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UWEAR and PALEDENIM -Salespersons Code of Conduct Policy

Situations and Code of Conduct Policy

After the UWEAR and PALEDENIM merger, the newly established business entity will have to operate under a culture that meets the expectations of the employees from the two firms. In that regard, it will be of great essence to develop policies that will act as a guidance to the manner in which business operations of the newly formed firm will be carried out. Upon accompanying Joe Smith, the salesperson from UWEAR, to meet with a client (the Peninsula Hotel chain CEO, Bill Bateman), in respect to the manner in which events unfold in addition to the revelations made by Joe about his relationship with Bill; it is out that there is the need for a salespersons code of conduct policy to be introduced (Plunkett, Allen & Attner, 2013).

With a typical business environment, salespeople are expected to no only observe high integrity standards within every business relationship but also promote, as well as, protect good sales practices. Nonetheless, it is the responsibility of the management of an organization to introduce a salespersons code of conduct that clearly stipulates what that organization considers as good sales practices. By clearly outlining and communicating the salespeople code of conduct, as well as, ethics for selling will greatly help the firm in meeting its ethical selling obligations (Chitale, 2013). Advocating for ethical sales practices is considered to be good for every business entity, as it contributes to the earning of trust, as well as, loyalty of the targeted customers in addition to strengthening the organization's reputation. In general the salesperson's code of conduct policy is a statement of principles that dictate the manner in which the salespersons are expected to operate, make decisions and relate with clients.

Establishing the Policy

Similarly to other sales code of conducts, the UWEAR and PALEDENIM salespersons code of conduct policy should define clearly the desirable, as well as, undesirable selling behaviors. It can be argued that from the revelations made by Joe about the manner in which he relates Bill, it is as though UWEAR was operating without any sales person code of conduct policy (Coppett & Staples, 2004). This is because some of the Joe's behavior such as accepting personal gifts from the company clients, in addition to attending to social events with the client's family are considered as unacceptable of a typical salespersons. Actually, Joe's relationship with Bill has shifted from a business relationship to a personal relationship. In fact, salespersons are expected to avoid indulgence in any kind of practices that can be considered to influence negatively on their integrity to their employing company.

In that perspective, UWEAR and PALEDENIM should have a section within the salespersons code of conduct policy that sternly warns the sales persons against such practices that are mostly considered as unethical within the business environment. Either way, the desirable behaviors of a salesperson should be clearly featured within the sales code of conduct so that it can act as guidance to the sales team on the manner in which to undertake their duties, as well as, responsibilities. Most importantly, the salespersons should be made ware of the essence of not moving their relationships with the clients beyond the salesperson-customer relationship as it will clearly impact negatively on their integrity to their employers (Plunkett, Allen & Attner, 2013).

For purposes of ensuring adherence to the laid out salespersons code of conduct, UWEAR and PALEDENIM should assign the sales team leaders the responsibility of ensuring that each of their team members act as per the stipulated guidelines. Besides, the sales managers should from time to time be following up with the customers with the objective of getting to learn more about their relationships with the firm's salespersons. In addition, the loyal customers should be sensitized about the firm's expectations of the manner in which they should relate with the salespersons and communication channels established within which they can pass information to the management about any unbecoming behaviors of the salespersons that they notice (Coppett & Staples, 2004).

Punitive Measures and Enforcement of Measures

In order to ensure that the salespersons are keen in maintaining good sales practices, it will be of great essence to define the punitive measures that will be taken against those found guilty of violating the sales code of conduct. The punitive measures can range from being send on unpaid suspension to the termination of the salesperson contract without the award of any send-off package (Chitale, 2013). Nonetheless, the salesperson should be assured of fairness in the determination of the nature of punitive measure to be taken on the one who it has been proven beyond reasonable doubt and with all due diligence that he or she has been constantly violating the sales code of conduct.

Governing Structure

Even though most salespersons tend to believe that they should be let to act on their own as long as they are meeting the set sales targets and enabling the firm generate the much needed revenue, they should be sensitized about the input they have in making the firm to become highly reputable. A greater number of customers prefer to work with the firms whose operations are done with great integrity, as well as, transparency. The sort of representing structure that will be proposed is a Board of Directors Committee. The Board of Directors structure for the most part are engaged with the everyday business, despite the fact that they should manage the operational business strategy. At the point when a Board is included, pioneers of the organization regularly acts with uprightness.

References

Chitale, A. K. (2013). Organizational Behavior. Place of Publication not identified: Prentice-Hall of India.

Coppett, J. I., & Staples, W. A. (2004). Professional selling: A relationship management process. Cincinnati: South-Western.

Plunkett, W. R., Allen, G., & Attner, R. F. (2013). Management: Meeting and exceeding customer expectations. Mason, OH : South-Western, Cengage Learning.