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Sales Management
Introduction to Sales Management
Sales - Definition
- A sale is the pinnacle activity involved in
selling products or services in return for
money or other compensation. It is an
act of completion of a commercial
activity.
- Sales is everything that you do to close
the sale and get a signed agreement or
contract.
Sales Management
According to American Marketing Association (AMA), “Sales
Management means the planning, direction and control of personal
selling, including recruiting, selecting, equipping, assigning, routing,
supervising, paying and motivating as these tasks apply to the
personal sales force”.
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.
Marketing – Definition
• Marketing is the process associated with promotion for sale goods
or services. It is considered a "social and managerial process by
which individuals and groups obtain what they need and want
through creating and exchanging products and values with others.”
It is an integrated process through which companies create value
for customers and build strong customer relationships in order to
capture value from customers in return.
• Marketing is used to create the customer, to keep the customer
and to satisfy the customer. With the customer as the focus of its
activities, it can be concluded that marketing management is one
of the major components of business management. The evolution
of marketing was caused due to mature markets and overcapacities
in the last decades. Companies then shifted the focus from
production more to the customer in order to stay profitable.
Sales and Marketing
What's the Difference?
Sales
• Sales starts with seller & is
preoccupied all the time with
the needs of the seller
• Emphasizes on saleable
surplus available with the
company
• Seeks to convert products in
to cash
• Views business as – goods
producing process
• Sales views the customer as
the last link in the business
Marketing
• Marketing starts with the
buyer and focuses constantly
on the needs of the buyer
• Emphasizes on identification
of market opportunity
• Seeks to convert customer
needs in to products
• Views business as – a
customer satisfying process
• Marketing views the customer
as the very purpose of
business
The sales and marketing relationship
• Marketing and sales are very different, but have the
same goal.
• Marketing improves the selling environment and plays
a very important role in sales.
• The marketing department's goal is to increase the
number of interactions between potential customers
and company, which includes the sales team using
promotional techniques such as advertising, sales
promotion, publicity, and public relations, creating
new sales channels, or creating new products (new
product development), among other things.
Evolution of Sales Management
• Before Industrial revolution, small scale
manufacturers influenced the economy.
• After, 1760 AD, large scale manufacturers
started dominating.
• Need to expand the market
• Separate functional departments like
manufacturing, finance and sales were
established.
Evolution of Sales Management
• Active involvement of distribution channels
(Wholesalers & retailers)
• Complex marketing function
• Marketing function was split in to Sales fn. &
support fn. (promotion, research, logistics,
etc.)
• Sales department generates revenue
Nature of Sales Management
i. Integration with Marketing Management
ii. Relationship Selling
iii. Varying sales responsibilities
i. Integration with Marketing
Management
Sales management is a part of marketing
management
•Field sales team: In territories, contacting
existing and prospective customers
•Headquarter team: Performs support and
service functions to assist sales people.
(Promotion, Market research, Logistics,
Customer service and coordination)
ii. Relationship Selling
• Relationship is an exchange
– Obtaining & offering
• Creation of customer
loyalty
• Customers classified as
A/B/C as per sales & profit
potential
• Lower costs and add value
• Satisfying current needs
and understanding future
needs
Objectives of Sales Function.
• To achieve Sales Targets
• To achieve Market share targets
• To manage dealer network
• To organize sales training
• To handle customer complaints
• To manage Sales promotion campaigns
• To effectively cover market
Sales Management…
• Managing Sales Force
• Offering Sales Training
• Managing Channel partners
• Managing Direct sales
• Managing Sales Promotion
• Managing Sales Territories
• Managing Sales Targets
Importance of Sales Management
1. Most exciting
2. Highly financially rewarding
3. Challenging careers
4. Fastest & surest route to top management
5. Only function to generate revenue
6. Directly impacts the bottom line or net profit
Roles of a Sales Manager
1. Strategic role in the company with key inputs – long
term strategic plans, forecasting, sales force
management, evolving strategies, controlling budget.
2. Member of corporate team to ensure organizational
objectives – customer satisfaction, sales growth &
market share
3. Team leader to achieve sales goals & profits
4. Managing multiple sales channels – personal selling,
electronic and telemarketing
5. Latest CRM technologies
6. Continually understand changes in environment and
update strategies
Skills of Sales Manager
1. People Skills – Motivate, lead, communicate
and coordinate effectively with team building
2. Managing Skills – Administrative skills like –
planning, organizing, controlling and decision
making
3. Technical skills – Training, selling,
negotiating, problem-solving and CRM skills
PERSONAL
SELLING
PERSONAL
SELLING
Personal Selling
Personal selling occurs where an individual salesperson sells a product,
service or solution to a client. Salespeople match the benefits of
their offering to the specific needs of a client. Today, personal
selling involves the development of longstanding client
relationships. In comparison to other marketing communications
tools such as advertising, personal selling tends to:
• Use fewer resources, pricing is often negotiated.
• Products tend to be fairly complex (e.g. financial services or new
cars).
