THE FIELD SALESMAN Thai; F9: “e , IIIIHIG‘AI gsIA'II, UNIVERSITY e m IIIIIIkIIIEIINII Degree: OI III-{20.111 II ,, IH E1515 |||||||I|||IllllllUlllllllUllHll|||Hllfllllllll||H||||Hlll 3 1293 10459 9224 This is to certify that the thesis entitled The Field Salesman: A Market Manager presented bg John Henry Wieland has been accepted towards fulfillment of the requirements for _Eh...D._ degree in jusineas. Administration /é/7 /LE% <; / Major professor / Date //‘ /L/’?' 67 ‘5] 0-169 LIBRARY Michigan State l U111Vcrsity 5. OVERDUE FINES: 25¢ per day per item “(I RETURNING LIBRARY MATERIALS: :7; - L- ”I Place in book return to remove eeLEVAJe‘WLJQ'me - charge from circulation records MICHIGAN STATE UNIVERSII‘! gr? A r.';;:',;- " 7', xvii“ COpyright by JOHN HENRY WIELAND 1961+ THE FIELD SALESMAN: A MARKET MANAGER by John Henry Wieland A THESIS Submitted to Michigan State University in partial fulfillment of the requirements for the degree of DOCTOR OF PHILOSOPHY Department of Marketing and Transportation Administration I963 ’5 was 7/8/66’ ABSTRACT THE.FIELD SALESMAN: A MARKET MANAGER by John Henry Wieland It is theorized and verified that a significant relation may exist between the concept in firms of the field salesman as a manager and the success of firms. Further, it is theorized and verified that a significant trend may exist in firuB to consider the field salesman a manager. Verification is by appropriate survey research of a sample of the ethical pharmaceutical manu- facturing industry and.is by validation analysis to determine de facto con- cepts in firms of field salesman. The hypotheses are confirmed (P. _um .mco_u mumc_E o>_um .mco_u Oumc_E m>_um .mco_u Lommcmz Lommcmz icoz -Loao -uczu -LOuooc. -Loao -ocsu -L0uooc_ -Loao nucnu -coz uco coEmo_mm Omcoammm u_:mox pouco_Looxu co_ua_LOmoo new _mELou mc_c_moo-u_Om Omcoamox -ocoammm mo mc_c_mch Lo co_um~__mco_umx vuumn__m> mc_:_cmo-t_um Oczvooocm co_umo__m> co_umo__m> mo >LmEE:mui.:-_> wqmqh 125 communication of concepts within firms. This also is in view of the difficulties of research interpretation of subjective materials. It is assumed that this requirement of dual validation improves reliability of the resulting conclusion. Table VI-4 summarizes all response and vali- dation data for the sales indexed sample. It identifies sample members by the coding which was earlier introduced. The result of the validation procedure as shown in Table VI-4 is further expressed and summarized in a 2 x 2 contingency table identified as Table VI-5. TABLE VI-5.--Va1idated conce t of field salesman Manager Non-Manager Sales Indexed Greater Sam Ie Firms success 7 3 (Greater or less than index of Less median firm.) success 2 8 N = 20 This table dichotomizes firms by relative sales index, i.e., by firms above and below median sales index. Thus, N = 20 for the 21 sales indexed respondents. This data is not suitable for parametric methods of analysis. There is no assumption that the sample is drawn from a normally distributed population. The data in part is classificatory and thus not amenable to parametric tech- niques. Nonparametric techniques are appropriate.] ISidney Siegel, Nonparametric Statistics for the Behavioral Sciences (McGraw-HiTT"Series in Psychology- New York: McGraw-Hill Book Co., Inc., 1956), pp. 3, 31-34. 126 The purpose now is to test whether the difference between two independent groups (manager and non-manager) is statistically significant with regard to the sales suc- cess of sample firms. The X2 test has the advantage of ease and of being a sensitive measure of whether two inde- pendent samples are from populations which differ in any respect at all. However, X2 is only an approximation tech- nique. Furthermore, it is valid only for relatively large samples. Siegel says when N is less than 20 use the Fisher test in all cases.I The Fisher Exact Probgbility Test is conservative inasmuch as it tends to overstate the glppg error. It is especially adaptable to 2 x 2 data.2 Accordingly the data of Table VI-5 are subjected to the Fisher Exact Probability Test (one-tailed alterna- tive because the hypothesis is a prediction of direction) at the .05 level of statistical significance. It is found at this level that there is confidence in the difference.3 The null hypothesis Of no statistical difference is rejected. The research hypothesis subject to the research methodology is upheld. llbid., p. 110. 2|bid., p. 157. 31bid., Table I, p. 258. 127 Trend to Consider the Field Salesman a Manager A second hypothesis Of this study is that there exists a trend to consider the field salesman a manager. The starting point for the analysis is the self-defining response for 1962 reported in the preceding sections. The response was--l8 manager, 3 non-manager for the sales indexed sample and 23 manager, 5 non-manager for the total responding sample. The survey questionnaire also asked of respondents, pursuant to their self-definition, whether in the base period (1956) their salesman was considered a manager or a non-manager. It is quite impossible, probably, under this or any other research design or procedure, to be certain whether such subjectivized responses concerning the past reflect present view of the past, or a present recall of a past view. Respondents answer for the base period (1956) in the following proportions: for the total responding sample-~15 manager, 13 non-manager; for the sales indexed sample--12 manager, 9 non-manager. Table VI-6 presents the 1956 data compared to 1962 data in con- venient form. TO be noted regarding the data in Table VI-6 is the remarkable consistency between samples. This consistency reinforces again, as often discovered and discussed before, the conclusion that the sales indexed sample is very closely typical of the total responding sample. 128 TABLE VI-6.--Consider field salesman to be manager or non-manager (Tabulation) Total Responding Sales Indexed Sample Sample 1956 1962 1956 1962 (number of sample members) Manager 15 23 12 18 Non-Manager 13 _§ _2 _3 Totals 28 28 21 21 (percentages) Manager 54 82 57 86 Non-Manager _46 _18 _BQ _15 Totals 100 100 100 100 Observation of Table Vl-6 clearly indicates the existence of a trend over time toward the consideration of the field salesman as a manager. Now the problem is to consider whether the Observed trend is statistically significant. An .05 level of con- fidence is adopted. A nonparametric technique is required inasmuch as the measure is classificatory. The statistical test to be chosen must be one which is appropriate to a one-sample case. It is to try the question whether the observed frequencies are significantly different from expected frequencies for the identical sample. The sample is large enough (E; with k = 2 is greater than 5) with the result that the phi square method is appropriate though only approximate.1 The data of Table VI-6 are cast for convenience in the 2 x 2 contingency table presented in llbid., pp. 46, 49. 129 Table VI-7. This is for the sales indexed sample wherein the E35 are respectively 12 and 9 and the O-s are 18 and 3 J for manager and non-manager respectively. The calculated . 2 (0' '- Ei)2 X2 15 7.0 by the formula X = _—J————————' (For the total i responding sample X2 = 9.189.) Since the hypothesis (H1) predicts trend a one-tailed test is specified. The deter- mination is that the null hypothesis is to be rejected at the .05 level Of statistical confidence.l TABLE VI-7.--Consider field sales- man to be manager or non-manager 1962 Mana e£__ Non-Manager Mana er 12 O 156 9' Non-Manager 6 3 N = 21 Thus the hypothesis is upheld that there is a trend sub- ject to the research methodology among the sample firms to consider the field salesman to be a manager. Summary In this chapter the results of the empirical research pertinent to consideration of the hypotheses are reported and analyzed. First, the self-defining answers llbid., Table C, p. 249. In fact, the null hypothesis—TE rejected at the .01 level of statistical significance. It is rejected at this level by the Fisher Exact Probgbility Test also. 130 of respondents relative to their concepts of their field salesmen as managers or as non-managers are considered. Second, a validation procedure is presented and justified. The validation procedure has the purpose Of accepting or rejecting the self-defining responses as de facto concepts of the sample firms. The procedure is justified as con- servative and as increasing the probability that the accepted concepts may be de facto concepts Of firms. By appropriate statistical tests applied to the validated concepts it is learned that (P:<.05) the first hypothesis can be accepted. This is the hypothesis that there is a positive relation between the concept Of the firm that its field salesmen are managers and the sales success Of the firm for the sample of firms and pursuant to the methodology of the research. By appropriate statistical test applied to the responses of sample members it is learned that the second hypothesis of the research can be accepted (P<<.05).I This is the hypothesis that there exists a trend to consider the field salesman to be a manager for the sample and pursuant to the methodology of the research. Additional Information Additional information produced by this empiri- cal research is available in the Appendix. Tests of 1Also acceptable at P< .01. 