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As the market becomes more competitive, the organizations' sales competence is being recognized as the key success factor to win in the competition. For such reason, companies today need to be aware of the necessary competencies to boost the job satisfaction of their sales people, need to be prepared with a strategy to retain develop their sales people.
Today as the domestic manufacturing business becomes more competitive, the role of sales representatives is emphasized more than ever. From the organizational perspective, it is within bounds to say that the achievement of business goals depends on finding, developing retaining sales talent. In this respect, strategic development of sales representative is being more highlighted, a competency based learning approach is being practiced. Therefore, a shift from a job based approach to a competency based approach is necessary at this point.
Through this research, the competency factors of sales representatives at ‘A’ manufacturing company have been revealed based on the customer relationship process on field, then the key competencies were given through an analysis of the current level that effects sales peoples' job satisfaction. With this result, the implication for the job satisfaction of sales representatives was provided.
The study showed, that the necessary competencies for an improved job satisfaction of the sales representatives were sales mind, sales planning, sales activities. This paper suggests an helpful way for the improvement of sales performance with the given results.

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Ever since BSC(Balanced Scorecard) was introduced by Professor Kaplan Dr. Norton, it has been widely adopted used by lots of (relatively large size) foreign domestic companies as a strategic performance management system which ecourages effective well-coordinated performance.
The most important aspect of BSC can be characterized as the use of balanced set of performance measures, which is also important for SME(small medium enterprise)s. This study is based on the curiosity if BSC can be applicable to Korean SMEs if Korean SMEs are adopting BSC, what are the major reasons to sdopt BSC as well as typical weaknesses in terms of BSC adpotion implemention.
In order to find the answers to the above questions, in-depth literature review of existing foreign domestic papers covering the issues of performance management for SMEs the possibility of BSC adoption as well as some critical insights to minimize the probable future trial & error by BSC adoptors was performed. interviews with CEO of SME BSC consultants were done in order to figure out what are the major characteristics of SMEs' performance measurement management system.
Major findings of this study can be summarized as follows; First, unlike expectation, more than 40 SMEs adopted BSC the size of the company was very diverse. Second, prime purposes of BSC were very similar with well-known BSC advantages. Third, most of the companies adopted BSC by so-called management fashion rather from top management leadership motivated by financial assistence from government. Fourth, they showed common limitations including that they pursue too many things at a short project period use too many KPIs while they depend too much upon consulting firms.

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