprise.
2. Sales performance helps our enterprise reach, attract,
and retain customers, leading to more sales.
3. Sales performance empowers our enterprise to sell
more effectively.
4. Sales performance builds customer loyalty and repeat
business, increasing sales and reducing customer
acquisition costs to our enterprise.
5. Sales performance helps our enterprise connect with
more customers.
6. Sales performance attracts higher-value customers,
boosting sales success of our enterprise.
7. Sales performance builds credibility, trust, and
attracts new customers, enhancing sales and long-
term growth to our enterprise.
8. Sales performance provides valuable insights for
improvement to our enterprise.
9. Sales performance guides informed decisions,
prioritizing sales efforts and resource allocation for
growth of our enterprise.
10. Sales performance opens new customer segments to
our enterprise.
62
POLING LORENZO
QUEZON MAYOR
63
QUEZON, BUKIDNON
Dear Mayor Lorenzo:
Greetings!
With outmost respect, the undersigned researchers are asking for your
permission to conduct the study entitled “Significance of Small and Medium
sized Enterprises” .
In partial fulfilment of the requirements for the subject: Inquiries,
Investigations, and Immersions, the study will be conducted within Quezon,
Bukidnon and will be distributed to the selected Small and Medium sized
Enterprises Owners. Rest assured that this survey is completely voluntary
alongside with the consent given to the owners. The names of our
respondents are highly confidential and will not be published in any of the
research output.
To assist you in reaching a decision, the researchers have attached to this
letter:
a.) A copy of consent to SMEs owners
b.) A copy of the research questionnaires which the researchers intend in
using for their research.
Your approval to conduct this study is greatly appreciated. Thank you for
your interest and assistance with this research.
64
Very truly yours,
DANIEL YHANZHIE MAGTULIS
ARA CHARINA ALAVANZA
JASMIN ARMENTON
KIER PHILIP BRACERO
ROMELYN PANILAGAN
VINCENT TAPUYAO
Noted by:
Dr. CHONA COLONIA PhD
Research Adviser
Approved by:
Poling Lorenzo
Mayor of Quezon
65
Curriculum Vitae
PERSONAL PROFILE
66
Name Ara Charina M. Alavanza
Date of Birth September 22,2004
Place of Birth P-2 Dumalama, Quezon, Bukidnon
Civil Status Single
Father Servicto J. Alavanza
Mother Tomasa P. Alavanza
Home Address P-2 Dumalama, Quezon, Bukidnon
EDUCATIONAL ATTAINMENT
Elementary Don Antonio O. Florindo Sr. Elementary School

Merangeran, Quezon, Bukidnon
Lower Secondary Quezon Bukidnon Comprehensive NHS
Mibando, Quezon, Bukidnon
S.Y. 2021- 2022
Upper Secondary Quezon Bukidnon Comprehensive NHS
PERSONAL PROFILE
67
Name Jasmin M. Armenton
Date of Birth December 05, 2005
Place of Birth Maramag Provincial Hospital Bukidnon
Civil Status Single
Father Rufino N. Armenton
Mother Adela M. Mondero
Home Address P-15, San Jose, Quezon Bukidnon
Elementary Zubiri Village Elementary School

San Jose, Quezon Bukidnon
S.Y. 2017-2018
S.Y. 2021- 2022
PERSONAL PROFILE
68
Name Kier Phillip Bracero
Date of Birth August 8, 2006
Place of Birth St. Claire Hospital
Quezon, Bukidnon
Civil Status Single
Father Florencio C. Tagupa
Mother Redelyn B. Tagupa
Home Address P-4 Mibantang, Quezon, Bukidnon
Elementary Mibantang Elemetary School

Mibantang, Quezon, Bukidnon
S.Y. 2021- 2022
PERSONAL PROFILE
69
Name Daniel Yhanzie R. Magtulis
Date of Birth June 7, 2005
Place of Birth Maramag Bukidnon
Civil Status Single
Father Renie Yhanzy M. Magtulis
Mother Mayvele R. Magtulis
Home Address Purok Tala Sa Umaga Salawagan Quezon Bukidnon
Elementary

