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Group Assignment Coversheet 2023 | V1.2

QUESTION 1 1.1 Sales Forecasting

Sales forecasting is a critical function within sales management because it enables
organisations to estimate future sales performance and make informed decisions
regarding budgeting, staffing, resource allocation and strategic planning. Accurate
forecasts allow management to anticipate future demand, set realistic targets and
allocate resources efficiently (Jobber & Ellis-Chadwick, 2023). For YouFirst, forecasting
is particularly challenging because the organisation operates through two fundamentally
different sales channels.
The first channel is a non-sales-driven digital platform where customers independently
download the application, while the second channel relies on sales ambassadors whose
performance depends on factors such as motivation, customer engagement and
location. Consequently, using a single forecasting method may not provide sufficiently
accurate results. Sales Force Composite Forecasting and Historical Sales Forecasting
are two forecasting techniques that YouFirst may use. Historical Sales Forecasting A
quantitative forecasting technique called historical sales forecasting makes predictions
about future sales performance based on past sales data. The approach makes the
assumption that past trends, patterns, and consumer behaviour will persist into the
future. To predict future demand, organisations examine historical sales data, growth
rates, seasonal variations, and conversion rates (Kotler, Keller & Chernev, 2022).
Historical forecasting may be used for YouFirst's non-sales-driven channel by examining
past app download statistics, client acquisition patterns, and conversion rates. For
instance, management might use these trends to predict future sales if app downloads
regularly rise during promotional campaigns or particular seasons of the year. This
approach can produce trustworthy projections for the digital channel as digital
transactions produce precise and quantifiable data.

Management may examine past ambassador performance, sales volumes, conversion

rates, and location-specific outcomes in the sales-driven channel. For instance,
management may utilise this knowledge to predict future performance if ambassadors
working in shopping centres have traditionally produced higher sales on weekends.
Thus, historical forecasting offers a neutral foundation for planning in both sales
contexts. This approach's primary benefit is its emphasis on quantifiable facts, which
lessens subjectivity. However, because the technique implies that future activity will be
similar to previous behaviour, it may become less accurate when market conditions
change considerably (Moncrief & Marshall, 2023). Sales Force Composite Forecasting
A qualitative forecasting technique called Sales Force Composite Forecasting collects
sales projections from staff members who deal directly with consumers. Sales reps'
individual forecasts are gathered and integrated to create the organisation's overall
projection (Ingram et al., 2020). Ambassadors may forecast future sales inside
YouFirst's sales-driven channel by taking into account client interactions, local demand,
customer feedback, and anticipated market trends. Ambassadors frequently have
important knowledge about consumer preferences and purchase patterns that may not
yet be found in historical data since they work within certain communities and locales.
While user-initiated app downloads are the main source of revenue for the nonsales-
driven channel, marketing teams and customer service representatives may offer data
about future promotional campaigns, market trends, and consumer mood. These
qualitative insights can enhance forecast accuracy and supplement digital data. This
approach's main benefit is that it integrates frontline experience and current market
knowledge. However, optimism, pessimism, or inconsistent judgement may affect
ambassador projections, which, if improperly controlled, can lower predicting accuracy
(Jobber & Ellis-Chadwick, 2023).
Recommended Forecasting Approach Combining Sales Force Composite Forecasting
with Historical Sales Forecasting is the best forecasting strategy for YouFirst. While
sales force forecasting integrates current market intelligence and firsthand expertise,
historical forecasting offers objective data-driven insights. By combining various
approaches, management may get beyond the drawbacks of depending only on one
forecasting method. While ambassador insights might modify estimates to match
current market circumstances, historical data can create a trustworthy baseline forecast.
Because YouFirst operates in both digital and ambassador-driven sales environments,
this integrated strategy is especially suitable for the company. Through the integration of
both quantitative and qualitative forecasting techniques, The organization can decrease
uncertainty, increase prediction accuracy, and make better strategic choices. 1.2 Sales
Budgeting The process of organising and distributing the financial resources needed to
support sales operations and accomplish organisational goals is known as sales
budgeting. Management can maximise profitability, evaluate performance, and limit
expenses with the use of an efficient sales budget (Tanner & Raymond, 2021). As
YouFirst grows its ambassador-driven sales channel, management needs to carefully
consider which expenditures lead to better sales results.