131 statistical significance are not performed for this auxil- iary data. The results are believed to be reliable and representative in the light of the research design and of the survey procedure, and in the light of the frequent previous demonstrations herein of typicality, consistency, and comparability of data. This additional information will be found in two places in the Appendix with as little duplication as pos- sible between them. First, such information will be found in the “Research Memorandum to Cooperating Firms on Policies and Practices Affecting Marketing Performance of Ethical Pharmaceutical Field SalesmenII dated June 23, 1963 (see Appendix B). Second, information not adequately presented in the foregoing is presented in a series of separately labeled tables (see Appendix D). Data on other collateral results of the research which have been pre- sented in the body of the thesis are not duplicated in the Appendix. CHAPTER VII SUMMARY AND CONCLUSIONS OF THE STUDY In this chapter the principal procedures and find- ings of the study will be summarized. The sequence of the summary will generally follow the sequence of the body of the study. Support from the literature and quantitative analysis will not be repeated. The limitations will be stated in general terms inasmuch as they were presented in detail at the appropriate places in the study. Purposes of the Study Broad objectives for the study were that it must --pertain and be significant to the practical marketing and management processes of firms; --pertain and be significant to the success of firms; --contribute to the developing theories of marketing and of management; --Offer hypotheses which are testable. It was found that the developing theory of the marketing concept has been concerned primarily thus far with issues other than the important and unique problems (a) of administration of the field sales force, (b) of 132 133 the function of the field salesman. It was found that management theory has been largely preoccupied with areas other than the important and unique one of the field sales organization. Literature references indicated that the field salesman may be considered some sort of a manager. The number, extent, and depth of these references were meager. There was lack of agreement regarding what the salesman i may be manager of. First major questions were whether it is justifi- able in theory that the field salesman may be a manager. If so, a manager of what? Two empirical questions became the hypotheses for the research. These were: 1. that there is a significantly positive relation between the concept in firms that field salesmen are managers and the success Of firms; 2. that it is a significant trend of mar- keting management to consider the field salesman a manager. Findings of the Theoretical Study The field salesman is a unique member Of the enter- prise organization. It is pertinent to summarize the fol- lowing particular elements of uniqueness. The salesman 134 spends much of his time away from other members and from supervisors Of the internal organization. He is a chain- end in the hierarchy of internal organization. But he is not a chain-end in the firm's total organization system. This system includes the firm's effort to attain efficient organization of an environment called a market. The field salesman's activities and responsibility pertain to a ter- ritory or segment of the market. The function of his position at the market nexus is to make particularly final the enterprise purpose which is closure with the market. Manager The manager usually has technical skills and activ- ities pertinent to his area Of enterprise responsibility. However, he is distinguished in that his function is more than the technological maximization Of activities. He is an Optimizing decision maker, an integrator, an organizer toward enterprise purpose. This forms his responsibility, or felt Obligation. The possibility of being a manager ascends ordinally to points where the enterprise purpose is greatest. By the marketing concept this especially includes the market nexus. Subordinates are not necessary to the condition of being manager. Yet, the work of the manager is especially with non-linearities, and the human relationship is partic- ularly such a non-linearity. Thus, the felt Obligation of 135 managers in economic enterprise usually is with people as well as with resources and forces of the enterprise organ- ization, internal or external, formal or informal. This responsibility consists of the organization of a coopera- tive system, which may be an external, informal market system. The manager (which may be the salesman in a de facto concrete, COmplex, continuing situation) provides a system of efficient organizational c0mmunication and negotiates essential cooperation formulating and fulfilling the purpose of the cooperative organization. Field salesman as manager The vocation of the field salesman is personal selling which is not unitary. Personal selling ranges from the simple to the complex. The conplex is principally identifiable by negotiating characteristics which are decisionally relevant to the market purpose of the firm. Field salesmen in concrete situations, which in firms are communicated de facto concepts, may be managers or non- managers. As managers they are decisionally responsible for a market segment. This is in contrast to a felt obli- gation, from de facto concept, for activities in a market. Salesmanship is an activity sub-set of personal selling. To be ”manager” Of time or of self does not make a manager Of a salesman. It is theoretically possible for a salesman to be a market manager, not a marketing manager. 136 Whether in a concrete situation a field salesman is a manager or a non-manager is measurable. The measure- ment is of the de facto held and conmunicated concept of the firm. This concept may be measured in the hierarchy of sales force organization and may be measured in the formalisms of management, especially if these are confirmed by the informal concept. Findings Of the Empirical Study It was found that a research in a single industry would be most appropriate. The industry selected was the domestic ethical pharmaceutical manufacturing industry. Its most significantly descriptive characteristics are that it is a differentiated Oligopoly, is highly innovative Of new products, is constrained substantially by law and by required adaptation to the professionally stereotyped environment Of the prescribing physician. Its field salesmen are generally of the class called detail men. Their most important specific purpose is to procure prescription of products rather than sales in the sense of direct exchange. In prior research the detail man had been identified as a leading influence for prescription. A sample of the industry was drawn and was studied by the survey method using an extensive questionnaire, principally in persowal interviews. Mail response also 137 was used. The result was an unusually high level and representative response. A sales indexed sub-sample was procured which is very closely and consistently typical Of the total responding sub-sample. The range of sales success of the indexed sample for the researched period was substantial. Respondents differed in their self-defining answers regarding whether they consider their field salesman a manager or a non- manager. Rationalizations for these answers were studied and classified pursuant to the theory justified in the study. This rationalization was one of three validations used to verify a de facto concept for a firm. The other two were written job descriptions and the training Of experienced salesmen. Two validations were required to accept a de facto concept for a respondent firm. Statistical test was made Of the hypothesis that a significantly positive relation exists between the con- cept in firms that field salesmen are managers and the success of firms. A dichotomy according to sales index was used as the dependent variable. The hypothesis was upheld (P<:.05) for the sample and pursuant to the methodology. The second hypothesis was likewise submitted to statistical test. This hypothesis is that it is a sig- nificant trend of marketing management to consider the 138 field salesman a manager. The hypothesis was upheld (P:<.05) for the sample and pursuant to the methodology. Conclusions and Implications The conclusions and implications to be discussed will be those which are more apparent, significant or challenging. These thoughts are enriched from the auxil- iary results of the main study, as presented in the Appendix, and from the extensive, informal content of the personal interviews. There is interest in business in the field sales- man as a manager. A trend toward greater interest is indicated. The ideas of many executives relevant to the theoretical if not practical considerations which make a manager are ill-formed. Managership exists accurately in concept before it exists in fact. According to this study, in theory the field sales- man may Operate more productively in concrete situations, especially in complex selling, as a manager than as a non- manager. It follows that this possibility expands if also the salesman is appropriately selected, trained, and supervised. This may require a new kind of man. Auxiliary information, presented in the Appendix, determined that the minimum education among new field salesmen has risen. The education desired of new salesmen is now at full col- lege level. The type of desired education shifts from 139 specifically pertinent technical knowledge toward business administration education and broader backgrounds. This infers an increasing confidence of firms to train in tech- nical knowledge. However, absence of training Of experi- enced salesmen beyond training in face-to-face salesmanship and other specific activities was notable in the study. To accomplish a productive manager concept among salesmen apprOpriate training is indicated. The study shows that no company uses a separate written job description for the inexperienced salesman. The responsibility of the inexperienced salesmen differs significantly both in type and in depth from that Of the senior salesmen. Lack of separate job description causes the trainee's responsibility to be inexplicit, vitiates the significance Of the experienced salesman, and dilutes the intended discipline Of written job descriptions. Sales success differs significantly among firms. A relationship exists between success and the concept of firms that their field salesmen are managers. Undoubtedly there are larger forces which are causal of this relation- ship. Such forces probably are fundamental and originate at the core of the firms. These differences, or forces, among firms are believed to be expressed in practice and in the literature by such ideas as decentralization, dele- gation and control, problem and Opportunity definition, 140 management by objective fact, leadership and supportive- ness, responsibility and accountability, and the marketing concept. It may possibly be inferred that positive inclina- tions in these ideas underlie the concept Of the salesman as a manager. It is questionable whether the marketing concept exists in full or in fact in firms unless it is carried through to the level of the field salesman. So long as personal field selling is seen only as salesmanship doubt about the marketing concept in a firm has legitimacy. The marketing concept should have a I'bottom-up" as well as a ”top-down“ view. Frequent reference is made in the study to the scalar spectrum of the field selling occupation from simple to canplex selling. This theorizes a continuum of occupa- tional variations. The theory has been advanced that as the scale ascends to the complex the possibility increases that the field salesman, in concrete situations, may be a manager. NO effort has been made, other than this, to segment the spectrum. No effort has been made, other than to identify negotiating and possibly continuing ingredients, to identify the distinguishing characteristics of complex selling. These are tasks which remain for other research studies. 