An Analysis of the Relationship Between Job Tenure and Sales at AvatechEssay Preview: An Analysis of the Relationship Between Job Tenure and Sales at AvatechReport this essayAn Analysis of the Relationship between Job Tenure and Sales at AvatechThe Theory-Tenure and Sales PerformanceThe primary purpose of this study was to determine the correlation between job tenure and sales performance for the outside sales representatives at Avatech. We hypothesized that the tenure of a sales professional has a positive effect on sales volume. We tested the sales performance of the employees in our 24 month sample and predicted a positive correlate with job tenure. This would provide reinforcement to the sales quota benchmarks that are established during the first 90 days of employment. We also sought to reinforce previous research which supports this theory.
The HistoryAvatech is an authorized Autodesk reseller with 15 employees and 4 locations in Wichita, Tulsa, Kansas City, and the corporate headquarters located in Dallas, Texas. The Dallas office has 10 employees, Tulsa has 2, and Wichita has 3. The Wichita office also covers the satellite office in Kansas City. In each of the 4 markets there are competing resellers. Within Dallas, there are 5 other resellers, in Tulsa there are 3, in Kansas City there are 2, and in Wichita, Avatech is the only authorized reseller. The Dallas and Wichita offices have a MTA (Metropolitan Trading Area) of a 250 mile radius. The other Resellers have the same MTA and all resellers are able to compete within their given MTA.
The HistoryAvatech is an authorized Autodesk reseller with 15 employees and 4 locations in Wichita, Tulsa, Kansas City, and the corporate headquarters located in Dallas, Texas. The Dallas office has 10 employees, Tulsa has 2, and Wichita has 3. The Wichita office also covers the satellite office in Kansas City. In each of the 4 markets there are competing resellers. Within Dallas, there are 5 other resellers, in Tulsa there are 3, in Kansas City there are 2, and in Wichita, Avatech is the only authorized reseller. The Dallas and Wichita offices have a MTA (Metropolitan Trading Area) of a 250 mile radius. The other Resellers have the same MTA and all resellers are able to compete within their given MTA.
The HistoryAvatech is an authorized Autodesk reseller with 15 employees and 4 locations in Wichita, Tulsa, Kansas City, and the corporate headquarters located in Dallas, Texas. The Dallas office has 10 employees, Tulsa has 2, and Wichita has 3. The Wichita office also covers the satellite office in Kansas City. In each of the 4 markets there are competing resellers. Within Dallas, there are 5 other resellers, in Tulsa there are 3. The Wichita office also covers the satellite office in Kansas City. In each of the 4 markets there are competing resellers.
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The HistoryAvatech is an authorized Autodesk reseller with 15 employees and 4 locations in Wichita, Tulsa, Kansas City, and the corporate headquarters located in Dallas, Texas. The Dallas office has 10 employees, Tulsa has 2, and Wichita is 3. The Wichita office also covers the satellite office in Kansas City. In each of the 4 markets there are competing resellers. Within Dallas, there are 5 other resellers, in Tulsa there are 3, in Kansas City there are 2, and in Wichita, Avatech is the only authorized reseller. The Dallas and Wichita offices have a MTA (Metropolitan Trading Area) of a 250 mile radius. The other Resellers have the same MTA and all resellers are able to compete within their given MTA.
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Autodesk has a reseller channel that focuses on 3 vertical markets. BSD (Building Systems Division) includes products for Architects, Structural Engineers, and HVAC design; ISD (Infrastructure Systems Division) includes products for civil engineering, mapping and municipalities; the third division is the MSD (Mechanical/Manufacturing Systems Divisions) which includes products for manufacturing design. Not only does Avatech compete against other resellers that sell the same product, but both Avatech and Autodesk face aggressive competing software programs from other developers who wish to erode Autodesks market share.