YouFirst's sales budget should account for three important cost components:
commissions and wages, training and development expenditures, and operational
support costs. Salaries and Commissions Sales ambassadors receive direct pay in the
form of salaries and commissions. While commissions and incentives compensate
ambassadors for meeting performance goals and sales targets, salaries give workers a
stable income (Moncrief & Marshall, 2023). The attitude of ambassadors is significantly
impacted by this cost factor. Ambassadors are encouraged to seek sales possibilities,
interact with consumers more actively, and increase productivity through performance-
based compensation. When workers believe that effort and reward are directly related,
they are often more motivated. On the other hand, ineffective compensation schemes
can lower motivation and have a detrimental impact on output. Even though
commissions and salaries raise operational expenses, when combined with better sales
results, they may greatly boost profitability. Higher sales volumes are encouraged by
efficient compensation plans, which can reduce personnel expenses and boost overall
profitability. Training and Development Costs Expenses related to employee
onboarding, product knowledge training, sales coaching, workshops, and continuing
professional development programs are all included in training and development costs.
Because well-trained staff members have better communication skills, more product
knowledge, and increased confidence when interacting with consumers, training has a
significant impact on ambassador performance (Ingram et al., 2020). Stronger client
connections and increased conversion rates are frequently the results of these talents.
Training should be seen as an investment rather than a cost from the standpoint of
profitability. Improved ambassador performance may boost revenue production, improve
customer happiness, and lower staff attrition, all of which can significantly impact long-
term profitability, even while training programs demand financial resources.

Operational Support Expenses Transportation, communication fees, clothes,

promotional materials, mobile devices, and other resources needed by ambassadors to
carry out their responsibilities efficiently are examples of operational support
expenditures. The effectiveness and productivity of ambassadors are directly impacted
by these materials. Ambassadors are better able to interact with clients, speak clearly,
and represent the company in a professional manner when they have access to
sufficient support resources. Inadequate operational assistance can have a detrimental
effect on sales performance and productivity. Appropriate resource investment can
boost ambassador effectiveness and enhance sales income, even while operational
assistance raises organisational spending.
Therefore, management needs to strike a balance between keeping costs under control
and giving ambassadors the resources to succeed. Conclusion YouFirst's sales budget
must include salaries and commissions, training and development, and operational
support costs. These expenses have a direct impact on the efficacy, productivity, and
motivation of ambassadors. They provide increased profitability, sustained growth, and
better sales performance when handled wisely. 1.3 Sales Targets and Quotas Sales
quotas are performance goals given to salespeople in order to direct conduct, assess
performance, and further corporate goals. According to Kotler, Keller, and Chernev
(2022), businesses may enhance accountability, encourage staff, and monitor
performance consistently across several locations by using effective quota systems. A
structured quota system would be a useful tool for enhancing organisational control and
performance management, given the differences in ambassador performance among
YouFirst's locations. Activity-Based Quotas Instead of focusing on the sales results
attained, activity-based quotas measure the actions carried out by ambassadors. These
quotas evaluate effort and promote actions that are likely to result in future sales
success. Examples of activity-based quotas for YouFirst include: • interacting with a
minimum of 80 clients per day. •

Demonstrating a minimum of twenty products per day. • Obtaining a minimum of 25

qualifying client leads per week. • Completing a certain number of follow-up
conversations with prospective clients. Because they motivate ambassadors to be
engaged and maintain constant effort levels regardless of external market situations,
activity-based quotas are especially helpful. These metrics can be used by
management to determine if inadequate activity or uncontrollable environmental
conditions are the cause of performance issues. Outcome-Based Quotas Outcome-
based quotas concentrate on quantifiable outcomes produced by ambassadors. By
analysing real sales accomplishments and company results, these quotas evaluate
efficacy. Examples of outcome-based quotas for YouFirst include: • 30 app sign-ups
every week. • Making R50,000 in sales each month. • Keeping the conversion rate at
least 15%. • Obtaining a certain quantity of new clients per month. Outcome-based
quotas give a clear indicator of ambassador effectiveness and directly match staff
performance with company goals. However, as outcomes can be impacted by external
factors like consumer traffic and geographical disparities, these quotas should be
utilised in conjunction with activity-based metrics. Adapting Quotas for Different
Locations Because consumer traffic and business potential vary greatly between
places, YouFirst would not benefit from a uniform quota system.

