on sales in al- futtaim group
TRANSCRIPT
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Business Research
On Sales in Al- Futtaim Group
4/14/2009
Irfan A. Khan
Page 2 of 32
Introduction
Once analyzing the inventory turnover of Al- Futtaim cars
business which is one of the various businesses Al-Futtaim
operates, the result being that it is performing poorly due to
reasons which the Sales Director wanted to investigate in. After
observing the teams of sales people who are involved in
formulating strategies for sales and the sales personal who are
on the floor directly involved with the customers face-to-face
selling, we have come to an understanding to look further in to
the sales area with our extensive research question being - Will
improving sales negotiation skills, sales presentation skills,
sales promotions and job performance will dramatically improve
sales for a organization?
Background of Al - Futtaim
Al-Futtaim Group Company
Al Futtaim group is one of the leading business
organizations in U.A.E; they played a major role in developing
the countries business environment in all most every field. It
all started in 1930s the Al-Futtaim Group initially operated
as a trading enterprise. Rapid development throughout the 1940's
and 50's saw it establish itself regionally as an integrated
commercial, industrial and services organization, positioning
Page 3 of 32
itself one of the leading business houses in the lower Gulf
region. Today, it operates collectively over 40 companies
bearing the Al-Futtaim name, dominates many market segments in
the UAE, and has expanded its sphere of operation to include
Bahrain, Kuwait, Qatar, Oman and Egypt.
The success of the Al-Futtaim Group can be attributed to a
business approach that combines the ability to change with the
traditional values of integrity, service and social
responsibility that define its core business philosophy. This,
linked with the Group’s belief in decentralization, gives the
heads of the operating companies a high degree of functional
independence and authority, providing the Group with essential
flexibility, and individual employees a clearly defined work
culture and sense of responsibility.
The al Futtaim group is divided into 8 operational divisions:
Automotive, Electronics, Retail, Services, Overseas,
Insurance, Industries, Real estate.
The al Futtaim group represents many of the worlds leading
brands, Toyota, Lexus, Honda, Volvo, Chrysler jeep and dodge,
Panasonic, Toshiba, Sanyo, national, aftron, alcatel, Ikea, ace,
marks and Spencer, toys r us, Seiko, Raymond weil, westar,
kolbar and others.
The company employees more than 10,000 workforce, the company
has locations across all the seven emirates. Has business spread
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around the GCC and recently Singapore. The company is looking to
spread globally with plans to joint venture in Pakistan and
other South East Asian countries.
Groundwork Data Gathering
Literature Review
Sales promotions are the highly encouraged way to increase
sales of a company through different promotional methods. It is
one of the most common techniques used by managers to boost
sales during rough times as well as some important events or
dates like Christmas, New Year and Eid. But still there has been
little research done in this matter. “Some of the major
promotion tools used are samples, coupons, rebates, premiums,
contests, prizes, among others. Studies have indicated that
sales promotions are a valuable form of communication within the
larger advertising media (Abraham and Lodish, 1990; Blattberg
and Neslin, 1990; Farris and Quelch, 1987). Despite this, little
research has examined the management of sales promotions by
brand managers from the communicative angle. Most of the
existing literature covers analyses in consumer response to
promotional tactics, primarily price-oriented promotions such as
coupons and free gifts (e.g. Bawa and Shoemaker, 1987, 1989;
Davis et al., 1992; Kirshnan and Rao, 1995; Leone and
Srinivasan, 1996). Since brand managers are often the main
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agents involved in managing sales promotions, it is necessary to
study their response to and use of sales promotions as a value-
added communicative component.” (Chun Wah lee, 2002)
Brand managers attitudes towards sales promotion varies
some prefer giving out free samples and big discounts but other
seems to go ahead with high advertising costs to promote these
offers and also extra workload that comes with it.
Sales promotions tools are mainly based on two things price
oriented promotions and non-price oriented promotions. “Price-
oriented promotions include price discounts, coupons and
rebates. Non-price-oriented promotions include free samples,
sweepstakes, contests, premiums and frequent user programs. Some
promotions are primarily incentive-based, while others are
generally communicative (Kotler et al., 1999; Tellis, 1998).
