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SALES AND RETAIL
              MANAGEMENT
                      PART – A
                 SALES MANAGEMENT

MODULE - 1
Introduction to sales management:
Meaning, Evaluation, Importance, Personal Selling, Emerging
Trends in Sales Management, elementary study of sales
organizations, qualities and responsibilities of sales manager.
Types of sales organisations.

                                         Faculty: Krupa Joshi
BOOKS:
 SalesManagement by Charlesm. Futrell,
 6/e, 2003, Thomson South Western

 Sales
      & Distribution Management by
 Tapan K. Panda & Sunil Sahadev, 6/e,
 Oxford University Press
INTRODUCTION
 Any organisations large or small are into selling something
  or the other for their survival and growth. It may be a
  product, service, idea, concept, destination or person.
 Robert Louis Stevenson said ‘everybody is surviving on
  selling something to someone’.
 Sales management is attainment of an organization's sales
  goals in an effective & efficient manner through planning,
  staffing, training, leading & controlling organizational
  resources. Revenue, sales, and sources of funds fuel
  organizations and the management of that process is the
  most important function.
MEANING
   Sales Management’ originally referred exclusively to the
    direction of sales force personnel.
   American Marketing Association – “Sales Management is the
    planning, direction, and control of personal selling, including
    recruiting, selecting, equipping, assigning, routing, supervising, p
    aying and motivating as these tasks apply to the personal sales
    force.
   Charles M. Futurell – “Sales Management is the attainment of
    sales force goals in an effective and efficient manner through
    planning, staffing, training, leading, and controlling
    organizational resources.
A SALES PERSON’S POSITION
   A sales person’s job is predominantly to deliver a product
   A salesperson is predominantly an internal order taker
   A salesperson is also predominantly an order taker but works in the
    field
   A salesperson is not expected or permitted to take an order but is called
    only to build goodwill or to educate an potential or actual user
   Positions where the emphasis is placed on technical knowledge
   Positions which demand the creative sale of tangible products
   Positions which requiring the creative sales of intangible
    products/services
SMALL IMPROVEMENTS IN YOUR TEAM’S SKILLS AND PROCESSES

       Best Case                  Neutral Case                   Worst Case

                                                                Your sales team isn’t
    Your sales team is a
                                                            strong. They may not have
  revenue machine. They
                              There are strong and weak      a dedicated sales manager
  have the right skills and
                               players on the sales team.         to help improve
    experience; they’re
                                Some require a lot more     performance. They may not
 motivated to come in each
                               hand-holding than you’d        have enough experience,
day and close business. You
                             like; there isn’t always time especially if you’re a small
  coach them regularly to
                              to give them the help they       company that can’t yet
improve their performance.
                             need. As a result, their close afford the big hitters. You
   When problems arise,
                                 ratios are much lower.       have a pipeline but don’t
 they’re dealt with swiftly.
                                  They’re probably not        know what’s happening
The sales team does a great
                                hitting their quotas, but      with prospects; it takes
     job delivering the
                             they’re not a major liability     longer than it should to
      company’s value
                                     to the company.          close deals. You suspect
proposition, brand strategy
                                                             your need an entirely new
       and messages.
                                                                  sales operation.
EVOLUTION OF SALES MANAGEMENT
   There were fewer than 1,000 travelling sales people before 1860 in the US
    who were basically credit investigators and took orders for goods
   The techniques of modern sales management and selling techniques were
    refined by John Henry Patterson, widely known as the father of modern
    sales management
   Mr. Patterson assigned to his salesperson’s exclusive territories and sales
    quotas in order to stretch their efforts. He asked his best salespeople to
    demonstrate their sales techniques to other sales people.
   Thomas J. Watson was trained by Mr. Patterson who later founded the IBM.
   Today the process of sales management has undergone numerous changes in
    terms of strategy, practice, and technological adoption to achieve the desired
    sales goal.
SALES MANAGEMENT PROCESS
FORMULATION OF A STRATEGIC SALES
MANAGEMENT PROGRAMME:
The strategic sales programme should consider the
environmental issues affecting the business. It should
organize and plan the company's overall personal selling
efforts and integrate these with the other elements of the
firm's marketing strategy.