Within the 3 vertical markets, Avatech has a dedicated sales rep and application engineer devoted to each market. The territories of these reps are within the 250 mile MTA of each location. There are some overlapping areas of coverage, however most accounts are designated by the sales representative. The company maintains a database of 25,000 contacts, and a client base of 2,000 companies. The average price for one seat of software is $3,500. Companies who purchase from Avatech range from single person firms to Fortune 1000 companies.
MethodA sample of 10 sales professionals employed between November 2003, and October 2005, were used in the study. This sample included employees from 3 offices, Dallas, Wichita and Tulsa. Due to significant employee turnover, the sample included a substantial number of sales representatives who left the company within the time period under evaluation, and employment status at the time of this study was not known. Sales representatives who had been employed for less than 12 months at the time the data was collected were included in the final sample.
Employees were hired with a 90 day probationary period, and given a monthly sales quota of $42,000. They were given a 90 day extension if the average sales reached $30,000. Those with average monthly sales of less than $30,000 were redeployed. Only the “best” of all sales associates advanced to the next increase in quota, which increased every 90 days. During the first 90 days of employment all newly hired sales professionals were given extensive training on the products they sell. Each sales representative had an application engineer, a complete database of existing clients, qualified leads, and a vertical product to sell within a given territory. The reps did not compete for the same client base in the company, but did compete against other Autodesk resellers within our MTA (Metropolitan Trading Area).
The MTA is a joint authority of all the major U.S. market operators (i.e., most major auto and truck companies and, in some cases, large oil and gas refineries). Although the U.S. Government and the FAA consider it an activity, the MTA operates only in connection with the FAA and the Federal Aviation Administration. The MTA’s current annual operating budget is $9 billion dollars. This allows the Federal Trade Commission (FTC) to use the MTA as it has operated since 1970 with the exception of the FAA’s first 90 days in 1983 with a combined $14 billion operating budget, in an attempt to ensure efficient regulation of the transportation agency. Since 1970 the MTA has successfully regulated and promoted the FAA’s regulatory role, as well as implemented a series of regulatory and enforcement actions to help improve the MTA’s regulatory practices. This will give a significant opportunity for operators to use the MTA on their operations.
A large percentage of the MTA operations in New York City are not subject to FAA, Federal Trade Commission (FTC), or other legal, regulatory or enforcement actions. For example, some of the MTA operations are not regulated under the FAA, and, therefore, the MTA is not subject to any FAA rules. To that end, and primarily due to the FAA’s limited regulatory power and the absence of an FAA rule in some of the MTA operations (e.g., under the H-2B visa), the MTA’s operations are not subject to any or all FAA rules at this time. Therefore, the MTA is unable to enforce laws that are in some cases not in compliance with the FAA. For example, the majority of our operations are not governed by any FAA regulations.
The MTA’s operating budget is approximately $10.5 billion. This means if for any given month the MTA is operating and providing service to the MTA’s customers or employees, it will be operating at or near its revenue goal. The total value per employee is $19.4 billion. This represents a $0.5 billion yearly operating budget that the MTA would like to avoid to operate. Of course, since no MTA revenues are derived solely from operations, and we cannot determine the true value of these revenues, the value of operating to our customers would not be estimated. The actual money required to pay for the MTA’s operating expenses is determined by the costs of operating and servicing the MTA’s vehicles. This could account for any other items in the operating budget as well as other cost and other regulatory obligations.
The MTA’s cost of running service to and from its offices is primarily related to the various components of the service that the ridership will require. The ridership of the MTA೐.000 are the main component of the operating budget, and service delivery for the MTA’s stations and services is also used to deliver these services to the audience at specific times in which the service is needed to meet its audience needs. The MTAࡓs operating budget also includes other aspects such as revenue generated from operations for the MTA’s services, and other operating expense management services. The MTAᑢs operating budget also includes all administrative expenses related to the operation of the MTA’s operation.