Price-oriented promotions are praised for their ability to
achieve short-term results such as increasing market share (Bawa
and Shoemaker, 1989; Blattberg and Neslin, 1990; Leone and
Srinivasan, 1996), encouraging brand switching (Davis et al.,
1992; Gupta, 1988), and inducing product trial usage. Non-price
promotions are adopted primarily for their ability to meet such
longer-term objectives as enhancing brand image, strengthening
brand associations, or increasing brand loyalty (Aaker, 1991;
Conlon, 1980; Jagoda, 1984; Shea, 1996). Many departmental
stores use rebates and contests, for example, to add excitement
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to the brand and provide valuable support to advertising,
helping to generate consumer attention and awareness. Frequent
user programs encourage brand loyalty as well. Campbell and
Diamond (1989) argued that non-price promotions are usually
framed as ‘gains’, whereas price-oriented promotions are often
perceived as ‘reduced losses’.”(Chun Wah Lee, 2002). Managers
tend to favor more on price oriented promotion rather than non
price oriented promotions.
Brand equity is a major influencer for the consumer for
likely choosing the brand; managers should try to accomplish
this as much as possible. According to Chun, Strong brands
enhance consumer awareness, brand loyalty, and the efficiency
and effectiveness of marketing and advertising programs which
leads to higher prices, lower price elasticity, greater
competitiveness and, ultimately, higher profits and market
value.
Sales person’s job performance is another criterion which
leads to higher sales, we will be going in depth with two
connected points, sales people’s job performance and sales
person’s presentation skills. The hypothesized model gives brief
description of how it works “hypothesized model describes
relations among salesperson characteristics, sales presentation
skills, and job performance. In this model, two characteristics
of the salesperson (i.e. years of selling experience and quality
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of the sales training he/she has received) are held to be
positively associated with each of the important sales
presentation skills. The sales presentation skills used in the
model consists of the salesperson's skill at using active
listening, adaptive selling behaviors, and handling customer
objections, closing sales transactions, negotiating with
customers, and identifying potential prospects. In turn, each of
the presentation skills is hypothesized to be positively
associated with sales job performance.”( Mark C. Johlke, 2006).
Sales persons are the most important people in an
organization; as well some of them are highly trained member of
an organization depending verily on organization and its
training programs. According to March C Johlke, Sales
presentation skills are Skills related to effectively conducting
the personal selling process (i.e. the series of inter-related
steps that salespeople commonly use to engage with and influence
customers).
Sales presentation skills in different industries are quite
relevant as they all want to achieve the sale at the end. “
Sales presentation skills is broadly relevant and uniform across
industries, products, and sales situations, while both
salespeople (Chonko et al., 1993) and sales managers (Peterson
and Smith, 1995) report that sales presentation skills are
necessary for sales success. The particular skills widely held
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to comprise the sales process includes prospecting for new
customers, arranging to meet with the potential customers
identified, uncovering and understanding customer needs through
proper questioning, developing a product solution based upon
customer needs, presenting the solution back to the customer,
handling customer objections and questions regarding the
proposed solution, closing the sale, and negotiating the
transaction.” (Mark C. Johlke, 2006). These are all the steps
needed to completing a sale through proper channel, very
beneficial if sales person knows how exactly to handle the
client by these steps and when to take them.
In the hypothesized model the amount of experience a sales
person has gained, and the high quality training which he has
achieved is the primary sources for good presentation skills.
According to Marck, the longer the person works in a field the
more chances he has to interact with different person types, and
the greater knowledge and understanding he develops, which
interns helps them in better presentation skills with different
strokes.
Sales presentation skills are based on six criteria’s
active listening, adaptive selling, handling objections,
closing, negotiating, and prospecting. Active listening:
“effective listening includes creating a situation in which the
speaker wants to share information, accurately adding meaning to
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the message being received, evaluating, the message, and
providing feedback. Brooks (2003) suggests that active listening
consists of focusing on the speaker as well as the message, not
being preoccupied, analyzing the message, avoiding interrupting
the speaker, providing feedback, asking questions, recording
what is being said, and responding.”(Mark C. Johlke). A very
crucial stage, in understanding the customer’s needs and wants
is active listening skills.