Compared to ambassadors working in less crowded settings, ambassadors operating in

bustling shopping centres may come into contact with far more clients. As a result,
management should set location-specific quotas based on past performance
information, consumer traffic trends, and the potential of the local market. Ambassadors
working in high-traffic areas should be given higher goals, while those in lower-traffic
areas should be given more reasonable goals. This strategy encourages equity and
raises employee acceptance of performance standards. To make sure quotas stay
applicable as market conditions change, regular evaluations should be carried out.
Influence of Quotas on Ambassador Behaviour By clearly defining performance
objectives, quotas have a significant impact on employee behaviour. Activity-based
quotas motivate ambassadors to interact with more clients and take initiative all day
long. Outcome-based quotas encourage ambassadors to concentrate on increasing
conversion rates and attaining quantifiable outcomes. When combined, these targets
support constant performance, responsibility, and a results-driven culture inside the
company (Jobber & Ellis-Chadwick, 2023). Improvement of Management Control By
offering quantifiable standards by which performance can be assessed, quotas enhance
managerial control.
When appropriate, managers may take remedial action, identify high-performing
ambassadors, and find performance gaps. In addition to helping with resource allocation
choices, quotas allow management to assess the success of sales tactics, incentive
programs, and training initiatives. As a result, a structured quota system increases
responsibility, strengthens organisational control, and helps with performance
management. Conclusion: YouFirst would have a well-rounded approach to
performance management with a quota system that incorporates both activity-based
and outcome-based metrics. Management may enhance ambassador performance,
increase accountability, and produce more consistent sales results around the company
by adjusting quotas to various locations and keeping an eye on both effort and
outcomes. References: Ingram, T.N., LaForge,

Question 2: Drive, Leadership and Training

2.1. Two-Factor Theory by Herzberg is the basis for designing Role Redesign.
The ambassadors' alarming departures from YouFirst and disengagement are a result of
Herzberg's Two-Factor Theory (Herzberg, 1966) in the context of management. The
workplace experience is divided into two distinct categories, namely hygiene factors and
motivators, by this behavioral framework. This theory posits that the state of neutrality is
not satisfaction, but rather no dissatisfaction, which is the fundamental principle.
Therefore, attempting to motivate staff before altering basic workspace conditions is
entirely pointless.

Extrinsic factors that are directly related to the job context, such as salary, job security,
working conditions, and company policies, contribute to hygiene. Inadequate or non-
existent components cause considerable discontent among employees.' There is no
hygiene foundation at YouFirst. Despite being paid commission-only, the income of
ambassadors remains unstable due to low foot traffic and expenses for transportation
and daily living. This is especially challenging during high-traffic periods when many
people are traveling by coach or plane. If you want to address employee dissatisfaction
and prevent staff turnover, YouFirst must create a consistent financial floor in the role by
offering varying base salaries and daily travel allowances.

On the flip side, motivators are inherent components that are linked to job content and
emphasize achievement, distinction, accountability, and progress. The factors that truly
motivate and encourage proactive action.' Presently, YouFirst regards its ambassadors
as inactive workers rather than productive employees, providing them with limited
instruction and no chance for professional development. The most effective way to
ignite genuine motivation is through management-led recognition programs, such as an
Ambassador of the Month award; recognizing and rewarding top performers in their
respective regions; and creating clear pathways for career development into regional
sales management positions.
2.2. Critical Evaluation of Leadership Styles.
The directive leadership style employed by YouFirst management is causing significant
damage to the company's competitive edge. Directive leadership is a highly
counterproductive strategy in dynamic, customer-facing retail environments where
managers make decisions entirely from the top down and without any consultation from
others. Managers' inability to communicate with frontline staff has resulted in
ambassadors feeling completely unsupported, disengaged, and ignored.

The company's operational blind spot is created by the top-down isolation. Management
is completely disconnected from actual customer complaints and location-specific
issues as there are no feedback loops. The R250 fee is not reflected in front-line data,
leading to inadequate executive decision-making and resulting in delayed and incorrect
subscribers.

Reversing the harm can be achieved by adopting a participative leadership approach,

which emphasizes collaboration and considers input from the frontline. It entails creating
obligatory joint sessions every two weeks, during which managers and ambassadors sit
down as strategic associates. Ambassadors collaborate on localized customer data,
map foot-traffic fluctuations, and develop sales scripts during these sessions. This alters
the executive order from a rigid dictatorship to an adaptable, supportive coaching
system.