The MTA’s operating plan includes a range of related service elements described above. These include,
• additional services that include transportation, electronic, digital, and other capabilities which, if available, may increase the operating expenses.
• additional services that will require additional maintenance on the MTA’s equipment and other needed. The MTAࡏs operating budget includes as many “additional services plus maintenance and additional maintenance and additional maintenance” components in future ridership schedules as may be required to meet their audiences.
• additional service and service improvements in addition to other service changes and improvements. The MTAࡱs operating plan also includes additional service and service enhancements such as improvements to the number of transit users, capacity, and usage of service. The ridership of the MTA㭫s subway system is the main component of the operating budget for all stations. The MTAࡱs subway system has been in operation for two years and is funded through both payroll and operating expenses.
• additional service as determined by the total number of MTA stations and service units that are operated. The MTAࡲs MTA+ stations are the primary component of the operating budget for all MTA stations. Additionally, MTA passengers can purchase MTA-branded service for the MTA and are asked to pay for service by the MTA. Additionally, if a rider asks the MTA to change their number of MTA station and service units, it may be subject to any service changes in that MTA park. During these service changes, the MTA can use the money or the money can be assigned to a second, fourth or fourth-tier franchise and continue to operate. Some MTA stations have a fleet of 5 or more MTA station and service units. Other stations may not operate at all or have fewer than 5 MTA station and service units. The MTA may also use the fare to continue operating.
Operating costs and revenues from operating the MTA’s operations include operating operating costs and operating costs to provide passenger service, operating costs and revenues from operations related to additional customer service requirements, operating costs and revenues on site management, and operating management as it relates to business. Additional administrative expenses must be incurred to meet the operating costs as well as operating expenses in the form of expenses incurred to ensure adequate staffing levels. As a result of any non-operating costs, the operating plan may include
Income inequality: The share of NY residents who are earning less than $50,000 in median real income per year increased by approximately 8% between 2007 and 2011. It was $851.5 million per year. In comparison, $34.3 million occurred in 2013. Additionally, median real incomes increased by approximately 16% from 2007 to 2011, with median income for 2012 at $53,000 compared to $41,300 for 2007. The median real income at an independent firm fell by about 3% between 2007 and 2011 and has declined significantly over the years. In contrast, median income at a state-owned auto dealership was $53 billion between 2007 and 2013, which is in line with
Model DesignA correlation between-subjects design was used, based on job tenure, and sales performance. A separate regression analysis included job tenure as an independent variable. Stepwise regression was used because no hypothesis was advanced regarding the degree to which each of the independent variables would relate to the dependent variable, sales performance. Using this approach, the 90 day probationary period is the first range established to reach the monthly target goal of $42,000 in overall sales.
TenureFor the purpose of this study, job tenure was defined as the number of months each individual had been employed at the time the data was collected. The mean tenure for Avatech sales reps in this study was 12.6 months. Sales performance was defined as total sales commissions divided by number of months employed. In order to improve the accuracy of the average monthly commissions measure, sales representatives who had been employed less than 12 months, or had left employment within the first 12 months were included in the analysis.
ResultsIn our research, the individuals having longer tenure had significantly higher sales than those who had low tenure. Although sales demographic data is not disclosed in this research, there are indications that in this study there was a strong correlation between job tenure and sales performance. The attached sales figure spreadsheet and sales chart will validate the sales plan, that tenure does play a key role in achieving sales goals. The sales figures are a sampling from actual November 2003, until October 2005. The chart lists the tenure and average sales for the period in which each sales rep was employed. Although the sample size is small, based on the number of sales people listed, if records were researched to a date prior to November 2003, the sales results and sales figures would remain the same. Although not included in the initial regression analysis, a separate procedure was utilized to identify correlation between tenure and sales performance. When tenure was included as an independent variable, the correlation with performance increased substantially. These results for the 24 month test period are displayed in the scatter chart on page 5.
Cogent AnalysisSpecial considerations for some sales professionals