141 Limitations The limitations of this study have been presented in detail in the appropriate places during the course of the report. Reference was made in Chapter II to igpdp limitations. These consist of: the limited preceding literature bearing upon the topic; the desirability of considering a small, single-industry sample of the busi- ness universe; the method of data collection; the neces- sitous economy of money and time. Output limitations are a derivative of iflEEE limitations. The degree to which the empirical conclusions reached by the study can be generalized concerning American industry is uncertain. Uncertainty remains, also, regard- ing the degree of ascertainment of the de facto concepts of firms. This is a matter about which certainty may never be expressable. Finally, managership certainly is a matter Of degree. No account has been taken of degree. Implications for Further Research One of the functions Of this study is to discover and to infer areas for further research. An obvious sug- gestion is to test the results of this study (a) by other methods, (b) in other business environments. A valuable study would concern the concepts held by field salesmen themselves, and by their immediate supervisors. This study would be of communications, methods, and concepts in 142 comparative situations where the salesman is identified as a manager and as a non-manager. Improved theoretical understanding is desirable Of the scalar spectrum which constitutes the occupation, from the simple to the complex, of personal field selling. With an acceptance that the field salesman may be more productive in appropriate concrete situations as a manager, more description is desirable for identification of these situations. Important for further study is the subject of managership itself by the field salesman. Is this man- agership simply another way of doing the same work? Can it merely be a difference of view by the firm and the salesman of the work? Dr, is it a yet undescribed, unper- formed work? Tradition has made face-to-face salesmanship in most situations the REESE of personal field selling. Not to expose this inheritance to theoretical and to empirical investigation is like being harnessed to driving with a rear-vision mirror. It is the hope that this study may open the way a little to new consideration Of the field salesman. In this way we can shift to looking to the future. APPENDIX A QUESTIONNAIRE AND SAMPLES OF CORRESPONDENCE USED IN DATA COLLECTION Bureau Of Marketing Research Graduate School Of Business Administration Michigan State University A Survey of Pharmaceutical Marketing and Sales Executives on POLICIES AND PRACTICES AFFECTING MARKETING PERFORMANCE OF ETHICAL PHARMACEUTICAL FIELD SALES PERSONNEL Dr. W. J. E. Crissy, Advisor Gary A. Marple John H. Wieland Research Directors East Lansing, Michigan July 23, 1962 (This certification is for your file) CERTIFICATION This survey is conducted entirely under the research au3pices of Michigan State University as a part of the University's doctoral research program in business and for this purpose only. COOperation is with the University only. All information is supplied, held, analyzed and treated . in strictest confidence. Answering firms will not be identifiable. They will be number-coded during processing of the statistics. Final statistics will be in the form of aggregates. Thus, all data will be anonymous. If you request, an advance summary of the findings can be forwarded for your approval. Valid research requires complete reSponse from all firms. Your fullest COOperation, therefore, is reSpectfully requested with sincerest appreciation. ./ .\ j , , "I. . ’ ' 7 z : July 23, 1962 , ' -[ZALI CY... /.//T. .423.” xi vGary 7M3rple f “\ I"! _ ““““ ‘ ,‘ Yv— 4 3 ) gar... teem-w «£2 ,/// fl,// John H. Wieland 6 ~—--“’/ Research Directors About this Questionnaire ..... The importance to you of the many problems of management of the ethical ales force scarcely needs mention. The term "marketing concept" has become virtually a management cliche. ht no basic, new thought has come forward in many years regarding the essential flement, the sales force. ESpecially is this true as to the ethical pharma- :eutical salesman. Those managements that have been intimately consulted say they feel ins present research has high promise of value. We think it can be significant rayon as a participant. Your participation is urgently requested. The questionnaire has been extensively tested. It is planned so that it ull'be the least burden possible on you. Three COpies of this questionnaire are supplied to you. Two COpies are novided to facilitate your execution, for working papers and for your file. Dds will permit your routing to other of your departments if necessary. One xmmleted COpy should be returned to us in the enclosed envelope. 1. For many questions, answers are requested for 1956. However, a major purpose of this questionnaire is to measure change or trend. Therefore, on questions asking for figures and statistical data, if 1956 was an unusual year, such as one affected by mergers, consolidation or expansion so that information is difficult for you to Obtain, please feel free to substitute 1955 or 1957. On questions regarding policies or practices, if there was a major change of a policy in question during the years 1954, 1955, 1956 or 1957, please use the year preceeding the change as the basis for answering questions related to that pglicy. Whenever you use a substitute year, please indicate so. 2. Please check carefully to insure completion of the questionnaire, this is to see that all answers are filled in, eSpecially those from other departments, unless the information is unavailable. 3. If additional Space is needed for any answers, or if you wish to make additional statements, please feel free to use the reverse side of the page. Merely identify the statement by the question number. 4. If practices or policies vary in your company please answer the ques- tionnaire in terms of your prevailing practice or of your general policy. 5. It is our request that this questionnaire be executed by line executives at the policy level of the sales organization. We thank you most sincerely for_your COOperation. An advance cOpy of the survey results as well as a report of the research WtU.be sent to participants. We are certain you will want these. h. 1956 per . About the sales job and the inexperienced salesman High school [:7 Part college [:7 1. In hiring an inexperienced salesman, College grad [:7 ‘what.did you consider the minimum Post grad [:7 . educational requirement? Other: please Specify- iod 2. What education did you consider desirable? Please Specify level: Present DEIDD Please Specify type (i.e., whether and how much pharmacy, business administra- tion, liberal arts, etc.): 3. Did you use a separate written job description* for inexperienced salesmen? yes[:7 1+. When did you last revise this job description*? . About the field salesmen's supervisor 5.1Did.you use a written job description* for the field salesmen's supervisor? yes[:7 6. When did you last revise this job description?* . Now, about your exgerienced salesmen 7. Did you use any written job description* for salesmen? yes[:7 8. When did you last revise this job description?* 9. What was the percentage distribution of Physicians time that you desired of these salesmen? Druggists HOSpitals Wholesale drughouses Other l¥ no[:7 year no[:7 year no[:7 year yes[:7 no[:7 yes[:7 no[:7 yes[:7 no[:7 Please supply a OOpy of each iob description for each period, if one used, identifyigg by date. Please define "iob description" as a wrigten analysis, made available to all ggncerned, of a sales position encompassing the purposesg,objectiveg duties, reSponsi- bilities, methods, and/or authorities of the position. Thank you. 1m Mat training, formal or informal, for 13. 14. 15. 16. F mmerienced salesmen was used in addition igtraining on products, face-to-face mflesmanship, deals, execution of reports, advertising? 11.Please describe how your formal training, if any, of eXperienced sales- men has changed, if it has, over this period, i.e., changed regarding (a) purposes and (b) content (not training media or technique). 1956 period Present none[:7 none[:7 If used, please list subjects and eXplain using reverse side to eXplain in full. 12. Please describe how your informal training (i.e., ”work with" or other local training by supervisor) of eXperienced men has changed, if it has, over this period? Did you make any Specific effort (other than through generalized training, general nwetings, or generalized supervision) 52 control how the (eXperienced) salesman Spends, or routes, his time? [Md you require daily *reports? Ifid you require weekly *reports? IHd you require any other regular, periodic *reports? yes[:7 no[:7 yes[:7 no[:7 If yes, please explain, using reverse side to eXplain in full. yes[:7 no[:7 yes[:7 no[:7 yes[:7 no[:7 yes[:7 no[:7 yes[:7 no[:7 yeS[:7 no[:7 19188 BUDDlla COpy of each report, identified_by date and by required frequency, in SO (31‘ as possible.’ Thank you. F' 1956 period Present 17. Did you require any other, non- periodic *reports? yes[:7 no[:7 yes[:7 no[:7 ,Now, about your administration of salesmen 18. Was the frequency of personal, field super— up [:7 visory contact with experienced salesmen down[:7 up or down from the previous period? same[:7 19. DO you in any ways consider your salesmen to be managers? yes[:7 no[:7 yes[:7 no[:7 20. If "yes", why and in what ways? If "no", why not? 2L By what criteria did you evaluate Please check. If more than one checked, eXperienced salesmen for purposes please number in order of importance. of compensation?** By total sales . . [:7 . [:7 By total sales quota or standard . . . [:7 . By sales of particular products [:7 . [:7 By quota or standard for particular products [:7 . [:7 By ***margins on . . [:7 . [:7 (please Specify) Other: please ppecify fully and in detail (using reverse side to answer if necessary). [:7 [:7 [:7 [:7 [:7 [:7 [:7 [:7 [:7' [:7 22 Did you provide any marketing assistance personnel (in addition to his supervisor) yes[:7 no[:7 yes[:7 no[:7 on whom the salesman might call for aid in development of his territory or of If yes, please check below: particular contacts? Sales or potential analysis [:7 Technical service[:7 Promotional aid [:7 . If other, please Specify: EDD ¥ Hesse ¥supply a cepy of each report, identified by date and hyire eguired freguenc , in so faras possible. Thank you fidease note that for the purpose of this question the method of compensation is irrelevant. The question pertains to your explicit evaluation of experienced men on and for their 'obs. *Wlease consider "margins" for this usage to include actual margins or profits, or nflfar nv1na na‘lnn‘laf-o ('1 n1:- nccnmnrl marry-inc nvnca nr nol- 1956 period Present 23. Have you had any increased interest in or given increased consideration to such marketing assistance (as in preceding question) since the earlier period? yes[:7 no[:7 24. Have your salesmen shown any in- creased interest in such marketing .assistance since the earlier period? yes[:7 no[:7 25. Did you use expense budgeting in the yes[:7 no[:7 yes[:7 no[:7 allocation of or for the usage of.... If yes, please check if budgeted for for for for **district salesman **district salesman Samples U U C7 [7 Literature . [:7 [:7 [:7 [:7 Deals, bonus or extra goods [:7 [:7' [:7 [:7 Technical services [:7 [:7 [:7 [:7 If other, please Specify: U [7 U [:7 U [:7 [:7 [:7 26.