2.3. Selling Cycle Training Programme Design.

The use of a structured training program that is built into the traditional selling cycle is
necessary for ambassadors who are incapable of closing sales. The training should aim
to systematically train ambassadors in communicating value, managing objections, and
obtaining instant subscriptions.

Prospecting and Qualifying are the key topics covered in the first phase of the program.
Rather than wasting energy, ambassadors will be trained to read consumer body
language in crowded environments like shopping centers and gyms to identify high-
probability prospects.
Approaching unqualified bypassers.
Step two is the Approach and Presentation. Instead of promoting a generic fitness
tracker, trainees will be trained to take charge with the app's unique bundled value
proposition. A premium all-inclusive fitness and entertainment solution will be portrayed
through the visual presentation of real-time biometric tracking and the free international
sports streaming channel.

Third is Handling Objections.'... Ambassadors must have pre-written, highly persuasive

frameworks to dismantle price resistance. The representative will be taught to
rationalize the R250 fee by simplifying it to a daily cost of less than R9, as including live
football and Formula One access eliminates the need for separate expensive television
packages.

Closing the Sale and Follow-up are the last items on the agenda. Ambassadors will
employ streamlined closing methods, such as the alternative-choice close, which
involves asking prospects if they would like to set up their profile using their personal
email or social media login.

QUESTION 3 3.1 PROVIDING INCOME STABILITY

The existing commission-only system's lack of revenue stability is one of its main flaws.
When client traffic is slow or consumer purchasing is impacted by external economic
conditions, it can be challenging for employees in this sort of organisation because their
salary is solely dependent on sales success. In your first instance, ambassadors are
having financial difficulties as they are unable to forecast their monthly salary. Employee
morale and productivity suffer as a result of this uncertainty, which also causes stress.
You should start by giving every sales ambassador a fixed base wage in order to
address this problem. The base wage is intended to give workers a stable monthly
income that can pay for necessities like lodging, food, and transportation.

Because they don't have to worry about survival requirements all the time, employees
who feel financially secure are more likely to be motivated and engaged at work.
Employee happiness and organisational dedication are positively impacted by a
remuneration plan that offers financial stability, claim Armstrong and Taylor (2023). In a
similar vein, Maslow's hierarchy of needs indicates that if a person's fundamental
physiological and safety needs are not satisfied, they cannot concentrate entirely on
performance and accomplishment (Maslow, 1943). In the context of youfirst,
ambassadors with steady incomes are more inclined to focus on enhancing sales
performance and cultivating client connections. Performance incentives shouldn't be
completely replaced by basic pay. Rather, it ought to be a part of a larger compensation
package. For instance, Youfirst may set up employee compensation so that a
guaranteed salary accounts for between 50% and 60% of total projected income, with
commissions and performance bonuses accounting for the remaining amount. By
providing both security and drive, this strategy establishes equilibrium. Additionally,
stable pay may boost staff morale and lower absenteeism. Workers are more inclined to
trust management and grow more devoted to the firm if they feel supported by the
organisation (Desseler, 2020). Thus, implementing a set compensation would contribute
to the development of a more reliable and effective staff at Youfirst. 3.2 Encouraging
consistent sales effort Youfirst to make sure that personnel are still driven to
aggressively market items and engage clients, even while salary security is crucial.
Fixed compensation may make employees less inclined to work more, which is one of
management's worries.

However, a well-thought-out performance incentive program may help overcome these