     IMPLEMENTATION OF A STRATEGIC SALES
     MANAGEMENT PROGRAMME:
     It involves selecting appropriate sales personnel, training
     them leading them and motivating them, designing and
     implementing of policies and procedures that will direct
     the efforts of the sales people towards achieving corporate
     objectives.

              EVALUATION AND CONTROL OF SALES FORCE
              PERFORMANCE:
              It involves developing methods and practice for
              monitoring and evaluating the individual and group
              sales force performance. this entails taking corrective
              steps either in formulation or in implementation
              programs to achieve the desired corporate goal.
FORMULATION OF STRATEGIC SALES PROGRAMME
                                     THE ENVIRONMENT



       The External Environment                             The Internal Environment
            Potential Customers                              Objectives and Missions
Competition, Legal and Political Environment          Human Resources, Financial Resources
        Technological Environment                       Capacity Utilization and Production
             Natural Resource                        Processes , Innovation cycles and research
     Social and Cultural Environment                        and development activities




                                   Marketing Strategy
                                Product and Product Lines
                           Pricing Policy, Distribution Strategy
                    Promotion Policy, Advertising and Sales Promotion


                               Sales Management Functions



                                                                       Sales Force
    Account            Sales Planning,         Sales Force         Deployment, Territory
   Management          Forecasting and         Organization         Design, and route
     Policy             quota setting                                   Planning
IMPLEMENTATION OF THE STRATEGIC SALES PROGRAMME
                         Determination of the sales
                           people’s Performance
     Sales
  Management                                                          Outcomes
   Functions

                         Sales person’s view of
                         job requirements, role
          Supervision          perception

Environmental
  Variable                                        Performance
                                                  Sales Volume
                                                  Quota Allocation
      Selection and
     Recruitment of                               Selling Expenses
     Sales Personnel     Aptitude                 Profitability of
                                                  Customer
                                                  Level of Customer
    Sales Training                                Service
                          Skills
                                                  Sales Reports
  Motivating the Sales                            Ethical Practices
  Force Compensation
                         Motivation
    System Reward
        System            Level
EVALUATION AND CONTROL OF SALES
      FORCE PERFORMANCE
SALES MANAGEMENT FUNCTIONS
 Planning : Building a profitable customer oriented sales
  team
 Staffing : Hiring the right people to sell and lead

 Training : Educating sales personnel to satisfy customer

 Leading : Guiding average people to perform at above
  average levels
 Controlling : Evaluating the past to guide the future
EMERGING TRENDS IN SALES
     MANAGEMENT
FUNCTIONS OF SELLING
   Order Taker
     Inside Order Taker
     Delivery Salespeople
     Outside Order Taker
   Order Creator
       Missionary Salespeople
   Order Getters
       Front Line Salespeople
           New Business Salespeople
           Organizational Salespeople
           Consumer Salespeople
       Sales Support Salespeople
           Technical Support Salespeople
           Merchandisers
IMPORTANCE OF SALES MANAGEMENT
 Sales force advantage
 Personal selling as promotion method

 Customization of product, service, concept, idea,
  person
 Customer satisfaction level

 Direct indirect marketing communication
THE NATURE AND ROLE OF SALES MANAGEMENT
  Determining Sales force objectives and goals
  Finalizing sales force organization, size, territory, and
   quota
  Forecasting and budgeting sales
  Selecting, recruiting, and training to the sales force
  Motivating and leading the sales force
  Designing compensation plan and control systems
  Designing career growth plans and building relationship
   strategies with key customers
PERSONAL SELLING
 Personal selling can be broadly classified into
  industrial, retail, and service selling. The approaches
  that a sales person takes in each of these categories
  vary despite similarities in the sales function. The
  selling approaches are bound to be different in each of
  the buying situations.
 Personal selling involves selling a product or service
  on a one to one basis. This can either be done face to
  face or over the phone
TYPES OF PERSONAL SELLING
   Auctions
   Sealed bid sales
   Spot bids
   Contract sales and service contracts
   Negotiated sales
   Fixed-price sales
   Industrial Selling
   Retail Selling
   Service Selling
PERSONAL SELLING AS A PART OF THE
         PROMOTIONAL PROGRAM
 Personal selling refers to the presentation of goods and
  services before the customers and convincing or
  persuading them to buy the products or services.
 Personal selling is a promotional method in which one
  party (e.g., salesperson) uses skills and techniques for
  building personal relationships with another party (e.g.,
  those involved in a purchase decision) that results in
  both parties obtaining value
PERSONAL SELLING CONSISTS OF THE FOLLOWING
ELEMENTS:
 Face-to-Face interaction
 Persuasion