‘What written production reports did you Please check i; provided to salesmen. provide to your salesmen of their Please Specify—frequency provided. performance Freguency Egdgdgpgy 1. Total dollar or unit sales [:7 [:7 2. Particular products sales [:7 [:7 3. Sales to each account ,[:7 [:7 4. Sales to selected accounts [:7 [:7 5. *Margins on [:7 [:7 (please Specify) If other, please Specify and eXplain fully (using reverse side if necessary): 6. [:7 [j 7. U [7 8. £7 E 9. £7 E 27. If reports (see preceding question) pro- Please Specify by number or write ALL: vided to salesmen, which ones compiled , , , , , , , and produced from your general office? , , , , , , , 28. Did you use EDP (computer) production for any of these reports to salesmen? yes[:7 no[:7 yes[:7 no[:7 lease consider "margins" for this usage to include actual maggins or profits, or ransfer-price, calculated or assumed margins, gross or net, Please define "district" as the administrative unit comprised of salesmen and the first echelon manager. .— 1956 period 29. Did you use formal evaluation interviews between the salesman and his supervisor (i.e., at regular intervals and with use yes[:7 no[:7 of printed company *forms)? 30. If "no" to preceding question did you use informal evaluation interviews (i.e., without company yes[:7 no[:7 forms even if at regular intervals)? If ”yes" to either of the preceding questions: 31. What was the frequency of such evalua- tion interviews? 32. What did you consider the three most important criteria or subjects of evaluation included in these interviews? With regard to compensation 33. 34. Present yeSU yeSU no[:7 no[:7 Please Specify quarterly, annually, etc. Please list in order of importance (using reverse Side to eXplain clearly if necessary): Regarding the total number of full—time pharmaceutical salesmen employed by your company, please estimate as accurately as possible the following information: What amount of money did the average -man in the highest paid 10% of the sales force earn during the year? ‘What amount of money did the average “man in the lowest paid 10% Of the sales force earn during the year? What was the average amount earned per man for the total sales force during the year? Are any of your salesmen members of a union? 35. If yes, approximately what percent? 1956 yes[:7 no[:7 % 36. Also if yes, what, in your opinion, was the reason for salesmen joining the union? (use reverse side if necessary) yeSU no[:7 % *Please supply a COpy of each form identified by date and frequency. Thank you . 1956 period 37..Are salesmen eXpected to perform a Specified number of calls per man 38. ._ per week? .Are automobiles used for travel? no[:7 no[:7 yeSU yeSU (If not, go directly to question 47) 39. 40. 41. 42. 43. 44. If yes, have your policies* regarding purchase, use and reim- bursement changed from the last period? Please check as to whether automobiles are: . Company owned purchased and owned by salesman leased . other (please describe) DuOU‘lD If purchased and owned by salesman, did your company assist him in purchasing the car? yes[:7 no[:7 If yes, please describe how the company assisted in purchase: If automobiles are privately owned by the salesman, how are the salesmen compensated for the use Of their auto? (check those which apply) a flat allowance per mile b. flat amount per month c. combination amount per month plus allowance per mile. d. other (please describe) If automobiles are "company owned," "leased," "other," or if the company assists in purchasing a car owned by the salesman, does the salesman have a choice of makes and models to drive? yes[:7 no[:7 Present yes[:7 no[:7 yeSU HOU yeS[:7 n05 YeSU nOL:7 yeSU noU *Please supply a copy of these policies, both those presently in force and those of the pgeceeding period, if available. them and go directly to question 47. If the policies answer questions 40 throggh 46, omit 1956 period Present 45. If yes, what makes and models were available to him? (use reverse side if necessary) 46. How were these choices determined? (For example: ”Men working with the company for more than five years may have their choice of any automobile up to and including a Pontiac Bonne- ville," etc.) (Use reverse side if necessary) Regarding questions 47 through 51: If you have written policies and procedures on compensation, please provide a COpy. If the written statements contain dii of the answers needed in questions 47 through'54, omit and go directly to question 55. ‘ 447. Regarding your present compensation program, please complete the following by placing a check mark in the relevant Square for each group of salesmen in your company. (Under the column headings, if you separate your salesmen into more than two categories of "trainees" and "eXperienced salesmen," please Specify them under the "other" headings and indicate their method of compensation separately. If compensation is Optional with certain salesmen's categories, please state "Optional" in the relevant Squares under that category.) experienced other other salesmen Method Of compensation trainees Salary only Salary plus commission Salary plus bonus Salary, bonus and commission Bonus only Commission only Drawing account with bonus or commission Other (please describe below) 48. Please indicate, by placing a check in the relevant square, the method used in computing the bonus or commission to be paid: IMethod computation train- ees eXperienced salesmen computation re- lated to quota? other other yes no Percent of gross margin Percent of sales Bonus for each prod- uct category New account sales Profitability of sales Other (please describe below) 49. Is the commission or bonus portion of your plan: (check one) a) related to identifiable and direct efforts of individual salesmen? b) pooled and then divided among the men? 50. If pooled, how is the pool divided? a) management judgment only. b) Specific performance factors which are discussed with the salesmen. ‘___c) other (please describe) 51. Did you reimburse for meals and lodging expense? 52. If yes, did you Specify fixed limits per day for meals and/or lodging? 53. Or, if yes, did your salesman have a budget for such expense? 1956 period Present ye8[:7 no[:7 yeSU n01: yes[:7 no[:7 yes[:7 no[:7 yes[:7 no[:7 yes[:7 no[:7 54. Some companies provide items such as pension plans, life insurance, etc., free of charge to salesmen. Others enable salesmen to purchase the items at a reduced rate by Special company arrangement or by sharing the costs of such plans with the salesmen. Please indicate with a checkmark in the apprOpriate squares whether the following items are provided for, or available to the salesmen. If yes, please indicate who pays for the items. Provided for or Paid for by: available through yes no company arrangements: company salesman both* Pension or retire- ment plan HOSpitalization insurance** Insurance for Phygician's fees*** Life insurance Auto insurance Other (please Specify) I? :If both contribute to the eXpense, please indicate the approximate,prOportions of Icontribution by giving the percent paid by the compapy. '*HOSpitalization insurance is defined to mean an insurance policy which covers the patient's costs for rooms, services, and diagnostic and therapeutic facilities while hOSpitalized. An example would be the Blue Cross plan. '**Insurance for physician's fees is defined to mean a policy which covers physician's, surgeon's and Specialist's fees while hospitalized or in emergencies and exceptipg routine Office calls. An example would be the Blue Shield plan. Regardigg ggestions 55 through 80. These questions are in regard to attitudes and Opinions on salesmen's compensation. 'Consequently, they must'be completed by a line sales executive at the,policy level. When completing the following questions, please answer from your own personal point of view, rather than from the company's point of view or as an industry representative. Immediately below each of the following statements you will find five letters, A, B, C, D, & E. Please read the statement and then circle letter "A" if you strongly agree, "B" if you agree, "C" if you are undecided, "D" if you disagree, and "E" if you Strongly disagree. 55..An exPerienced and competent salesman thinks of Opportunity rather than security of income. A B C D E 56. The experienced and competent salesman is not concerned regarding week-to-week or month-to-month fluctuations in earnings, but concentrates on total annual earnings. A B C D E 57. Salesmen as a group are generally less concerned with security of income than are other employee groups. ' ' ' A B C D E 58. The important factor is not security of income, but rather, the salesman's self confidence of his sales ability. If his selfconfidence is high, his concern with security is low and vice versa. A B C D E 59. Our company sales compensation plan is too concerned with security. A B C D E 60. There is some minimum amount of security needed in any sales compensation plan. If this minimum amount is not provided, one finds it very difficult to hire and retain good salesmen. A B C D E 61. Too much security of income will cause poor salesmanship. A B C D E 62. Salesmen in the ethical pharmaceutical field today have too much income security. A B C D E 63. A.good sales compensation plan always provides an incentive to the salesman to earn more money. A B C D E 64. 65. 66. 67. 68. 69. 70. 71. 72. 73. 74. 75. MOney is probably the strongest incentive affecting salesmens' performance. A B C D E One of the major problems in using a commission plan is that it tends to cause salesmen to "oversell" the customers. A B C D E Sales contests tend to undermine the professional attitude toward selling. A B C D E An automobile is an extremely important incentive to salesmen. A B C D E A sales compensation plan should not have a maximum earnings limitation. The salesman Should be able to earn as much as he is able, even if it is more than the sales manager's income. A B C D E There is probably too much emphasis on incentives today; either a man is an interested and effective salesman or he isn't, and incentives won't change his behavior very much. A B C D E Group incentives such as a bonus pool Or Shared commissions are more mean- ingful to the company because selling is a team effort. A B C D E Contests, prOperly designed and operated, are more effective as an incentive than are commission or bonus plans. A B C D E Non monetary incentives such as free trips to Eur0pe, outstanding salesman of the year awards, etc., tend to be more important to salesmen than cash incentives. A B C D E ‘What a manager considers as being a fair and equitable compensation plan is often different from what a salesman considers as fair and equitable. A B C D E To be fair, a compensation plan should provide a salesman with earnings ‘which are at least equal to the average earnings of salesmen in his industry. A B C D E iMen of equal productivity should receive equal pay regardless of time with the company. A B C D E 76. 