Agri input marketing

1. Dr.S.John Mano Raj
Managing Sales Force

2. Dr.S.John Mano Raj
Recruitment
and
Selection
Assimilation
Training
Motivation
Compen-
sation
Performance
Evaluation
Supervision
The Sales Management
Process

3. Dr.S.John Mano Raj

4. Dr.S.John Mano Raj
• Recruitment and Selection
– One of the sales manager’s greatest
challenges
– Careful selection is important for two reasons:
• Substantial costs involved
• Mistakes are costly and detrimental to customer
relations and sales-force performance

5. Dr.S.John Mano Raj
Issues
• Deciding on no. of sales force
• Deciding on Kind of sales force

6. Dr.S.John Mano Raj
Traits of Top Sales Performers
 Strong, healthy self esteem
 Sense of urgency and competitiveness
 Persuasive
 Assertive
 Sociable
 Willing to take risks
 Understand complex concepts
 Creative in developing solutions
 Possess empathy

7. Dr.S.John Mano Raj
Job Summary
• Locations : Kolkata, Visakhapatnam
• Experience : 5 - 15 years
• Key Skills : Sales, Marketing, Development,
Channel sales, Dealer Management, Pesticides,
Seeds, Soluble Fertilisers
• Function
Sales/ Business Development
• Role
• Sales Exec/ Sales Representative
• Channel Sales Manager
• Area/ Territory Sales Manager

8. Dr.S.John Mano Raj
Job Description:
• Achieve sales target for entire agri-inputs basket including
crop care chemicals, seeds, and soluble fertilizers.
• Conduct market research on competitor performance and
activities as a plug-in to planning and operational
efficiency
• Nurture and develop relationships with the distribution
network (Dealers and Distributors) to ensure adequate
market penetration
• Monitor extension activities within the territory
• Engage in customer relationship management &
monitoring and resolving complaints
• Ensure profitability of the territory by focusing on rotation
of working capital, ensuring low bills receivables
• Developing and monitoring budgets for operational
functioning
• Liaison with local authorities, agricultural universities

9. Dr.S.John Mano Raj
Head-Sales & Marketing, Pune:
• Company Profile: a large, rapidly expanding, leading, agri-inputs
organisation - leaders in their field. The positions are based in
various cities in Maharashtra. Our clients offer excellent salary &
career growth prospects.
• Job Profile: reporting to the CEO, providing strategic direction to the
business, will head the Sales, Brand & Marketing function, will be
involved in achieving sales targets, managing client/dealer
operations/training, maintaining relationships with financial
institutions, lead a large All-India team
• Candidate Profile: Master degree in Agri Science/MBA in Agri
Science with 15-25 years relevant experience

10. Dr.S.John Mano Raj
GM Sales & Marketing - Agro (20+ yrs)
Job Description
Head of Sales & Marketing for Cotton Crop.
Compensation : Best in the Industry
Desired Candidate Profile -
- B.Sc/M.Sc (Agri) with MBA having minimum 20 years experience in Cotton seed
business out of which 5 to 8 years as national level player.
- Exposure in Channel Management, good knowledge on Cotton Crop Marketing, a
team player and motivator.
Company Profile
Penta HR recruiting for a market leader in the Seed Industry, especially Cotton
Crop(RCH 2 Bt etc).Company is having national presence with excellent infrastructure
for Research and farming ,with a talented team in all domains. An organization for
ample career growth.

11. Dr.S.John Mano Raj
Top Accountabilities:
- Deliver sales profit growth , by leading a sales team of Regional
Business Managers, Area Sales Area Sales Managers
- Own & drive Sales Strategy and execution plans to deliver value
share gains and financial leverage
- Work with Sales Operations & Customer Marketing team to ensure
efficient and effective implementation of Brand & Trade activities
- Nurture Customer relationships & implement category growth
plans
- Understand customer dynamics & needs
- Nurture relationships among key customers across functions
(supply, Finance, consumer Marketing & customer marketing)

12. Dr.S.John Mano Raj
Top Accountabilities:…….
Leverage shopper and customer insights into tangible customer/trade plans
and category developing results
- Build customer knowledge in business
- Capability Development - Develop the capability of team & self
- Recruit, retain, motivate and manage performance of sales talent
- Work with Sales Operations team to build required capabilities in the team,
including delivering capability training modules
- Build a high performing climate by creating the right environment
- Contribute commercial insight and leadership
- Provide competitor intelligence.
- Turn commercial opportunities into reality.