 Flexibility

 Promotion of sales

 Supply of Information

 Mutual Benefit
DIFFERENCE BETWEEN SELLING AND MARKETING
               SELLING                                      MARKETING
 Emphasis on Product                            Emphasis on consumer needs and wants
 Company Manufactures the Product first         Company first determines customers needs
 and then decides to sell it                    and wants and then decides on how to
                                                deliver a product to satisfy these wants
 Management is sales volume oriented            Management is profit oriented
 Planning is short term oriented, in terms of   Planning is long term oriented, in terms of
 today’s products and markets                   new products tomorrows markets, and
                                                future growth
 Stresses needs of a seller                     Stresses needs and wants of buyers
 Views business as a goods producing            Views business as a consumer satisfying
 process                                        process
 Emphasis on staying with existing              Emphasis on innovation in every sphere,
 technology and reducing costs                  on providing better value to the customers
                                                by adopting a superior technology
 Different departments work as highly           All departments of a business operate in an
 separate watertight compartments               integrated manner, the sole purpose being
                                                generation of consumer satisfaction
 Selling views customers as the last link in    After sales services are part of marketing
 business                                       activities
ELEMENTARY STUDY OF SALES ORGANIZATIONS
   The sales organization represents the selling unit in the legal sense.

   Sales organizations are structural entities, which execute a
    combined sales plan and are designed to carry out mutually agreed
    business goals with clear structures, roles and responsibilities for
    each person, group, and department

   A typical sales organization consists of a structural framework
    specifying the formal authority and responsibility of various
    employees working in the organization.

   A sales organization defines the duties, roles, rights, and
    responsibilities of sales people engaged in selling activities meant
    for the effective executions of the sales functions.
PURPOSES OF SALES ORGANIZATION:
   To permit the development of specialists
   To assure that all necessary activities are performed
   To achieve coordination or balance
   To define authority
   To economize on execution time
SETTING UP A SALES ORGANIZATION:
   Defining Objectives
   Determination of Activities and their Volume of Performance
   Grouping activities into positions
   Assignment of Personnel to positions
   Provisions
THE SYSTEM VIEW OF AN ORGANIZATION: (DIMENSIONS OS
             SUCCESSFUL SALES ORGANIZATION)

   Company Results:
   Salespeople:
   Activities:
   Sales Effectiveness
    Drivers:
   Customer Results:
STRUCTURAL CHANGES IN SALES
              ORGANIZATION
From Top Down Command and      To Horizontal and customer-driven
       control-driven
 Information Processing          Knowledge creation
 Compartmentalized Knowledge     Shared Knowledge
 Functions Retail power          Core process team has the power
 Functions own skills            Core competencies supply skills
 Dominant function leads         Leader represents team
 Narrow result focus (sub-       Broad        process        focus
 optimization)                   (optimization)
 Rewards are within chimneys     Rewards are based on the overall
 (functions)                     performance of the organization
 Slow/bureaucratic               Quick/empowered
FUNDAMENTALS OF ORGANIZATIONAL
                  PRINCIPLES
                          Fundamental of Organizational Principles
1.   Span of Control              1. The number of people directly reporting to the sales
                                      manager
2.   Unity of Command             2. Each person should report to one boss only
3.   Hierarchy of Authority       3. A clear and unbroken chain of command should link
                                      every person
4.   Stability and Continuity     4. Jobs should not be assigned without due regard for the
                                      talents and preferences of current employees
5.   Coordination and Integration 5. The job of sales people should be integrated with
                                      customer needs, and coordinated with the jobs of other
                                      employees and departments in the organization
1.   Homogeneity                  6. Formal authority and responsibility must be co-
                                      terminus and co-equal
2.   Objectivity                  7. Each division and sub division of the organization
                                      should be the expression of a definite purpose and be
                                      in harmony with the objective of the organization
3.   Specialization               8. The work of every individual in the organization
                                      should be confined as far as possible to the
                                      performance of a single leading function
TYPES OF SALES ORGANIZATIONS
   Line Organization
     Horizontal Organization
     Vertical Organization