77. 78. 79. 80. .A guaranteed minimum income is fair to the salesman, and a guaranteed 'maximum is fair to the company. A B C D E .A salesman should not be allowed to earn an income which is equal to or greater than his superior, because the salesman does not have managerial reSponsibilitieS to perform. A B C D E A sales compensation plan Should provide additional income for additional investments of the salesman's leisure time in such activities as night school, extra training sessions, Special duties, etc. A B C D E In the final analysis, it is measurable sales results that should deter- mine a man's income, and not years of service, amount of reSponsibility, degrees received in college, or any other basis which is not directly related to sales results. A B C D E Please rank the following criteria in what you feel to be their order of importance regarding an effective compensation plan: ease of administration flexibility to meet changing requirements fairness to company and salesmen . understandable to salesmen incentive to salesman to perform his job requirements . provide security of income to salesman g. eXpense of computation and Operation of plan Other (please Specify): (DO-DUO) l'h . Finally, about,your company: 81. 82. 83. (All data are strictly confidential. The following questions are only for the purpose of classifying data from the questionnaire so that a meaningful analysis can be made.) 1956 1961 Total number of pharmaceutical field salesmen employed and of year? Number of new salesmen hired during year? Number of salesmen leaving a sales job for any reason during the year? Of these approximately what percent a). were promoted or transfered out of salesman job? b). left company voluntarily? c). left company through retirement? d). left company for other reasons (e.g. released, forced to leave due to poor health, etc.)? 84. Number of immediate field supervisors of 85. 86. 88. 90. 92. 94. salesmen, end of year? Total number Of "districts" (a district being defined as the administrative unit comprised of salesmen and the first echelon manager), end of year? What was your salesmen's expense as a per- centage of sales (using the same basis of calculation for each year)? Z 87. If there was a change of percentage in your answer to the above, please comment on the principle causative factor: Z What was your total, direct field SXpense as a percentage of sales (using the same basis of calculation for each year)? Z 89. If there was a change of percentage in your answer to the above, please comment on the principle causative factor: Z Did your company keep records on the total number of pharmaceutical invoice lines? yes[:7 no[:7 91. If yes, what was the total number of pharmaceutical invoice lines? Did your company record the total number Of pharmaceutical orders? yes[:7 no[:7 93. If yes, what were these totals? Approximately how many different pharmaceutical products are sold by your company? yeSU yeSU no[:7 no[:7 95. 97. 98. 99. 100. 101. What is the title of your position with your company? What percent of the total pharmaceutical sales for each year (1956 and 1961) was accounted for by the two major products of that year? Z 96. What percent of the total pharmaceutical sales for 1961 was accounted for by the two major products Of 1956? Total pharmaceutical sales? $ What was your fiscal year pharmaceutical net profit? What was your company's total reported net profit? Please check which of the following methods of distribution are used by your company, and approximately what percent Of the company's total pharmaceutical sales are distributed by each method: Approximate percent (Check) Method of distribution distributed by this method a) Direct to independent retail druggists Z b) Direct to physicians . Z c) Direct to hOSpitals Z d) Direct to chain retail druggists Z e) Through wholesale drug houses Z f) other Z 100 Z Signed (if you wish) Z 79 . July 6, 1962 Office of the Executive Vice President Dear Sir: m Bureau of Marketing Research of the Graduate School of Business Adlinistrstion would like to have the names and titles of your company‘s top sales and marketing managers and of the executive to whom they are responsible. Would you kindly provide a list or these persons, along with the name and title or the person to whom they are responsible? For example: John Jones, General Sales Manager; reports to Jim Smith, Executive Vice President or John Jones, V. P. (Sales), Richard Roe, V. P. (Marketing) report to Jim Smith, Executive Vice President Your attention to this matter is very sincerely appreciated. Very truly yours, Gary A. Marple John H. Vielsnd Research Directors Dr. II. J. E. Crissy Advioor 9591 (a M’ 3:131 Sari asi‘v’ ovi'Int-srj w‘b‘ '30 99122130 :ua 139a as:.-.-..r-rr-:::‘-.'. Item-I? 9.11.11.21.31}: 9.4:: z...- :is'meaefi. amidsiiralrf in mm 01!! ;-:- "(I’Lflqi'E-L . 11,-: 1', To said-id 51:1 sense an“; arr-4'1 :13 5.145 .f OIL-ow {101351;th «is. red: (LC-21w u: o":‘.:.'iv:-:'m:'3 min '1': 12.-:13 3T935££8§I _-_..l.l.$521.m has ash. Q): .eidlanoon has m 5:13 dab; 3:11;: .Efidaffsq seeds in any; 2 arin-t-rq \glbnix my, Enroll :uiquisxr. 10‘s”. E‘sJ-fis-‘ncicgas-r s11 ‘11:! max-2.; ml [.1‘IE‘55L: 9:13 To .1313 ,ddimi‘; mil. ()3 flange: ,-::=-;._~,1:rz.c:v.' sails? IrwIn,-:90 ,cenol. mini. .l"::-:f:-.t1>:'...-'; 911.11! evlrnosxfl 2:. igu::.t:!‘:;-.::".=r‘.~i',- '1'; ,smi tw..:r"-" tinsisii) .‘. .V .asaot. midi. hinting-.19 .4131." al'Ltil'fifiBI.'. Aim?"- uti. s: 3'1:qu . ..E~e:.-".-.I:o:1-::iy_'r._;1: 12.221331113 'g-i-w a1 'ZI'J-J'lLiflT aid: :3 noldzxsds‘a mo! . WWW tin: 1101! o.-.- -.-- --_._._ ”STEIN-3:113? ""‘“ “imam more: tutu dune-SOB mat-1.1.1 .21 .L .11 .10 trash“ 7 July 24 , 1962 ._:..,i. .. .. ..._ I WdWIy need to mention the importance of the problems of the ethicel eelee force. the: of them hove never benefited from cereful, in- dependent reeearch. The ei- of our research is to treasure variations in practices, trends end was of none-ent in term of the detailing saloon-n .... and. in m in. clue“ of corporate ouceeee, euoh on grant. You night elk: why is this a survey of the ethical sales force? We believe Eb ethical eelee force repreeenee one of the pin-eel: forms of modern “at” d in of see: importance to corporate We. to only need is your execution of the quootionneire. As you well know e 100% response from consenting firms is important. A certificetion of this research is enclosed with the questionnaire. A. e participant you will receive an advance copy of the survey ro- eulte. lb ere oeroetu you will find this velueble. It to poeeible the: this research mey nuke discoveries or interpre- tetioue o! significance to We. We will telephone you for on appointment to visit you to execute the "ottoman. i We thenk you eincerely for your cooperation. Very truly yours, 65y A. Merplo John H. WW “MI Reeeerch Director-e Wire (.3 cepiee) hm envelope Dr. W. J. I. fliny Advieor . ; . ,. , . -. .. .7 ,5 ~h...','.l 4'. 3‘ v :x . _ .‘z- . .i . ‘ ,~. , . .«bL‘m n- . . .-' . 0 L215. 5!“ . . . _ . . _ ‘ . csmxemsnee _,. . '. '.- . _‘: L - . . , _.-.~.; ‘. :9 .3519 10138191114: '. : .2: 3.23:: no! . :.- . 'eiziso ed: eve; ~.,~, ‘ . , - .y .. :» wk; 1 3:. 2:: guilimz - ' . v ‘d-JIJ-fl e I . u ‘_ . l _ : a' '- s I 1': .a 2. t u . ‘ .. 1 Eff...- J'a 3. - . I " 3:2}? firm}! it: Lieu." : .. .2 -:r. i-l'.’ 1.1- .. . . . 0. ..,_ .. .~-.'.:l."4L'.L..- ...: . - . ‘ . .1 '. 21;: 5%! .,. wagon-flow: .-....'. a: 5.) u.ta:.-:.elasw; . r. flame awash" L I _. July 24, 1962 be» ~- Ha m1, need to mention the ifipUTC&RCG of the problems of the ethical sales force. Most of them have never benefited from careful, in- dependent research. The sin at our research is to measure variations in practices, trends sod “selects. er met in terms of the detailing uleeman end, in cutout!“ with eriterie of corporate success, such as growth. lee elite ask! ehy is thise esurvey of the ethical Isles force? we believe“ «noel sales force represents one of the purest tom of modern sellis; end is of great importance to oorporete success. The only need is your execution of the questionnaire. l~AI you well know a 100% response from cooperating firms is important. A certification of this research is enclosed with the questionnsire. As a participant you will receive an advance copy of the survey re- sults. We are «resin you will find this valuehle. It is possible that this research may nske discoveries or interpreta- tions of significance to managements. We thank you sincerely for your c00perstion which we hope will be prompt. Very truly yours, Gary A. Mhrple John I. Wielsnd Attach-sets: Research Directors Questionnaire (3 copies) Isturn envelope Dr. W. J. B. Crissy Advisor n', ‘ I . ‘ . 'r's . .. . . 115-VI.- . ., . ' v-w'r they-'9 ... .u _.- . 4 :lrwoaez mates-.5- :.'-.-.."-53-.' 212.. ‘c tie a!!! ‘a:..-;.:'.".- "my: Lu tautfitiszfio". ‘- ' . .-. 22.-2.. .1331 notatisawo; .z ‘ -..‘. : r-.-. ‘Idgfm 'JOY ; . s-afl find-ms ed: 9w“ *- -_. ..-a PI. .-..: gut-5.. .. '-e. .'1 i n'i. -...-:.J'$'.:«’. : . -: iu:'-;:.i;"1"i.ug n 82‘ . . P‘ ‘- .- ‘ . .e .. d"... :m .t :an;‘-‘111".‘:‘-I'-.- .' i ~ '- 1'- .f- - . .i' asunolfieeve: u _'-'.9'\.-‘!IO n'mdufi uhguu 6; 1552 Aeeueio dqssgcvewrote to youstout our re‘eearche‘n noiseless-”mt problees“ encountered by firms in the ~ W1 inborn. «ilk-llees.eeep1eted questionneires have heen‘returned. ”I.“ b he; then. Aeyou m, responses can be anonymus. 5 he oth. bed. you sey have the questionnaire well sion: «and esseletien betas yet hen not transmitted it. 12.. he theme. the earlier file has been misleidm the d. . t We csnnot too hopefully express our request for your ‘ partieieeeien in this resell-.oh “ "’ we sincerely thsnL you for your interest. Very truly yours , ‘ Gory A. fierple John 11. Hielsnd ' Research Directors Attechments: Copy, letter of July 25, 1362 Questionnsire (3 cepies) Return envelope Dr. H. J. E..Grissy -:. t " .:.. ‘. jfl‘u'ih :— " s .. 3;, -' :-..- Lea 1:93qu ;, ‘. ..-‘.-L_- “5., Jami-138k, 4;; :-- wag-cult: m grim? ad 1w. “no: no. _~ .3»: 3511.19 ads :0 \. H . . .., .. . Jun-L’s:- -- '.-.J . s-ui-ii li-fii .- .3 . :."- .ahi -: :'.' -..IJ‘;"..‘-'J-“. - a-:. S l L113 5'! August 17, 1962 M..