13. Dr.S.John Mano Raj
• Training
– Principal methods
used are on-the-job
training, individual
instruction, in-house
classes, and external
seminars
– Popular training
techniques include
instructional
videotapes/DVDs,
lectures, role-playing
exercises, etc.

14. Dr.S.John Mano Raj
Training
includes...
Nonselling duties
Industry and customer
characteristics
Product knowledge
Selling techniques
Company policies
and practice
Training the Sales Force

15. Dr.S.John Mano Raj
A-C-M-E-E

16. Dr.S.John Mano Raj
• Motivation
– both psychological and financial
encouragement
– Psychological encouragement includes
appeals to emotional needs, recognition, and
peer acceptance
– Financial encouragement includes
monetary rewards and fringe benefits and
sales contest awards

17. Dr.S.John Mano Raj
Compensating the Sales Force
Commission
Salary
Combination
Plans

18. Dr.S.John Mano Raj
Straight
Commission
The salesperson is paid
some percentage when
a sale is made.
Straight
Salary
The salesperson receives
a salary regardless of
sales productivity.
Compensating the Sales Force

19. Dr.S.John Mano Raj
Supervising and Controlling Sales
Force
• Managing Sales expenses
• Sales Quota
• Sales Territories
• Performance Evaluation

20. Dr.S.John Mano Raj
• How salespeople and sales managers spend their time

21. Dr.S.John Mano Raj
Sales Forecasting

22. Dr.S.John Mano Raj
Cont….
Sales Forecasting
Sales forecasting, according to Cundiff and Still, is “an
estimate of sales during a specified future period which is
tied to a proposed marketing plan and which assumes a
particular set of uncontrollable and competitive forces.”

23. Dr.S.John Mano Raj
Cont….
Purpose of sales forecasting
Steps in Sales Forecasting
1. Defining the objectives to be achieved.
2. Dividing various products into homogeneous groups.
3. Analysing the importance of various factors to be studied for sales
forecasting.
4. Selecting the method.
5. Collecting and analysing the related information.
6. Drawing conclusions from the analysis made.
7. Implementing the decisions taken.
8. Reviewing and revising the sales forecasting from time to time.

24. Dr.S.John Mano Raj
Four different types of forecasts :
1. Market Potential
2. Market Forecast
3. Sales Potential
4. Sales Forecast

25. Dr.S.John Mano Raj
Market Potential Market Forecast
Sales Potential Sales Forecast
Industry Level
Firm Level
Best Possible
Results
Expected Results
for given strategy

26. Dr.S.John Mano Raj
Sales Quota
• Individual sales target figure assigned to
each sales unit such a sales person,
dealer, distributor, region, or territory, as a
required minimum for a specified period
(month, quarter, year). Sales quotas may
be expressed either in dollar figures
(monetary terms) or in number of goods or
services sold (volume terms).

27. Dr.S.John Mano Raj
WHY ARE QUOTAS
IMPORTANT?
• Quotas provide performance targets.
• Quotas provide standards.
• Quotas provide control.
• Quotas provide change of direction.
• Quotas are motivational.

28. Dr.S.John Mano Raj
METHODS FOR SETTING SALES
QUOTAS
• Quotas based on forecasts and potentials.
• Quotas based on forecasts only.
• Quotas based on past experience.
• Quotas based on executive judgments.
• Quotas salespeople set.
• Quotas related to compensation.