   Organizational Design by territory (geographical)
   Organizational Design by management functions
   Organizational Design by Product
   Organizational Design by Customer
   Combined organizational structure
LINE ORGANIZATION:
•   Vertical Organization:

                  PRESIDENT/OWNER


                 VICE PRESIDENT SALES


                   FIVE SLES PEOPLE

• Horizontal Organization:


    PRESIDENT/              VICE
                                            FIVE
                         PRESIDENT
      OWNER                             SALESPOEPLE
                           SALES
ORGANIZATIONAL DESIGN BY TERRITORY (GEOGRAPHICAL):
ORGANIZATIONAL DESIGN BY MANAGEMENT FUNCTIONS:
srm
ORGANIZATIONAL DESIGN BY PRODUCT:
ORGANIZATIONAL DESIGN BY CUSTOMER:
COMBINED ORGANIZATIONAL STRUCTURE:
srm
QUALITIES AND RESPONSIBILITIES OF
              SALES MANAGER
               Salesperson’s Views        Sales Manager’s Views

                 Quick thinking      Positive and sincere attitude
Qualities Of     Foresight           Patience
A Successful
                 Hardworking         Diligence
Salesperson
                 Determination       Good presentation skills


                 Responsibility      Foresight
Qualities Of     Patience            Patience
A Successful
                 Firmness            Strong sense of responsibility
    Sale
 Manager         Good                Ability to forecast and handle
                 communication       challenges
                 skills
FUNCTIONS OF SALES MANAGER
                  Salesperson’s Views                      Sales Manager’s Views
                   Prospect new         Prospect new customers
                   customers
                                        Make sales presentations
                   Make sales
Functions Of A     presentations        Close sales
 Salesperson                            Collect payment
                   Close sales
                   Collect payment      Collecting information

                                        Motivating salespeople
                                        Product updating lines
                                        Negotiating prices with suppliers
                   Coordination         Making product orders
Functions Of A
Successful Sale    Recruitment          Making sure salespeople adhere to company policies and rules
  Manager          Training             Handling customer feedback
                   Sales                Forecasting sales figures
                                        Setting sales target
                                        Working with other departments
                                        Sourcing for new products
SALES MANAGER RESPONSIBILITIES
 Sales Resource Management:
 Sales Training to Subordinates:
 Managing Sales Executives:
 Preparing Sales Policies and
  Marketing Strategies:
 Handling Important Sales Deals:
 Team Management:
10 ATTRIBUTES OF A GREAT SALES
              MANAGER:
1) Passion.
2) Integrity
3) Positive attitude
4) Coaching.
5) Leadership
6) Loyalty
7) Availability
8) Motivation
9) Continuous learning
10) Listening and communication
14 THINGS SALES PEOPLE SHOULD
NEVER STOP DOING
   Prospect
   Ask awesome questions
   Improve your skill
   Deliver great presentations
   Listen more than you talk
   Adapt your approach
   Establish clear call objectives
   Set high goals
   Create plans (yearly, quarterly, monthly and weekly)
   Be persistent
   Study your products
   Forge relationships
   Network
   Show respect