Second is adaptive selling: “the altering of sales
behaviors during a customer interaction or across customer
interactions based on perceived information about the nature of
the selling situation” In addition, the salesperson's ability to
engage in adaptive selling may be particularly important in
building long-term relations with customers and so could be a
particularly important skill for improving sales performance.
Marshall et al. (2003) report that sales managers rank the
salesperson's ability to engage in adaptive selling skill as the
second most important sales presentation skill.” (Mark C.
Johlke).
The Third criterion is handling objections: “handling
customer objections is the third most important sales
presentation skill. Schurr et al. (1985) describe objections as
customer statements reflecting objection, indifference, or
skepticism, while Hunt and Bashaw (1999) advise salespeople to
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be prepared to handle objection statements as well as counter-
arguments to the claims they make. Regardless of their exact
form, all salespeople will experience objections and reasons
(both real and contrived) to not complete a transaction.
Objections that are not handled to the customer's satisfaction
remain as obstacles to completing a transaction, while
salespeople who are highly skilled at handling customer
questions and objections are able to remove these obstacles and
so should perform at a higher level. Salesperson skill at
handling objections is positively associated with job
performance.”(Mark C. Johlke).
Fourth criterion is closing: “asking for, and obtaining,
the order, as appropriate to the job. Put another way, closing
simply refers to the salesperson asking the customer to buy. The
ability to properly and persuasively ask for the sale is one of
the primary strengths of personal selling, compared to other
methods a firm may use to influence customers.”(Mark C. Johlke).
Fifth criterion is negotiating: “Closing the sale is
concerned with whether a prospect buys but negotiating is
concerned with how the prospect buys. As a sales presentation
skill, negotiating is often used simultaneously with handling
objections and closing even though these three skills are
clearly distinct”. (Mark C. Johlke). Negotiating will be
thoroughly discussed in the coming section.
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Sixth criterion is prospecting which is to know or predict
that the customer will buy the product at the end. It is usually
considered to be the first step as well. All of these six
criterions are interrelated with job performance as well as
presentation skills.
The third independent variable I have used is negotiating
skills and how it is related to increasing sales. According to
Ron D’andrea, “findings suggest that profitable sales
negotiation is a counterintuitive skill for most sales
professionals. They tend to ask for less rather than more. They
tend to rush to closure rather than take the time to establish
true underlying needs and anchor value. They tend to delay
communication of their “high value, high price” offer rather
than communicate it forcefully. In short, their ‘second nature,’
intuitive reactions often work against successful value
selling.”
There are six points for good negotiating skills Position
your solution advantageously, Set high targets, Manage
information skillfully, Know the full range and strength of your
power, Satisfy customer needs over wants, and Concede according
to plan. Position your solution advantageously refers to”
Skilled salespeople create a value-oriented environment for
negotiating by positioning their solution effectively. When
faced with customer price pressure, high performers are more
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likely to guide the discussion back to their value-oriented
position rather than begin making price concessions. For
example, imagine two salespeople responding to a customer's
pressure to lower their price.”(Ron D’andrea).
Set high targets refers to if a sales person asks for more
price from beginning he will get more it’s a basic principle,
because people tend to negotiate this techniques helps not to
undercut in profits.
Manage information skillfully refers to keeping vital
information too yourself and not sharing it with the customers,
especially not at wrong times. Information like the cost of
product or profitable margin should not be discussed with
clients.
Know the full range and strength of your power; is knowing
your potential and how to use it to your benefit. Salesperson
should be confident when in the sales process. Leaving the
customer with no doubts and not making any mistakes of
overwhelming the customer.
Satisfy customer needs and over wants refers to satisfying
the needs with different methods rather than price reduction or
big discounts. A good salesperson should know the alternatives
desired by the customer to satisfy those needs and build trust
based on them.
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Concede according to plan means not to give up so easily
during the sales process if a customer wants discount just don’t
agree instantly but rather try different alternatives or use the
other five steps and then based on them take decision.
To conclude if companies adopt the methods they could
increase sales significantly and instantly their employees self
esteem and confidence will rise. The brand loyalty will increase
as well and customers would prefer your brand instead of the
competitors.