— If you have any questions or any problems about the research into sales management regarding which we have written to you, we hope you will be in touch with us immediately by phone or nail. Only as few queetionnsires have not been returned. Our questionnaire permitted anomity as you know. Thus, it may be thst your response has been received here. In this event, please excuse this additional contact. Preliminary tabulations and analyses indicate that there should be a. considerable amount of information of value to sales management operations. Hovever, m1 validity of the findings rests on a full return of the questionnaires. If you have not responded but intend to do so--which we do strongly urge-we hope we can benefit from your early reply. We thank you sincerely. Very truly yours, Gary A. Marple John H. Wieland Research Directors «:1? :-‘o”.'.’:-. no? "7 n. v.- .I... . . s‘litu. . menu-é :r': a" H alrfl ”éfii ”(3.33“..ij . ’ 3:3. ’r 3 “5.!er tam 3.." ,,:;-.:--;'.u rm. .; ”5;; o'x-‘z-smo}:.uos—~ ' e- : '. .u- .;::--'. 'mnv. #34:. .-...-' .-.‘i «81mm 98.53%: limit: brat. ~v"'-'J.i:2’ -';;‘.~L ix; .-.-.'se of the research is to relate sales policy and practice to criteria Of’ ESIJxlceSS of firms, sales being used as this criteria. The dates used fVDIT lineasurement of change were year ends of 1956 and of l96l for statisti— Ca:L. élata and 1956 and l962 (the 'present”) for policies and practices. The percentages of responding firms (21 firms) for which sales 8113‘3L63)©ssib1e with regard to the foregoing: 1) firms with initially smaller sales forces produced higher sales gains, and vice versa; 2) firms with shorter, specialty product lines produced higher sales gains, and vice versa; 3) firms with high and/or increasing concentration of sales in few products produced higher sales gains, and vice versa. These observations are not necessarily surprising. They may reflect (a) results from initial relative lack of market coverage or penetration, (b) results from unique product development on which marketing and sales management capitalizes, (c) results from.combinations of causes. —1q -5... l7- Sales Forces Twenty seven firms responded with data on size of their sales iIC>:r‘<:es. The respondents constitute a spectrum of sales force size from 6555 130 918 field salesmen in 1956 and from 85 to 1,038 field salesmen in :LE;>ESJ_. The following table analyzes the size of sales force and change C>:f? Size of sales force among the 21 sales indexed firms. The data is ‘t32Y39ical of the 27 responding firms. This has the value of (1) further <3~Eifiscribing the sample, (2) revealing the sizes of firms, (3) permitting C3<>111parisons of change of sales forces with change of sales. The data of this table shows the wide range in sales force E3ize (thus, probably roughly the range in gross domestic ethical drug Esales of firms); the greater erraticness of sales force change and of Sailes success among smaller firms; a general tendency for sales to rise Tmare than sales force size and more for smaller than for larger firms; Some reductions of sales force; and probable wide differences of pro— ductivity (sales) per salesman. Grouped Sizes of # of Index of Sales Force Size Index of Sales Sales Force: # of Firms (1956 = 100) {1956 = 100) Field Salesmen l956 Range of Index, Mean Range of Index, Mean Index, 1961 Index, 1961 1961 65 _ 180 9 90 m 469 196 92 _ 500 216 2A7 - M32 6 7o _ 142 115 95 1 200 139 590 - 918 6 108 _ 136 119 103 w 171 13A 21 Means are unweighted An additional calculation will be significant. This is to de— flate the sales indexes of firms as analyzed in quartiles on page four, above, by the paired change of size of the sales force of the identical firm- This permits an index of productivity per salesman which is a vital factor in effective, profitable marketing. Beyond strengthening the analysis of preceding tables the follow- ing table verifies the possibility of wide differences in productivity (Sales) per salesman. Some firms in this period greatly increased sales per salesman, others seriously declined. \ (1956 = 100) Sales Index Sales Index Sales Force Size Index Gain (or Loss) of QLlartile Productivity per x Salesman \ Range Mean Range Mean Range Mean Fir-st 200—50d 301+ lul-mli69 250A 313100 53.6 Second l50wl'7l 157 109-146 1258 lit-59 31.2 Third 125—1119 136 111—180 1322 (52)m38 3.8 Fourth 92-103 102 70~-118 102 .u {23 1-28 ( 0A) \ Me all s are unwe ight ed. (_ ) indicates loss -7- VII. Selected Inferences and Data Pertaining to Policies and Practices Affecting Marketing Performance of Field Salesmen A. Control of Salesmen 1. Control of salesman’s time and routing Specific control of the experienced salesman's time and ITCDIJfising has increased. This is now the common policy among firms. By 'blleajgr own statements 13 firms of 28 (h6%) believed they practiced this C3C>Ilizrol in 1956 compared to 21 firms (75%) in 1962. The reference is, to (111C>1:e from the questionnaire, "specific efforts to control (other than tl'lilr'ough generalized training, general meetings, or generalized supervision) 11<3VV' the experienced salesman spends, or routes, his time." However, it is beéginning to appear significantly in the analysis that control, in this SEBIlsse, is less practiced by firms of higher sales index. 2. Specification of number of calls per week The percent of firms practicing specification of calls _tC> TDe made by salesmen remains constant in 1962 from 1956 at about 75%. There appears to be a greater tendency not to lay down a call specification 19€xr~ day or per week among firms of higher sales index. 3. Supervisor's contact frequency with field salesmen Steppedmup frequency of contact of supervisors with ex— peal"ienced salesmen is reported by 25 of 28 firms in comparison of 1962 with 1956 . ll. Ratio of salesmen per supervisor Among the 21 sales indexed firms the median number of sales- men per supervisor at the year end of 1961 was ll.6 whereas at the year end of 1956 the figure was 13.2. For 196l the range reached from 6.8 salesmen I>€BJT supervisor to 17.6. Obviously, this range represents widely divergent managerial costs. 80% of firms lowered the ratio of salesmen to supervisor in the period 1956 - 1961. Eight out of the highest 10 and 10 out of the highest 13 Sales index firms had salesman—supervisor ratios equal to or less than the median for 21 firms. That is to say, firms with high numbers of salesmen to supervisors were more heavily represented among firms with low sales in— dexes. Tne causes and effects, of course, of supervisory ratios are nlnnerous . B. Selection of Salesmen 1. Minimum and desired quantity of education of inexperienced salesmen There is an upward shift of the educational minimum for j‘Ilexperienced salesmen, but it is slight. Of 28 firms l3 (h6%) now have 8‘ fULLl college education. as a minimum among new, inexperienced salesmen. The desire for a full college education from new, inex— pel‘ienced salesmen in contrast with the minimum of actual hiring is 100% a‘InOng firms . 2. Type of desired education In 1956 the desires of firms for educational types among -9- ineacperienced salesmen were — 50% pharmacy training, 47% bio—science train~ ing - There was then no indicated desire for business administration train- ing . Three types of change occurred by 1962; decrease of phar- macy preference to 22%; increase of business administration preference to 16%; increase of "no preference" and liberal arts preference, combined, to 20%. Bio—science held close to its previous percentage of preference. Underlying this shift there may be two phenomena which "by inference appear as well in other places in the analysis of this survey: increased confidence of firms in their capacity to train salesmen in product and technical matters; increased confidence of firms in their ability to S ele ct man—types . C. Job Description No firm reports use of a separate, formal job description fOI‘ inexperienced salesmen. This may be an oversight by firms. The use of formal, written job description for the field Se-:Lesman doubled in 1962 over l956 becoming 78% of firms. Threewfourths of firms using a formal salesman job description revised it between 1956 and 1962. Observation of revisions of job description. indicates the possibility of an emerging tendency toward a more operative and directive description in terms of emlicit territorial responsibility and of end-result, less of a bellzswioral and generalized nature. D. Job Evaluation Evaluation of the job performance of salesmen is of two dis- tinet types and purposes: for compensation review and determination; for A -10- t1rezjjning and for explicit self—improvement and supervisory guidance. Some ffiifruns do not make this proper distinction. An analysis of the criteria stated by firms for evaluation of tlieejxr salesmen for compensation shows change away from total sales to more Cij_ssczrete criteria of evaluation. In the survey firms were asked to assign EL Iratnking among their multiple criteria of evaluation for compensation. The 1?C>ILLLowing table analyzes the reported top-ranked criteria. %ranked Criteria Used by Firms lglfifigluating Salesmen for Compensation (21 sales indexed firms) 1956 1962 1—) Evaluation by total sales or quota 2 ) Evaluation by sales of particular products or quotas Subjective evaluation: ‘3 ) roduction, such as 'coverage of MD lists," "progress in area,” "organization and planning” 1 \ 1+ ) By behavioral measures, such as "ability," ”willingness," ll ll ”cooperation, motivation," 'potential” 3 3 High sales index firms are distinguishable by greater use of nKD3Te discrete criteria for evaluation. Evaluation of salesmen for purposes of training, self-develop— nkallt and guidance has become more rigorous and formal between the salesman -11- and his swervisor. 35% of firms reported use of formal evaluation meth- ods between supervisor and salesman in 1956, some firms saying these then were more "lip service" procedures than otherwise. In 1962 almost 80% of firms use formal procedures. The tendency is to shorten the interval be- tWeen formal evaluations. The use of quarterly frequency is increasing. Orle firm has a longer interval than annual. One firm has discontinued formal evaluation consultations ”except when necessary." E. Structured Information Procedures (Reports) 1. Reports from salesmen In the period l956—l962 most firms made changes in reports re quired from salesmen toward simplification of method and/or of content, and in the direction of more discriminative content. Change has been facilitated in part by almost universal adoption of IBM tabulation and by Some usage of EDP (electronic data—computer-processing). Some change has been made from the daily dispatch of the saSLesman’s report to weekly frequency. Only 40% of high sales index firms re<111.1re daily report whereas 90% of lower sales index firms have this re~ qui rement . 