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srm

  • 1. SALES AND RETAIL MANAGEMENT PART – A SALES MANAGEMENT MODULE - 1 Introduction to sales management: Meaning, Evaluation, Importance, Personal Selling, Emerging Trends in Sales Management, elementary study of sales organizations, qualities and responsibilities of sales manager. Types of sales organisations. Faculty: Krupa Joshi
  • 2. BOOKS:  SalesManagement by Charlesm. Futrell, 6/e, 2003, Thomson South Western  Sales & Distribution Management by Tapan K. Panda & Sunil Sahadev, 6/e, Oxford University Press
  • 3. INTRODUCTION  Any organisations large or small are into selling something or the other for their survival and growth. It may be a product, service, idea, concept, destination or person.  Robert Louis Stevenson said ‘everybody is surviving on selling something to someone’.  Sales management is attainment of an organization's sales goals in an effective & efficient manner through planning, staffing, training, leading & controlling organizational resources. Revenue, sales, and sources of funds fuel organizations and the management of that process is the most important function.
  • 4. MEANING  Sales Management’ originally referred exclusively to the direction of sales force personnel.  American Marketing Association – “Sales Management is the planning, direction, and control of personal selling, including recruiting, selecting, equipping, assigning, routing, supervising, p aying and motivating as these tasks apply to the personal sales force.  Charles M. Futurell – “Sales Management is the attainment of sales force goals in an effective and efficient manner through planning, staffing, training, leading, and controlling organizational resources.
  • 5. A SALES PERSON’S POSITION  A sales person’s job is predominantly to deliver a product  A salesperson is predominantly an internal order taker  A salesperson is also predominantly an order taker but works in the field  A salesperson is not expected or permitted to take an order but is called only to build goodwill or to educate an potential or actual user  Positions where the emphasis is placed on technical knowledge  Positions which demand the creative sale of tangible products  Positions which requiring the creative sales of intangible products/services
  • 6. SMALL IMPROVEMENTS IN YOUR TEAM’S SKILLS AND PROCESSES Best Case Neutral Case Worst Case Your sales team isn’t Your sales team is a strong. They may not have revenue machine. They There are strong and weak a dedicated sales manager have the right skills and players on the sales team. to help improve experience; they’re Some require a lot more performance. They may not motivated to come in each hand-holding than you’d have enough experience, day and close business. You like; there isn’t always time especially if you’re a small coach them regularly to to give them the help they company that can’t yet improve their performance. need. As a result, their close afford the big hitters. You When problems arise, ratios are much lower. have a pipeline but don’t they’re dealt with swiftly. They’re probably not know what’s happening The sales team does a great hitting their quotas, but with prospects; it takes job delivering the they’re not a major liability longer than it should to company’s value to the company. close deals. You suspect proposition, brand strategy your need an entirely new and messages. sales operation.
  • 7. EVOLUTION OF SALES MANAGEMENT  There were fewer than 1,000 travelling sales people before 1860 in the US who were basically credit investigators and took orders for goods  The techniques of modern sales management and selling techniques were refined by John Henry Patterson, widely known as the father of modern sales management  Mr. Patterson assigned to his salesperson’s exclusive territories and sales quotas in order to stretch their efforts. He asked his best salespeople to demonstrate their sales techniques to other sales people.  Thomas J. Watson was trained by Mr. Patterson who later founded the IBM.  Today the process of sales management has undergone numerous changes in terms of strategy, practice, and technological adoption to achieve the desired sales goal.
  • 8. SALES MANAGEMENT PROCESS FORMULATION OF A STRATEGIC SALES MANAGEMENT PROGRAMME: The strategic sales programme should consider the environmental issues affecting the business. It should organize and plan the company's overall personal selling efforts and integrate these with the other elements of the firm's marketing strategy. IMPLEMENTATION OF A STRATEGIC SALES MANAGEMENT PROGRAMME: It involves selecting appropriate sales personnel, training them leading them and motivating them, designing and implementing of policies and procedures that will direct the efforts of the sales people towards achieving corporate objectives. EVALUATION AND CONTROL OF SALES FORCE PERFORMANCE: It involves developing methods and practice for monitoring and evaluating the individual and group sales force performance. this entails taking corrective steps either in formulation or in implementation programs to achieve the desired corporate goal.