29. Dr.S.John Mano Raj
LEVELS OF ORGANIZATIONAL SALES PLANNING
LEVEL PURPOSE: WHAT IS
PLANNED
WHO (USUALLY) IS
INVOLVED
1. Marketing •Organizational goals
(increase in market
share or penetration,
increase in customers,
increase in sales)
Upper management and
sales and marketing
executives
2. Regional plan •Priorities (which
regions, markets, and
products to emphasize)
Regional and district
sales managers (which
input from sales reps)
3. District plan •Budget allotment (for
promotion, advertising,
new employees, sales
incentives, and so on)
District managers and
sales representatives
4. Territorial plan •Goals for number of
new customers and for
increased business with
old customers in each
region and territory
Sales representatives

30. Dr.S.John Mano Raj
A GOOD OBJECTIVE AND
QUOTA PLAN IS SMART
Specific
Measurable
Attainable
Realistic
Time specific

31. Dr.S.John Mano Raj
SETTING OBJECTIVES AND QUOTAS IS A TWO-WAY PROCESS BETWEEN
MANAGER AND SALESPERSON
Mutually Set
Objectives and
Quotas
Measure
Performance
Evaluate
Performance
Reward
orPenalty
Publicize
Performance
Results

32. Dr.S.John Mano Raj
Performance Evaluation
• Both quantitative and qualitative factors should
serve as bases for performance evaluation.
– Quantitative bases are specific and
objective.
– Qualitative factors are limited by the
subjective judgement of the evaluators.

33. Dr.S.John Mano Raj
Evaluating the Sales Force : Quantitative
Output Measures
• Sales revenue achieved
• Profits generated
• Percentage gross margin achieved
• Sales per potential account
• Sales per active account
• Sales revenue as a percentage of sales
potential
• Number of orders
• Sales to new customers
• Number of new customers.

34. Dr.S.John Mano Raj
Evaluating the Sales Force : Quantitative
Input Measures
• Number of calls made
• Calls per potential account
• Calls per active account
• Number of quotations
• Number of calls on prospects

35. Dr.S.John Mano Raj
Evaluating the Sales Force : Quantitative
Combining output and input
1. Strike rate = Number of orders / No. of quotations
2. Call Effectiveness :
– Sales revenue per call ratio
– Profit per call ratio
– Order per call ratio
3. Average order value = Sales revenue / No.of orders
4. Prospecting Success ratio = No. of new customers / No. of
prospects visited
5. Average profit contribution = Profit generated / No. of orders

36. Dr.S.John Mano Raj
Evaluating the Sales Force : Qualitative
Sales skill
• Opening the sale
• Identifying customer needs
• Quality of Sales presentation
• Use of visuals
• Ability to overcome objections
• Ability to close the sales.

37. Dr.S.John Mano Raj
Evaluating the Sales Force : Qualitative
• Customer relationship
• Self organisation
• Product knowledge
• Cooperation and attitude.

38. Dr.S.John Mano Raj
Evaluation Matrix
Quantitative Measured resultsGoodBad
QualitativeMeasuredResults
Praise
Reward
Promise
Limited praise
Guide
Train
Limited Praise
Advise
Educate
Discuss
Train
Punish
Remove
Good Bad

39. Dr.S.John Mano Raj
Name
Sales
(Rs.000s)
Gross
Margin
(Rs.000s)
Live
Accounts
Calls
Made
No. of
Customers
called upon
No. of
potential
accounts
Territory
potential
(Rs.000s)
A 298 101 222 1472 441 503 34,620
B 589 191 333 1463 432 524 36,360
C 391 121 235 1321 402 711 62,100
D 440 132 181 1152 211 483 43,800
E 240 65 296 1396 421 462 38,620
ABC Company introduced a new fertilizer has appointed five sales persons to
promote their product in to five different territories. The sales record and the
market data of five sales persons belonging to their territory for the year
2010 – 11 is furnished below.
Questions
Evaluate the performance of each salesperson
What further information is needed?
What action would you take?