Interview
To acquire in-depth information for how to improve the
overall sales of the company and improve the quality of the
sales force which will last for a longer time period, an
interview was conducted with Mr. Muniar, Head of the Regional
Department of Sharjah – Dubai – United Arab Emirates. Mr. Muniar
put a light on how are the sales people performing and what are
their strengths and weaknesses in the area of selling and
dealing with customers. He mentioned that the sales personal are
given in-depth knowledge about the products which are introduced
every year into our Al-Futtaim car showrooms which I assume is
our sales personal strengths. In addition when I showed him my
research question, he agreed and said that the sales to increase
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it is vital that the sales promotional skills, sales negotiation
skills, sales presentation skills and job satisfaction which
leads to job performance is also every important.
Hypothesis
H1 - Sales Promotion:
Variety of promotions leads to broad consumer
segments for its products and services.
H2 - Sales Negotiations:
Can influence the clients or prospects convincing
ability.
H3 - Sales Presentation Skills:
Improves to clarify the consumers needs and
wants.
H4 - Job Performance:
Leads to employees well being in the organization
in return to high turnover ratio of inventory to high sales.
Theoretical Framework
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Variables
Independent:
o Sales Promotion
o Sales Negotiations
o Sales Presentation Skills
o Job Performance
Dependent
o Sales
Intervening
o Job Satisfaction
Methods Sections
Research Design
o Purpose of the study.
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Explanatory testing.
o Type of Investigation
Correlational
o Extend of researcher interference.
Minimal interference
o Study setting: Noncontrived
Field study
o Unit of analysis
Individuals
o Time Horizon
Cross sectional
Measures
o Likert Scale:
Sales Presentation
Alpha = not obtainable
Sales Promotion
Alpha = 0.85
Sales Negotiation
Alpha = 0.86
Job Performance
Alpha = 0.81
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Operationalizing Concept
Scales
o Rating Scales
Likert scale – designed for examine how strongly
subjects agree or disagree on a 5-point scale.
It’s an interval scale.
Questionnaire Design
o Types of Questions
Closed Question
o Length of Questions
Simple and short.
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The questionnaire design is free from Recall-Dependent
questions, Leading questions, loaded questions, Ambiguous
questions and Double-Barreled questions.
Data Collection Method
o Questionnaire and interview. (Primary)
o Secondary Data. (AUD data base)
Data Participant
o Employees on floor of the Sharjah main branch.
o Middle – level managers.
o High – level managers.
Sampling Design
o Sample size.
Samples = 45.
Return on time = 38.
Percentage of return = 85%
o Probability sampling
Unrestricted (simple random sampling)
Variables and Measures
Each of the variables mentioned in the theoretical framework
were measured using Likert scale measures. The scale is
specifically designed for obtaining how strongly the sales
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personals in Sharjah Branch agree or disagree with the provided
statements in the questionnaires provided in Appendix A on a 5-
point scale illustrated in Appendix B.
Limitations of Research Conducted:
There was not adequate research data / material
available in the library online or physical database. The time
was limited to communicate with the managers and for them to
forward to their employees. Additionally employees had to return
the questionnaires in two days of receiving it to the manager
and manager to us, which resulted in less completed
questionnaires by the employees.
Ethical issues taken care of:
The initial data collected through questionnaires was
kept confidential. The research was refrained from any bias
questions. None of the respondents (employees) were forced in
any way to fill the questionnaires.
Recommendations upon Analysis:
By the initial research it proves to some extend
because of not sufficient surveys conduction that Sales
promotion, sales presenting, sales negotiating skills if
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improved could dramatically improve the sales (inventory
turnover) of Al-Futtaim group.
Alpha coefficient came out to 12.6% which presents that the
reliability is not so strong, but we have to take in
consideration that the sampling was every small because of time
constrains and location. Also refer to Appendix C for the
alpha coefficient analysis.
Conclusion
In light of the research conducted we have come to a stand
point understanding of the relationships between sales
negotiation skills, sales presentation skills, sales promotions
and job performance (job satisfaction being the intervening
variable), in connection to the literature review and the data
analysis collected through surveys/questionnaires and secondary
resources (American University online and physical database);
that in this fast changing environment especially in the
emerging markets of United Arab Emirates where competitors are
increasing in number day by day, we have to conduct more
research to get a more accurate relationship with complete
certainty.