  • 9. FORMULATION OF STRATEGIC SALES PROGRAMME THE ENVIRONMENT The External Environment The Internal Environment Potential Customers Objectives and Missions Competition, Legal and Political Environment Human Resources, Financial Resources Technological Environment Capacity Utilization and Production Natural Resource Processes , Innovation cycles and research Social and Cultural Environment and development activities Marketing Strategy Product and Product Lines Pricing Policy, Distribution Strategy Promotion Policy, Advertising and Sales Promotion Sales Management Functions Sales Force Account Sales Planning, Sales Force Deployment, Territory Management Forecasting and Organization Design, and route Policy quota setting Planning
  • 10. IMPLEMENTATION OF THE STRATEGIC SALES PROGRAMME Determination of the sales people’s Performance Sales Management Outcomes Functions Sales person’s view of job requirements, role Supervision perception Environmental Variable Performance Sales Volume Quota Allocation Selection and Recruitment of Selling Expenses Sales Personnel Aptitude Profitability of Customer Level of Customer Sales Training Service Skills Sales Reports Motivating the Sales Ethical Practices Force Compensation Motivation System Reward System Level
  • 11. EVALUATION AND CONTROL OF SALES FORCE PERFORMANCE
  • 12. SALES MANAGEMENT FUNCTIONS  Planning : Building a profitable customer oriented sales team  Staffing : Hiring the right people to sell and lead  Training : Educating sales personnel to satisfy customer  Leading : Guiding average people to perform at above average levels  Controlling : Evaluating the past to guide the future
  • 13. EMERGING TRENDS IN SALES MANAGEMENT
  • 14. FUNCTIONS OF SELLING  Order Taker  Inside Order Taker  Delivery Salespeople  Outside Order Taker  Order Creator  Missionary Salespeople  Order Getters  Front Line Salespeople  New Business Salespeople  Organizational Salespeople  Consumer Salespeople  Sales Support Salespeople  Technical Support Salespeople  Merchandisers
  • 15. IMPORTANCE OF SALES MANAGEMENT  Sales force advantage  Personal selling as promotion method  Customization of product, service, concept, idea, person  Customer satisfaction level  Direct indirect marketing communication
  • 16. THE NATURE AND ROLE OF SALES MANAGEMENT  Determining Sales force objectives and goals  Finalizing sales force organization, size, territory, and quota  Forecasting and budgeting sales  Selecting, recruiting, and training to the sales force  Motivating and leading the sales force  Designing compensation plan and control systems  Designing career growth plans and building relationship strategies with key customers
  • 17. PERSONAL SELLING  Personal selling can be broadly classified into industrial, retail, and service selling. The approaches that a sales person takes in each of these categories vary despite similarities in the sales function. The selling approaches are bound to be different in each of the buying situations.  Personal selling involves selling a product or service on a one to one basis. This can either be done face to face or over the phone
  • 18. TYPES OF PERSONAL SELLING  Auctions  Sealed bid sales  Spot bids  Contract sales and service contracts  Negotiated sales  Fixed-price sales  Industrial Selling  Retail Selling  Service Selling
  • 19. PERSONAL SELLING AS A PART OF THE PROMOTIONAL PROGRAM  Personal selling refers to the presentation of goods and services before the customers and convincing or persuading them to buy the products or services.  Personal selling is a promotional method in which one party (e.g., salesperson) uses skills and techniques for building personal relationships with another party (e.g., those involved in a purchase decision) that results in both parties obtaining value
  • 20. PERSONAL SELLING CONSISTS OF THE FOLLOWING ELEMENTS:  Face-to-Face interaction  Persuasion  Flexibility  Promotion of sales  Supply of Information  Mutual Benefit
  • 21. DIFFERENCE BETWEEN SELLING AND MARKETING SELLING MARKETING Emphasis on Product Emphasis on consumer needs and wants Company Manufactures the Product first Company first determines customers needs and then decides to sell it and wants and then decides on how to deliver a product to satisfy these wants Management is sales volume oriented Management is profit oriented Planning is short term oriented, in terms of Planning is long term oriented, in terms of today’s products and markets new products tomorrows markets, and future growth Stresses needs of a seller Stresses needs and wants of buyers Views business as a goods producing Views business as a consumer satisfying process process Emphasis on staying with existing Emphasis on innovation in every sphere, technology and reducing costs on providing better value to the customers by adopting a superior technology Different departments work as highly All departments of a business operate in an separate watertight compartments integrated manner, the sole purpose being generation of consumer satisfaction Selling views customers as the last link in After sales services are part of marketing business activities