S.Y. 2021- 2022
70
PERSONAL PROFILE
Name Romelyn C. Panilagan

Date of Birth July 9, 2006
Place of Birth Maramag Provincial Hospital Bukidnon
Civil Status Single
Father Roger E. Panilagan
Mother Emelia C. Panilagan
Home Address Purok-1 Magsaysay, Quezon, Bukidnon
Elementary Salaysay Elementary School

Magsaysay, Quezon, Bukidnon
S.Y. 2027-2018
S.Y. 2021- 2022
71
PERSONAL PROFILE
Name Vincent C. Tapuyao

Date of Birth December 18, 2005
Place of Birth Sto.Rosario, Kitaotao, Bukidnon
Civil Status Single
Father Gale L. Tapuyao
Mother Nenialyn D. Comcom
Home Address Balangay 9, Poblacion, Quezon, Bukidnon
Elementary Sto. Rosario Elementary School

S.Y. 2021- 2022
72
73
74

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CHAPTER 1

Background of the study

Sales management practices are a critical component of business

operations, involving the planning, organization, direction, and control of a

business sales activities. Their purpose is to coordinate the efforts of the

al (2020). Effective sales management encompasses various aspects,

including sales strategy, Salesforce training, customer relationship

management, and performance metrics

A successful and sustainable business depends on one thing: sales. If

management practices must be adopted to improve sales which drive into

improving sales performance and to improve business Jones (2021).

Recent research has shown that sales management practices are

crucial for the success of businesses, specifically large corporations. These

practices often include sales strategy, sales forecasting, customer

relationship management, and sales team development. In large businesses,

sales management is considered the backbone of achieving higher sales,

with dedicated teams and resources.

However, limited research exists on how sales management practices

performance of these smaller businesses are not well understood.

be effectively adopted by Small and Medium sized Enterprises in Población,

The relationship between sales management and sales performance in

the economy, and their success often depends on effective sales

Understanding the relationship between sales management and sales

performance in Small and medium sized enterprises in Quezon, Bukidnon is

essential. By doing so, valuable insights and guidance can be provided to

to improve their sales performance through effective sales management

practices, ultimately contributing to their success and sustainability, and

benefiting the broader economy of Quezon, Bukidnon.

The main objective of this study is to provide information about

significance of sales management practices to sales performance of Small

and medium sized enterprises in Población, Quezon, Bukidnon over a period

of 2 months in first semester of school year 2023-2024.

management practices use to improve sales performance with a population

of 126 and 110 respondents. The respondents exclusively comprise

owners/manager of small and medium-sized enterprises from specific

geographic area. Other stakeholders, such as employees or customers, are

excluded to maintain a clear perspective on the significance of sales

management practices from the owner’s standpoint. Respondents are given

Statement of the problem

This study aims to investigate the importance of sales management

practices in improving the sales performance of small and medium sized

enterprises in Población, Quezon, Bukidnon. This research is prompted by

enterprises in achieving their sales targets and growing their businesses in

increasing their sales performance.

Specifically, the study seeks to address the following research questions:

1. What are sales management practices commonly employed by small

and medium sized enterprises in to sales improvement in terms of;

b. Sales force Training

d. Customer relationship management

2. What is the extent of improve sales performance to

small and medium sized enterprises?

3. Is there a significant relationship between the sales management

practices and the sales performance of small and medium sized

These research questions are pivotal to this study as they provide a

framework for understanding the sales management practices utilized by

small and medium sized enterprises in assessing their impact on sales

performance, and exploring the factors that influence their effectiveness. By

recommendations for small and medium sized enterprises in Quezon,

to similar contexts in the business world.

Objectives of the Study

This study aims to investigate the sales management practices

employed by small enterprises, evaluate their impact on sales performance,

and recommend /strategies for improving business growth and performance