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Works Cited andrea, R. D. (2005). executing profitable sales negotiations: selling value, not price. industrial and commercial training , 25. Johlke, M. C. (2006). sales presentation skills and job performance . journal of businees and industrail marketing , 319. lee, c. w. (2002). sales promotions as strategic communication: the case of singapore. journal of product and brand management , 114.
Page 22 of 32
Appendix A
QUESTIONNAIRE
Dear participant, This questionnaire is designed to study your sales related abilities. It will help us better
understand the sales techniques we have been using, how beneficial they are to us. We request you to answer these questions as sincerely as possible. This questionnaire is designed under the supervision of Dr. Suzan zeidan. Your responses will be kept strictly confidential. And excess to these questions will only be held by Dr. Zeidan.
Thanking you for your time and cooperation. We greatly appreciate your effort in helping
us to better understanding.
Personal questions (please circle the most appropriate response representing you)
1. Your age (years)
1. Under 20 2. 20-35 3. 36-50 4. 51-65 5. Over 65
2. Your Highest Completed level of Education
1. Elementary school
2. High school
3. College degree
4. Graduate degree
5. Other ( specify)
3. Your gender
1. Female
2. Male
4. Your Marital Status
1. Married
2. Single
3. Widowed
4. Divorced or Separated
5. Other (Specify)
Page 23 of 32
5. Number of Preschool Children (under 5 Years of Age)
1. None
2. One
3. Two
4. Three or more
6. Age of the Eldest Child in Your Care (Year)
1. Under 5
2. 5-12
3. 13-19
4. Over 19
5. Not applicable
7. Number of Years Worked in the Organization
1. Less than 1 2. 1-2 3. 3-5 4. 6-10 5. Over 10
8. Number of Other Organization Worked for before joining This Organization
1. None
2. One
3. Two
4. Three
5. Four or more
9. Present Work Shift
1. First
2. Second
3. Third
10. Job status
1. Top management
2. Middle management
3. First-level supervisor
4. Nonmanagerial
Page 24 of 32
Job Performance questionnaire I will be measuring my questionnaire by using Likert scale as it will differentiate between the likes and dislikes of the person aptitude. The questions below will be asking about how you mange to increase the job performance within the different aspects. Strongly
Disagree Disagree
Neither Agree Nor Disagree
Agree Strongly
Agree
1. I exceed the sales targets and objectives that are assigned to me. 1 2 3 4 5
2. I quickly generate sales of a company’s new product.
1 2 3 4 5
3. I sell products with higher profit margin.
1 2 3 4 5
Sales Presentation Skills Questionnaire I will be measuring my questionnaire by using Likert scale as it will differentiate between the likes and dislikes of the person aptitude. The questions below will be asking about how you mange to increase the skills of sales presentation within the different aspects. Strongly
Disagree Disagree
Neither Agree Nor Disagree
Agree Strongly
Agree
1. I have enough active listening skills to satisfy customer needs. 1 2 3 4 5
2. I have sufficient selling techniques and exposure required.
1 2 3 4 5
3. I am able to effectively answer objections
1 2 3 4 5
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Sales Promotion Questionnaire I will be measuring my questionnaire by using Likert scale as it will differentiate between the likes and dislikes of the person aptitude. The questions below will be asking about how you mange and to increase the sales with the use of promotions. Strongly
Disagree Disagree
Neither Agree Nor Disagree
Agree Strongly
Agree
1.I am able to profit from promotional tools. 1 2 3 4 5
2. I can easily distinguish between price oriented and non price oriented promotions.
1 2 3 4 5
3. I use promotional methods when need arises.
1 2 3 4 5
Sales Negotiating Questionnaire I will be measuring my questionnaire by using Likert scale as it will differentiate between the likes and dislikes of the person aptitude. The questions below will be asking about how negotiating skills are vital increase sales. Strongly