  • 22. ELEMENTARY STUDY OF SALES ORGANIZATIONS  The sales organization represents the selling unit in the legal sense.  Sales organizations are structural entities, which execute a combined sales plan and are designed to carry out mutually agreed business goals with clear structures, roles and responsibilities for each person, group, and department  A typical sales organization consists of a structural framework specifying the formal authority and responsibility of various employees working in the organization.  A sales organization defines the duties, roles, rights, and responsibilities of sales people engaged in selling activities meant for the effective executions of the sales functions.
  • 23. PURPOSES OF SALES ORGANIZATION:  To permit the development of specialists  To assure that all necessary activities are performed  To achieve coordination or balance  To define authority  To economize on execution time
  • 24. SETTING UP A SALES ORGANIZATION:  Defining Objectives  Determination of Activities and their Volume of Performance  Grouping activities into positions  Assignment of Personnel to positions  Provisions
  • 25. THE SYSTEM VIEW OF AN ORGANIZATION: (DIMENSIONS OS SUCCESSFUL SALES ORGANIZATION)  Company Results:  Salespeople:  Activities:  Sales Effectiveness Drivers:  Customer Results:
  • 26. STRUCTURAL CHANGES IN SALES ORGANIZATION From Top Down Command and To Horizontal and customer-driven control-driven Information Processing Knowledge creation Compartmentalized Knowledge Shared Knowledge Functions Retail power Core process team has the power Functions own skills Core competencies supply skills Dominant function leads Leader represents team Narrow result focus (sub- Broad process focus optimization) (optimization) Rewards are within chimneys Rewards are based on the overall (functions) performance of the organization Slow/bureaucratic Quick/empowered
  • 27. FUNDAMENTALS OF ORGANIZATIONAL PRINCIPLES Fundamental of Organizational Principles 1. Span of Control 1. The number of people directly reporting to the sales manager 2. Unity of Command 2. Each person should report to one boss only 3. Hierarchy of Authority 3. A clear and unbroken chain of command should link every person 4. Stability and Continuity 4. Jobs should not be assigned without due regard for the talents and preferences of current employees 5. Coordination and Integration 5. The job of sales people should be integrated with customer needs, and coordinated with the jobs of other employees and departments in the organization 1. Homogeneity 6. Formal authority and responsibility must be co- terminus and co-equal 2. Objectivity 7. Each division and sub division of the organization should be the expression of a definite purpose and be in harmony with the objective of the organization 3. Specialization 8. The work of every individual in the organization should be confined as far as possible to the performance of a single leading function
  • 28. TYPES OF SALES ORGANIZATIONS  Line Organization  Horizontal Organization  Vertical Organization  Organizational Design by territory (geographical)  Organizational Design by management functions  Organizational Design by Product  Organizational Design by Customer  Combined organizational structure
  • 29. LINE ORGANIZATION: • Vertical Organization: PRESIDENT/OWNER VICE PRESIDENT SALES FIVE SLES PEOPLE • Horizontal Organization: PRESIDENT/ VICE FIVE PRESIDENT OWNER SALESPOEPLE SALES
  • 30. ORGANIZATIONAL DESIGN BY TERRITORY (GEOGRAPHICAL):
  • 31. ORGANIZATIONAL DESIGN BY MANAGEMENT FUNCTIONS:
  • 37. QUALITIES AND RESPONSIBILITIES OF SALES MANAGER Salesperson’s Views Sales Manager’s Views Quick thinking Positive and sincere attitude Qualities Of Foresight Patience A Successful Hardworking Diligence Salesperson Determination Good presentation skills Responsibility Foresight Qualities Of Patience Patience A Successful Firmness Strong sense of responsibility Sale Manager Good Ability to forecast and handle communication challenges skills
  • 38. FUNCTIONS OF SALES MANAGER Salesperson’s Views Sales Manager’s Views Prospect new Prospect new customers customers Make sales presentations Make sales Functions Of A presentations Close sales Salesperson Collect payment Close sales Collect payment Collecting information Motivating salespeople Product updating lines Negotiating prices with suppliers Coordination Making product orders Functions Of A Successful Sale Recruitment Making sure salespeople adhere to company policies and rules Manager Training Handling customer feedback Sales Forecasting sales figures Setting sales target Working with other departments Sourcing for new products
  • 39. SALES MANAGER RESPONSIBILITIES  Sales Resource Management:  Sales Training to Subordinates:  Managing Sales Executives:  Preparing Sales Policies and Marketing Strategies:  Handling Important Sales Deals:  Team Management:
  • 40. 10 ATTRIBUTES OF A GREAT SALES MANAGER: 1) Passion. 2) Integrity 3) Positive attitude 4) Coaching. 5) Leadership 6) Loyalty 7) Availability 8) Motivation 9) Continuous learning 10) Listening and communication
  • 41. 14 THINGS SALES PEOPLE SHOULD NEVER STOP DOING  Prospect  Ask awesome questions  Improve your skill  Deliver great presentations  Listen more than you talk  Adapt your approach  Establish clear call objectives  Set high goals  Create plans (yearly, quarterly, monthly and weekly)  Be persistent  Study your products  Forge relationships  Network  Show respect