2. Reports to salesmen Significant change occurs in I962 versus 1956 toward report of Sales of particular products and of sales to particular accounts. Little change occurs in frequency of reports. Major change occurs in reduction of -12- tale: izifme lag of availability of reports. In 1962 the time lag averages one— 115‘3—1? 'the lag of 1956. Summaries of detail activity are increasingly provided -t<3 ESalesmen rather than prepared by salesmen. F. Authority in Salesmen to Utilize Specialist Assistance Inquiry was made in the survey as to authority in the sales- Iniill, subject to channels, to call on specialist assistance of technical, In-Eil-Et'ket analysis, or promotional nature. Existence of this authority and Infiimod of assistance was nominal in 1956. It is more than doubled in 1962. 3:13 nmy'be inferred that h0% of firms utilize some of this structure of au- 1Sl'lority and method. An interest of firms in the value of this procedure is al- Inest unanimous according to their statements. G. Training In this connection it is well to reproduce this item.from 'the questionnaire: ”What training, formal or informal, for experienced Salesmen was used in addition 32 training in products, face-to-face sales~ manship, deals, execution of reports, advertising?" No such training was reported for 1956. For 1962 it is interpreted that nine firms had some training beyond the exclusion of the question. Increased training occurs pertaining to medical knowledge and in public speaking but both are inter- preted in the analysis as within the exclusion of the question. The purpose of the question is to be sensitive to managerial- —l3— type training for salesmen which is interpreted to stress planning, organiz- ing, execution, control, and evaluation — the functions of managers in dy- namic, adaptive circumstances. The nine above mentioned firms tend to be among those of higher sales index. H. Look upon Salesman as a Manager The term "manager” often is loosely used in the practical affairs of business. The meaning varies among men and among firms. Yet in practice as in theory it is the operating philosophy and method of men and of organizations that make men managers or their positions managerial. A man- ager is a concept before it is a fact. Allowing the definition of a manager to be unspecified it was of interest to procure in the survey from firms in their own terms their stated concept of their salesman. Out of 28 firms 24 say that in some ways they consider their salesman to be a manager in 1962. There are 19 firms which say they would have described their salesman in some ways as a manager in 1956. Thus, there has been an expansion of this concept. Some responses are social rather than operative. One firm frankly uses the managerial term, in an unofficial or sales promotion—type context, as an offset to the asserted problem of status attached to such terms as salesman or detail man. Another firm strongly opposes any ameliora— tion of the salesman title. Two firms rule out the managerial concept for their salesman with such thoughts as "we do not wish to dilute the_primary responsibility" —lh— or "we conceive of a manager as one who is responsible for people." _Two firms self—identify their concept of their salesman to be "more managerial in 1962" than earlier. Other firms apply the managerial thought to their salesman in such generalized, ambiguous terms as'he manages his territory for maximum profitable sales," or "he manages his territory as if it is his own business within company policy." Most respondents admit that their ' No firm ap- managerial reference to their salesman is in a "loose sense.‘ pears explicitly to emphasize the managerial concept. One firm with candor expresses itself: "the salesman is not a manager; he does what he is told." Turning attention to the 21 sales indexed firms and to a widely accepted, definitive concept of a manager is instructive. This de- fines management as that activity which consists of planning, organizing, executing, controlling and evaluating among alternative courses of action directed toward economic results. Within this definition loosely from an analysis of the responses and facts from the survey it is emerging that approximately in a dozen firms the salesman may be considered to act to an extent managerially in his assigned market. Most of these firms are among those of high sales index. I. Compensation Compensation of the sales force is not a problem of the research of this author. It is specific to the subject of my research associate who also will report to cooperating firms. Compensation of the salesman is a topic of such vital interest to sales management, however, that to omit -15- reference to it entirely will leave a significant void in this report. A partial analysis follows. Respondents to this survey reported their method of compensa- tion of salesman. They reported the amount of compensation in three data: the average of the highest compensated 10% of the sales force; the average of all field salesmen; the average of the lowest compensated 10%. 1. Compensation method Of the 21 sales indexed firms seven report use of commission plans (with or without bonus), 11 report use of bonus but not commission plans, three report payment of salary only. Analysis indicates that com- mission plans tend to be concentrated among high sales index firms. 2. Compensation amount The table on the following page presents ranges and averages of annual compensation of salesmen by the three data. The analysis is by quartiles of sales indexed firms. Correlation approaches zero except that increase of compensation 1956 — 1962 tends to ascend with higher sales index. o.ea o.ea 0.0a am: am. mm- owm.w owm.s omm.m ooo.aa- oow.wu ooe.s- m m m oom.s oom.m oom.s : spe mm- mm- mm- ooo.mai ooe.m- 006.»- m.ma m.ma o.mm on s m omw.aa 00m.w 00m.m oom.m ooo.w ooo.m : mam Om- om- em- ooo.mai oow.wr ,oom.s- m.sm m.mm o.am a me me omo.an omo.m 0mm.m oos.oa oom.m ooa.m : saw see- same smm- ooe.ma- 00m.w- ooo.m- em.wm sw.ma sw.ma so sma so owm.oes owm.ss oss.ma 00m.ww cosmos com-mm oaapsmsa was son smooe no sea son Hosea so sea son Hmsoe to sea son ethos so sea mates to swam mo wmmao>< :04 to sway Ho ommhob< :04 to swam to owmnm>< 30a to ewe: no wwwuo>¢ son to rxowsfl mmamm wwmuo>¢ ommam>< ommht>< 0mm9m>< mmmao>< twmno>< twent>¢ mmms0>< to waflphdnd twoso>< wmwpo>< not: toyewflosob rmsmm smoz.eopewflmzsb owsom mmma Eopw swfimoamm mo coaammsoasoo mo mmdtgoSH s sonummsomsoo Hmssd< Hmma APPENDIX C MEMORANDUM REGARDING SELECTED EXTRANEOUS VARIABLES There are powerful variables operative on the suc- cess of firms which are outside the research problem of this thesis. It should be unnecessary to enumerate these variables. It may be said, based on the informal content of the survey interviews of this research, that some members of the ethical drug industry consider three variables to have been strongly related to the relative success of firms in the period of this research (l956-6I). These are size of firm, length of product line, and product research and development. Data possibly permitting inferences relating to these variables were gathered in ancillary portions of the survey questionnaire. The following discussion will be brief and will relate to the sales indexed sample of firms. airs-critical. There is opinion in the ethical pharmaceutical industry that the researched period has been one wherein the smaller firm has been more successful than the larger firm. This is a testable hypothesis. I84 j‘l I85 For reasons which have been amply discussed else- where (relating to the non-public nature of most members of this industry, and thus, of the research sample), abso- lute data regarding size of sales, profits, and assets are not available. The research procured data reporting abso- lute sizes of sales forces. Sizes of sales forces, for various reasons, can be but approximations of sizes of firms. Yet they are useful approximations. Because to present an array of sizes of sales forces in the usual manner of quartiles would be inade- quately descriptive, Table C-l uses arbitrary, homogeneous, frequency groupings. The table will be permitted to be self-explanatory, except to point out that smaller sales forces are observed to tend to grow more rapidly than larger ones. TABLE C-l.--Sizes of sales forces of 2l sales indexed firms: I956 and l96l . Number of Field Salesmen % of Change GV;UP #OOFGF'rmS I956 l96l of Means, 'n roup Range Mean Range Mean 1956-1961 I 6 65-l05 84 85-375 l7l IOH 2 3 l45-l80 I62 236-325 270 67 3 6 267-632 3l9 2lfl-680 366 IS 4 6 590-918 76h 750-l038 901 I I8 Means are unweighted. I86 In order to proceed immediately to a test of sta- tistical significance of relation between size of sales force and sales success Table C-2 presents a 2 x 2 contin- gency table from which an appropriate probability calcula- tion may be made. Appropriately by the Fisher Exact Probability Test, relative size of sales force in this sample is found not to be related with confidence to suc- cess of firms at the .05 level of statistical significance.1 TABLE C-2.--Average sales force size (I956-l96l) (Greater or less than median sales force size) Greater Size Less Size Sales Index Greater 4 6 iGreater or success less than median sales Less index.) success 6 h 20 2 || Length of Product Line A frequent statement to this researcher from respondent firms during interviews was that ethical phar- maceutical manufacturers with narrow, specialized product lines enjoyed greater sales success than ”broad line houses.” This hypothesis is testable. The median number of products in the lines of firms in I962 of the sales indexed sample is 60. It is lSiegel, pp. 96-104, 110, 157. l87 possible immediately to construct a 2 x 2 contingency table (Table C-3) expressing the dichotomies of greater or less than median length of product line and greater or less than median sales success. TABLE C-3.--Len th of roduct lines, _9_‘_9__62_.L____ (Longer or shorter than median product line) Longer Shorter Sales Index Greater 2 7 (Greater or success I less than . median sales Less 7 3 index.) success N = I9 Tested appropriately by the Fisher Exact Probability method at the .05 level of statistical significance it is found that there is lack of statistical confidence in the hypothesized relation of shorter, specialty product lines with sales success of firms for this sample. Product Rggearch and Developmgflp Successful research and development, and thus the availability of significant new products, is a variable which is powerfully determinative of the success of firms. The ethical pharmaceutical manufacturing industry is notable for its high level of product research and of new product innovation. I88 Neither data in dollars, nor other quantitative data for presumed direct measurement of research by indi- vidual firms is available from this study.I There is no known source for this data. In this study a plausible assumption, however, was made. This is that a relatively high proportion of sales reported by a firm for its two largest selling products is a justifiable inference (under the high-level research conditions of the ethical drug industry) of difference of product research. The range of concentration of sales in two leading products was reported (I956 and l96l) by firms as 7% to 89%. Comparing firms in the sales indexed sample (l96l against l956)-- 9 increased, I remained unchanged, ll fell, in proportion of sales in two leading products. The mean (unweighted) percentage of sales concentration for the sales indexed sample was 39.2% in I956 and 38.2% in l96l. Table C-h describes the concentration of sales for sales indexed firms. It is apparent that concentration increases in the upper quartiles of the sales indexed firms. 