obstacles. Maintaining commissions in addition to the set wage would be the best
course of action. Ambassadors would still get extra compensation under this hybrid
framework, contingent on their sales performance. This guarantees that workers will
continue to link increased effort to better compensation. A tiered commission system
should be put in place initially. Employees who meet their minimal sales goals would
receive a regular commission % under this arrangement, but those who surpass targets
would receive incentives or a greater commission rate. An ambassador may, for
instance, obtain a commission of 3% if they meet the minimum goal and a larger
proportion if they surpass it. Instead of settling for mediocre outcomes, this kind of
framework encourages workers to consistently enhance their performance. According to
research by Milkovich, Newman, and Gerhart (2023), performancebased incentives are
very successful since they improve the relationship between workers' efforts and
organisational rewards. When workers think their efforts will result in significant rewards,
they are typically more motivated.
You should first implement monthly performance bonuses in addition to commissions
that are connected to certain objectives like product knowledge, attendance, conversion
rates, and customer satisfaction. This is crucial since concentrating just on sales
numbers might promote aggressive marketing tactics that harm client relationships. by
including metrics for customer engagement and service excellence. First, you may
encourage a more customer-focused sales culture. Additionally, team-based incentives
may enhance uniformity among various branches. Team awards promote cooperation
and information exchange among staff members rather than fostering excessive rivalry.
For instance, all ambassadors in a branch may be eligible for a bonus if the branch as a
whole meets its monthly goal.
This strategy promotes staff members to assist one another and collaborate to achieve
company objectives. This strategy is further supported by Vroom's expectation theory,
which explains that workers are motivated when they think their efforts will yield rewards
and favourable results (Vroom, 1964). In order to retain a strong performance culture
and lessen financial stress, you should continue to offer commission and incentives in
addition to a base wage. 3.3 Improving long-term retention Youfirst's excessive
employee turnover is another significant issue. Because management must constantly
hire, train, and replace employees, frequent employee resignations can become
expensive for the company. Additionally, high turnover leads to inconsistent customer
service among branches. Lack of long-term financial stability is one of the primary
reasons workers quit commission-only positions. Youfirst should implement incentives
that motivate staff members to stick with the company over time in order to increase
retention.

First, tenure-based raises and an annual compensation review should be implemented

by the organization. Gradual pay increases should be given to staff members who stay
with the company and continually do quality work. the evidence of the organization's
commitment to long-term contributions and loyalty. Second, you may start by offering
loyalty benefits or retention bonuses to staff members who finish particular service
durations, like a year or two. These incentives would encourage ambassadors to stay
with the business instead of looking for other alternatives. Opportunities for career
advancement are also crucial for retention. Employees are more inclined to remain with
companies that provide chances for professional and personal development, according
to Noe et al. (2021). As a result, Youfirst should provide training courses, chances for
leadership development, and avenues for advancement into supervisory positions.
Rewards that are not monetary are just as significant. Acknowledgement initiatives like
"Employees of the Month" awards may boost spirits and foster a better feeling of
community. According to Herzberg's two-factor theory, employees are driven by
possibilities for advancement, success, and recognition in addition to pay (Herzberg,
1968).
Therefore, a more encouraging and stimulating work atmosphere would result from
combining monetary and non-monetary benefits. In the end, workers are more inclined
to stick with a company if they feel valued, appropriately rewarded, and supported
professionally. Increasing retention would enable Youfirst to develop a more seasoned
and reliable sales force, which would be advantageous to clients as well as the
company's overall success. 3.4 Practical application within YouFirst’s sales environment
The suggested compensation plan needs to work well in Youfirst's real sales
environment in order to be successful. The remuneration structure must continue to be
equitable, transparent, and simple to administer because ambassadors operate in many
places with differing client traffic. Regardless of sales achievement, each ambassador
would earn a set monthly compensation under the proposed system.
Employees would also receive commissions depending on the specific sales they
made. While team incentives would promote branch-level cooperation, monthly bonuses
would recognise ambassadors who surpass sales goals or receive outstanding
customer satisfaction ratings. For instance, the base wage of an ambassador employed
at a slower branch would still be sufficient to pay for necessities. Higher sales
performance would boost commission and bonus pay, so the ambassador would still be
driven to take advantage of all chances. A key component of the compensation plan
would be training.

Ambassadors should get ongoing training in relationship-building techniques, product

expertise, client involvement, and addressing objections. This would enhance overall
sales success as well as the customer experience. Above all, the suggested structure
strikes a balance between organisational objectives and worker welfare. Because
incentives are still based on performance, employees are still driven to succeed, and
the set wage lowers financial instability and increases work satisfaction. Conclusion:
Financial instability, variable performance, and frequent staff turnover are just a few of
the major issues brought about by Youfirst's present commission-only remuneration
system.