Disagree Disagree
Neither Agree Nor Disagree
Agree Strongly
Agree
1. I have high level of skill in negotiating with customers. 1 2 3 4 5
2. I am able to persuade clients to purchase our products and services.
1 2 3 4 5
3. I can distinguish between prospects buyers and non-buyers.
1 2 3 4 5
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Sales Questionnaire I will be measuring my questionnaire by using Likert scale as it will differentiate between the likes and dislikes of Mr. Muniar the Head of Regional Department in Sharjah about the sales performed by the employees. The questions below will be asking about how sales are evaluated. Strongly
Disagree Disagree
Neither Agree Nor Disagree
Agree Strongly
Agree
1.On the performance of the Employees target achieved. 1 2 3 4 5
2. On the company’s promotions.
1 2 3 4 5
3. Sales personal are evaluated Individually and not by their sales leader.
1 2 3 4 5
We sincerely appreciate your time and effort, which you have put for out better understading, this will help us in our future endeavor
Page 27 of 32
Appendix B
Likert Scale
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
5 4 3 2 1
Page 28 of 32
Appendix C
SPSS Data Analysis
Reliability Scale: ALL VARIABLES
Case Processing Summary
N %
Cases Valid 38 100.0
Excludeda 0 .0
Total 38 100.0
a. Listwise deletion based on
all variables in the procedure.
Reliability Statistics
Cronbach's Alpha N of Items
.126 5
Alpha coefficient came out to 12.6% which presents that the
reliability is not so strong, but we have to take in
consideration that the sampling was every small because of time
constrains and location.
Frequencies
Statistics
H1 H2 H3 H4 Sales
N Valid 38 38 38 38 38
Missing 0 0 0 0 0
Page 29 of 32
Frequency Table
H1
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 2 5.3 5.3 5.3
2 11 28.9 28.9 34.2
3 4 10.5 10.5 44.7
4 13 34.2 34.2 78.9
5 8 21.1 21.1 100.0
Total 38 100.0 100.0
H2
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 5 13.2 13.2 13.2
2 6 15.8 15.8 28.9
3 8 21.1 21.1 50.0
4 12 31.6 31.6 81.6
5 7 18.4 18.4 100.0
Total 38 100.0 100.0
H3
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 8 21.1 21.1 21.1
2 13 34.2 34.2 55.3
3 3 7.9 7.9 63.2
4 7 18.4 18.4 81.6
5 7 18.4 18.4 100.0
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H3
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 8 21.1 21.1 21.1
2 13 34.2 34.2 55.3
3 3 7.9 7.9 63.2
4 7 18.4 18.4 81.6
5 7 18.4 18.4 100.0
Total 38 100.0 100.0
H4
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 1 6 15.8 15.8 15.8
2 6 15.8 15.8 31.6
3 9 23.7 23.7 55.3
4 9 23.7 23.7 78.9
5 8 21.1 21.1 100.0
Total 38 100.0 100.0
Sales
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 2 2 5.3 5.3 5.3
3 3 7.9 7.9 13.2
4 18 47.4 47.4 60.5
5 15 39.5 39.5 100.0
Total 38 100.0 100.0
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DESCRIPTIVES VARIABLES=H1 H2 H3 H4 Sales /STATISTICS=MEAN STDDEV MIN MAX.
Descriptives
Descriptive Statistics
N Minimum Maximum Mean
Std.
Deviation
H1 38 1.00 5.00 3.3684 1.26108
H2 38 1.00 5.00 3.2632 1.30869
H3 38 1.00 5.00 2.7895 1.45487
H4 38 1.00 5.00 3.1842 1.37261
Sales 38 2.00 5.00 4.2105 .81067
Valid N
(listwise) 38
Correlations
Correlations
H1 H2 H3 H4 Sales
H1 Pearson
Correlation 1.000 -.060 -.266 .350* .477**
Sig. (2-tailed) .719 .107 .031 .002
N 38.000 38 38 38 38
H2 Pearson
Correlation -.060 1.000 -.268 -.223 .176
Sig. (2-tailed) .719 .103 .178 .292
N 38 38.000 38 38 38
H3 Pearson
Correlation -.266 -.268 1.000 .020 .084
Sig. (2-tailed) .107 .103 .905 .614
N 38 38 38.000 38 38
H4 Pearson
Correlation .350* -.223 .020 1.000 .474**
Sig. (2-tailed) .031 .178 .905 .003
N 38 38 38 38.000 38
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Sales Pearson
Correlation .477** .176 .084 .474** 1.000
Sig. (2-tailed) .002 .292 .614 .003
N 38 38 38 38 38.000
*. Correlation is significant at the 0.05 level (2-
tailed).
**. Correlation is significant at the 0.01 level (2-
tailed).