1In the pre-test questionnaire interviews it was determined that such confidential data would not be forth- coming. 189 TABLE C-4.--Percentage of sales in two leading products, 1956 and l96l Percent of Sales in Two Leading Products Sales Indexed Quartiles of I956 I96] Firms Range Mean Range Mean (all data are percentages) First quartile (highest) 26-89 47 33-69 #8 Second quartile 7-60 45 20-5h 39 Third quartile l3-65 33 ll-SA 33 Fourth quartile 25-57 33 l2-h0 32 Means are unweighted. With adoption appropriately of the same methodology of test that has been used for other hypotheses in this study, Table C-S is a 2 x 2 contingency table dichotomizing firms by product sales concentration and by sales index. TABLE C-5.--Average proportion of sales in two leading prod; ucts, l956-l96l (More or less proportion of sales than median firm) More Less Sales Success Greater 7 3 _n ex success IGreater or less than median Less 3 7 sales index.) success N = 20 By the Fisher Exact Probgbility Test, proportion of sales in two leading products (an inferred result of difference I90 of research productivity) is not related with confidence to relative success of firms at the .05 level of statis- tical confidence for this sample. Comparative Summary of Tests of Maior Hypothesis gpd of Hypotheses of Extrgpeous Variables Subject to the limitations of the methodologies and assumptions which have been theoretically justified, consideration has been given in this study to several hypotheses, related to the sales indexed success of firms of the sample, as follows: I. Hypothesis of the field salesman as manager 2. Hypothesis of the size of firm 3. Hypothesis of the length of product line #. Hypothesis of product research These have appropriately been tested by the Fisher Exact Probability Test. Only the first of these hypotheses has been confirmed (P‘<.05). In view of these results, this question may be asked--and then left unanswered: Could it be that this study has shown that “management” variables in firms (specifically exgmpled in this study by the concept of the field salesman) are the determinate independent variable in the success of firms? APPENDIX D TABLES OF ADDITIONAL INFORMATION FROM THE STUDY I92 TABLE l.--|n hiring an inexperienced salesman, what did you consider the minimum educational requirement? ‘ I956 I962 # % # % _TOtal Sample Less than college I+ ll+ 2 Part college Hi 50 l3 I+6 C0] lege graduate E 36 I3 LI6 N (D O O N 00 O O ‘331 es Indexed Sample Above med i an: Less than college 3 30 l l0 Part college 6 60 6 60 Col lege graduate _l_ fl __3 30 O O O O O 0 Below median: Less than college - Part college i. 40 L. lio College graduate __6 _69 __6 _§_q l0 IOO l0 IOO I93 TABLE 2. --In hiring an inexperienced salesman, what edu- cation leve did you consider desirablg? I956 I962 # % # % College graduate 28 IOO 28 IOO What education type did you consider desirable? Total Sample Pharmacy l7 4l ll 22 Science (incl. pre-med.) I9 46 23 44 Business Administration 2 5 8 l5 Liberal Arts 2 5 5 l0 Immaterial _l 2 _5 IO 4l* IOO 52* l00 Sales Indexed Sample Above median: Pharmacy 4 27 3 18 Science (incl. pre-med.) 8 53 8 47 Business Administration l 7 l 6 Liberal Arts I 7 l 6 Immaterial _l 7 _4 24 IS* IOO I7* IOO Below median: Pharmacy 6 40 6 32 Science (incl. pre-med.) 7 47 8 42 Business Administration l 7 4 2l Liberal Arts l 7 I 5 Immaterial ;; -- :L -- l5* IOO I9* I00 *Adds to more than number of respondents because of multiple responses. 4T7 I94 TABLE 3.--Did you use a separate written job description* for inexperienced salesmen? Did you use any written job description* for salesmen? I956 l962 # % # % Total Sample Do not use separate written job descrip- tion for inexperienced salesmen 28 I00 28 I00 Use written job description for salesmen I3 46 2l 75 Do not use for salesmen 15 54 _Z 25 28 I00 28 IOO Sales Indexed Sample Above median: Use written job description 5 50 6 60 Do not use _5 _59 _3 _49 I0 I00 l0 IOO Below median: Use written job description 7 70 IO IOO Do not use _§_ _ép :; _;; l0 IOO IO IOO *Define ”job description” as a written analysis, made available to all concerned, of a sales position encompassing the purposes, objective, duties, respon- sibilities, methods, and/or authorities of the position. \‘j I95 TABLE 4.--Did you use a written job description for the field salesman's supervisor? I956 I962 # % # % Total Sample Yes I4 50 22 79 No n __52 _6 m 28 I00 28 IOO Sales Indexed Sample Above median: Yes 5 50 7 70 N0 _5 50 _3 30 IO IOO IO IOO Below median: Yes 6 60 9 90 No _5 E J- JR IO IOO l0 I00 I96 TABLE 5.--Ratios of salesmen per supervisor. Total Sample Range of ratios Median ratio Mean ratio Number of firms decreasing ratio, I956-6i Number of firms increasing ratio, l956-6l Number of reporting firms Sales Indexed Sample Above median: Range of ratios Median ratio Mean ratio Number decreasing Number increasing Below median: Range of ratios Median ratio Mean ratio Number decreasing Number increasing ratio, ratio, ratio, ratio, I956-6I l956-6l I956-6] I956-6i I956 l96l 6-3l 9-I8 l4 I2 I5 l2 20 6 26 6-3l 8-I5 I6 I2 I6 I2 8 2 8-28 9-l8 IS I3 I5 I3 9 I I97 TABLE 6.--Was the frequency of personal, field super- visory contact with experienced salesmen up or down from the previous period? l962 \_/§. I956 # % Total Sample Up 25 89 Down -- _- Same _3 ll 28 IOO Sales Indexed Sample Above median: Up l0 IOO Down -- -- Same ;; .2: l0 I00 Below median: Up 8 80 Down -- -- Same _g 20 IO IOO I98 nllLlI-l-llumuumm m J _ _ Neummm_ .omcmco 0c LmnEzz N i- m m Nouomm_ .mcmmmocoop amassz I- a N : Noiomm_ .mc_mmouoc_ LmnE32 m N m_ N_ mN wN mm :m N .cmoz m_-o m--o Nm-o mm-o oe-m- Om-m_ oN-m- om-e~ x .oaemm n:m_pme 3o_om o m m m quomm_ .omcmco 0c LonEJZ _ N N N Nonwmm_ .mcmmmoLoop amassz _ m _ m Nmuomm_ .m:_mmotoc_ LonEJZ N N m o m. m. NN 0N N.cmoz m .o w -o mN:o ONno mm-m mmaN om-oo mmiso & .mmcmm "cm_toE o>on< o_ Ewm poxot:_ mo_mm NN NN NN NN mc_uioawc _quH o_ m m w Nonmmm_ .mmcmzu o: LonEJZ m m m N Nouwmm_ .mc_mmoLuoU LonEaz m o. J N Noummm_ .mc_mmocuc_ Lonsaz m J N_ m N. m_ No mm & .cmoz oN-o m_-o um-o mm-o os-m mm-N om-m_ mm-m~ N .oaemm o_mEmm _muoe Nom_ mmm_ Nom_ 0mm. New. wmm_ Nom— 0mm. lasso ”_s-_aao: aimlessas aeslalasea NcoEmo_Mm 0mm u o c m ooL_mot 30> umcu me_u do co_u:o_aum_u mmmucmoaoa mzu mm; um53-I.N mnm, not provide _2 _99 _§ 60 I0 I00 l0 I00 Sales or potential analysis -- -- I I0 Technical service I I0 4 4O PI‘omotional aid I I0 3 30 Increased company interest 7 70 Ihereased salesman interest 6 60 ¥___ 'IABLE l3.--Continued 205 Below median: Yes, provide No, not provide Sales or potential analysis Technical service Promotional aid Increased company interest Increased salesman interes \ I956 I962 # % # % 3 30 7 70 _7 fl 2 __3_0 I0 I00 lo 100 3 30 4 40 3 30 7 70 3 30 3 30 8 80 t 7 70 -- -- -- -- e - mm m as N as A NN N __ _ N— J es s so 6 am N- -- -- -- -- o_ _ om N No N o: : em N am - em a -- -- -- -- e - o. _ o_ _ __ m o_ _ o_ _ J, : em a em a as em we em a e.- 1- as r em a em m am e- ee 6 as s so a- es s em a am e- s s s s s s cm_poz zo_om cm_poz o>on< o_QEmm poxmpc_ mo_mm o_aEmm _muOP O_Loucm:o _mzccm-_Eom _mscc< "Nom_ .co_um:_m>0 _mELOm mo >ocmsooiu >_Loutm:o _msccmi_Emm _m::c< "omm_ .co_um:_m>o _mELOm mo >ocoaooau Nom_ .w30_>L0uc_ co_um:_m>0 >cm 0m: uoz Nom_ .m30_>Louc_ co_um3_m>o _mEi0mc_ om: Nmm_ .m30_>Louc_ co_um:_m>m _mELOm om: uoz Nom_ .m30_>Louc_ co_um:_m>m _mELOm mm: omm_ .m3o_>Lou:_ co_um:_m>o New om: uoz omm_ .m30_>iouc_ co_um:_m>o _mELOmc_ om: omm_ .m30_>tmuc_ co_um:_m>o _mELON 0m: uoz 0mm. .m30_>aouc_ co_um:_m>o _mELOm om: Nm30_>Louc_ omega :- omps—oc_ co_um3_m>m do muoomnsm Lo m_Lou_Lo ucmuaoae_ ummE ooacu mcu Lop_mcoo 30> p_p umzz Nfim_m>couc_ Lm_:moL an m_ co>o mELOm >cmano uno;u_3 ..o._v m30_>Louc_ co_um:_m>o _mELOmc_ om: 30> o_p .co_umo:U mc_pmoota Ou :0c: m. NNmELOm Newaeoo pouc_td mo 0m: ;u_3 tcm m_m>Louc_ Lm_:moi um ..o._v L0m_>aoa:m m_; pew Cosmo—mm or» cmoZDoo m36_>aouc_ co_um:_m>m _mELOm 0m: 30> t_o--.:_ mnmuouc_ co_um:_m>o roam mo >ocosomLm ecu mm; “0:3 _ _ _ _ N N o_nm_m_mmm_o uoz 00— m 00— m 00— m oo_ m 00. mN oo. mN mucotcoamoi _muoe I:i i_l II II .I II .I 1N ._I II I aft-came m N mono—Zocx uosooL¢ __ _ o_ : ommio>ou moan “mam—a o» oucoio£p< 7, NN N __ _ NN N w— : op:u_uu< O 2 NN N NN N N- m e - >o_-_om ae_-_tm __ _ __ _ NN N __ _ oN m N_ m :mmoumoLa _mcomLom: - - mm m NN N 6N m N- m ae_eem-a ees ucmEommcmE >L0u_ccoh __ _ wN N No 0 a _ NN w_ mucmELOmLoa mo_mm N N N N N N N N N N N N N .oz _ .oz N .oz _ .oz N .oz _ .oz cm_poz 3o_om cm_poz o>on< o_aEmm _Muo» o_QEmm poxopc_ mo_mm m_Lou_ao to:c_u:ooa-.¢_ mnmon< o.aEMm .mqu o.aEmm poxopc_ mo.mw mucmpcoamou mo LonEJZ 0mm. .m».muu:toLa .wm. mo mo.mm N ommoaoop uOc mEu.m mo LonEJZ omm. .MN muoapota .om. mo m0.pm N owmmaooo no.3 met.» to amassz .mm. c. muozpoLa 0mm. .0 mo.mm N 0mmmLooo no: men.» mo LonE32 .mm_ e_ muosooia 6mm. do mo_mm N ommotoop zu.3 mEL.m mo LmnEJZ .00. mo muostoLa mc.pmo. N to .om. c. m0.mm to N cm.toz .om. mo muUJUOEQ mc.pmo. N to .om. c. mo.mm to N to omcmm 0mm. .0 muUJUOLQ mc.pm0. N do .om. c. m3mm .0 N cm.toz 0mm. mo muostota mc.pmm. N do .mm. c. m0.mm mo N do omcmx 0mm. .0 mpozoota mc.pmo. N to 0mm. c. m3mm .0 N cm.poz 0mm. .0 mausooLd mc.omm. N to 0mm. c. mo.mm .o N do omcmm Nomm. do muunpoLd LONmE ozu mcu >n LON poucsooum mm; .om. new wo.Mm .mo_u:mumEsza .man mcu mo ucmuumq “oak Namm> umsu mo mquUOLQ Comma ozu mzu No Low pouczooom mm: ..om. pcm 0mm.. de> some to. mo.mm .mo.u:oomeamsa .mu0u on» mo ucootma um:3II.N. momon< H 0. Emm poxotc. mo.mm 2 m e N. m mN .e mo-mm m_eLI to N uemoz N.-. J.:. mm-. o.-. .Nim oo.-o m0.mm m-Eu.m to N "omcmm em N: Na om mm 00- _oeemro me_ms N J. .. JN m. N. oN .mccmgo mc.m: LonEJZ ch.ucoaou va o.mEmm .muOH Losuo mcm.u.m>;a m.mu_amoz www.mmzto mum.mm:Lo o.mmo.o;3 c.m;o ..muom ucopcoaopc_ .tOLuoE room No tousn.cum.p dim mo.mm .mo.usoumEcmza .muOu m.>cdeou pro to ucmoLoa pox; >.oumE.xodem bcm .NcmoEoo LJON No pom: mam co.u:n.uum.o mo mUOLHoE mc.zo..0m try to co_c3 xooco 0mm0.a--.m. mnm