While commissions can encourage workers to sell more aggressively, relying only on
variable pay puts workers under continual financial strain and may have a detrimental
impact on the long-term health of the company. A better long-term answer would be a
well-balanced hybrid compensation plan. YouFirst may establish a structure that
promotes employee well-being and organisational success by combining a fixed pay
with commissions, performance bonuses, team incentives, and retention benefits. The
suggested arrangement would give ambassadors a steady salary while also promoting
excellent sales results and proactive client interaction.
Long-term, this strategy would boost customer interactions, increase staff retention, and
provide a more steady and driven sales force. In the end, a compensation plan should
foster an atmosphere where workers feel safe, appreciated, and inspired to contribute to
the expansion of the company in addition to rewarding performance.
Question 4
4.1. The Metrics and Application of Sales Performance Measurement.
Using only the final monthly scoreboard to assess performance obscures crucial
processing friction and individual capability. To attain complete operational visibility,
management must shift from a focus on outcome-driven monitoring to utilizing an
activity-controlling and process-controlled performance framework (Oliver and
Anderson, 1994). The report scrutinizes four distinct indicators and plots their
performance across active sales channels and passive self-service funnels.'

By tracking the percentage of customer interactions that result in paid R250 monthly
premium subscriptions within a specific timeframe, the Sales Conversion Rate is
quantified. Management can gain insight into performance by separating raw selling
skills from situational luck or geographic placement, allowing them to distinguish
between efficient closers and those who are not engaging in transactional transactions
(Jaramillo et al, 2007).

Volume of Active Interaction: This gauge measures the total count (Challagalla and
Shervani, 1996) of active outreach activities undertaken by an ambassador including
community pitches, in-person product demonstrations, and individual digital
engagements. It serves as a direct input measure of raw work ethic, allowing
management to immediately determine whether low effort is due to behavioral passivity
or genuine market resistance, providing an actionable lever to correct low attempt
before revenue declines.

Verhoef, Kannan, and Inman (2015) track the total amount of web traffic and sign-up
page clicks generated by ambassadors' unique trackable QR codes or localized social
media links through a Digital Link Click Metric. This exposes the excitement and
familiarity of a top-notch brand to potential customers who are keenly interested but do
not commit to purchasing immediately, thus uncovering early-stage pipeline momentum
that standard outcome models fail to account for.
The rate of subscriber cancellation or lapse in premium access within the first 30 to 90
days of onboarding is measured by the subscription churn rate, as reported by
Reichweiter and Sasser (1990). This helps to identify whether an ambassador is using
aggressive, low-quality hard-selling tactics or misrepresenting features just to hit a
short-term target, which destroys the long-lasting brand health (Reinales and Kumar,
2003).

Strategic blind spots are eliminated by utilizing these metrics across different corporate
channels. To classify the salesforce into distinct behavioral categories, management
should plot Active Interaction Volume against Sales Conversion Rate in the sale-driven
channel, with appropriate pairing of training or motivation. By tracking Digital Link Click
Volume, the attribution mystery is solved in the non-sales-driven channel where users
sign up without human intervention. Several clients communicate with an ambassador,
learn about the value bundle, but postpone signing up due to the charge, opting to
download the app on their own for extended periods (Gensler, Verhoef and Böhm,
2012).

4.2. Sales Promotion Architecture.

To address ambassador passivity, the company will introduce the YouFirst Milestone
Tiered Accelerator, a 60-day sprint for Salesforce promotion (Murthy and Mantrala,
2005). Ambassadors must have at least 40 active customer interactions per month to
remain in Tier One. By obtaining 15 active premium subscriptions and meeting the
criteria of Tier Two, you can earn R500 in cash. To achieve Tier Three, one must obtain
30 premium subscriptions with a conversion rate of over 20%, which grants an R1,500
bonus, high-end co-branded team sportswear, and top placement on earilearile
leaderboard (Rouziès & al, 2005).

In order to address customer hesitation in selecting a price, the company will introduce
the YouFirst Risk-Free Premium Value Pass as outlined by the Consumer-Oriented
Promotion Design. The promotional structure, which is exclusively accessible through
ambassador referral codes and includes a 14-day free trial period, charges R149 per
month for the first three months, providing users with introductory savings of 40% before
standard premium rates are applied.

Contextual implementation roadmap: Ambassadors will log daily customer outreach

within a mobile CRM application to keep track of activity quotas in real time (Challagalla
and Shervani, 1996). They will simultaneously share their own customized QR codes
through social media and face-to-face pitches. Backend billing gateway bypasses the
standard fee, enables a 14-day free trial, and sets up the R149 introductory billing cycle
automatically when it is scanned by. (Blattberg and Neslin, 1990)

According to Expectancy Theory, ambassadors will strive for active outbound effort due
to the direct correlation between personal hustle and highly desirable financial and
social rewards. Consumers are encouraged to have the same transaction value by
eliminating the financial risk associated with checking out free apps (Thaler, 1985).

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