• There is some contact between buyer and seller after the sale so
that an ongoing relationship is built.
• Client/prospects need specific information.
• The purchase tends to involve large sums of money.
‘Everyone lives by selling something’ R.L. Stevenson
Personal selling and its fit in the promotional mix
• Usually more appropriate in B2B than consumer
markets.
• Advantageous in promoting and selling high cost,
complex items.
• Operates more effectively when customers are on the
verge of making a final decision and committing
themselves.
Characteristics of personal selling
• Impact - sales representatives have a much greater
chance of engaging initial attention and responding to
situations.
• Precision - targeting and message precision.
• Cultivation - sales force plays an important role in
creating and maintaining buyer – seller relationships.
• Cost - personal selling is very labour intensive so comes
at a cost.
Sales representatives - typical tasks
Forms of personal selling
• Order takers - external and internal.
• Order makers - finding prospective customers, identifying
customer specific problems and needs, selling product and
assisting with installation and training, and maintaining
relationship.
• Sales support - augment the efforts of mainstream sales
force.
• Missionary sales representatives - focus on particular
segment of product to give enquiries and sales an initial lift.
• Sales engineers - focus on the technical or application
problems of the product.
The personal selling process
Stages and objectives of the personal
selling process
Sources of prospects
(1) Prospecting
Identify the potential customers
Making warm contacts rather than cold calling
• Leads - prospective customers.
• Prospects – before a contact, find they with potential.
• Qualified prospects – after a contact, find they with
great potential.
(2) Preparation and planning
It is to look for:
• Customer’s buying criteria and needs
• Customer organisation’s purchasing structures
• The application of the prodcut and the features and benefits required.
(3) Initial contacts
It is to build up mutual rapport, respect and trust between the buyer and seller
before the formal and serious business discussion.
Two approaches:
• Initial phone call for a meeting appointment
• Could calling/visiting for a lucky meeting arrangement
(4) -Sales presentation
It is to show how the product offering and the customer’s needs match.
• Stimulus response.
• Formula selling.
• Need satisfaction.
(5) Handling typical objections
Typical objections:
Your: company, product, service, pricing;
You; you are not competitive enough
I can’t afford it; I don’t need it
• Ask the objection back.
• Agree and counter.
• Boomerang.
• Feel, felt, found.
• Denial.
(6) Types of negotiations
• Co-operative or win-win - trading concessions results in a better deal for
both parties.
• Competitive negotiation - hard bargain focused on short term gain.
(7) Types of sales closure
It has reached the point where the customer agrees to purchase.
• Alternative close.
• Assumptive close.
• Time pressure close.
(8) Follow-up and account management
The role of personal contact
The sales management process
Questions

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Sales management 1

  • 2. Sales - Definition - A sale is the pinnacle activity involved in selling products or services in return for money or other compensation. It is an act of completion of a commercial activity. - Sales is everything that you do to close the sale and get a signed agreement or contract.
  • 3. Sales Management According to American Marketing Association (AMA), “Sales Management means the planning, direction and control of personal selling, including recruiting, selecting, equipping, assigning, routing, supervising, paying and motivating as these tasks apply to the personal sales force”. 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. Marketing – Definition • Marketing is the process associated with promotion for sale goods or services. It is considered a "social and managerial process by which individuals and groups obtain what they need and want through creating and exchanging products and values with others.” It is an integrated process through which companies create value for customers and build strong customer relationships in order to capture value from customers in return. • Marketing is used to create the customer, to keep the customer and to satisfy the customer. With the customer as the focus of its activities, it can be concluded that marketing management is one of the major components of business management. The evolution of marketing was caused due to mature markets and overcapacities in the last decades. Companies then shifted the focus from production more to the customer in order to stay profitable.
  • 5. Sales and Marketing What's the Difference? Sales • Sales starts with seller & is preoccupied all the time with the needs of the seller • Emphasizes on saleable surplus available with the company • Seeks to convert products in to cash • Views business as – goods producing process • Sales views the customer as the last link in the business Marketing • Marketing starts with the buyer and focuses constantly on the needs of the buyer • Emphasizes on identification of market opportunity • Seeks to convert customer needs in to products • Views business as – a customer satisfying process • Marketing views the customer as the very purpose of business
  • 6. The sales and marketing relationship • Marketing and sales are very different, but have the same goal. • Marketing improves the selling environment and plays a very important role in sales. • The marketing department's goal is to increase the number of interactions between potential customers and company, which includes the sales team using promotional techniques such as advertising, sales promotion, publicity, and public relations, creating new sales channels, or creating new products (new product development), among other things.
  • 7. Evolution of Sales Management • Before Industrial revolution, small scale manufacturers influenced the economy. • After, 1760 AD, large scale manufacturers started dominating. • Need to expand the market • Separate functional departments like manufacturing, finance and sales were established.
  • 8. Evolution of Sales Management • Active involvement of distribution channels (Wholesalers & retailers) • Complex marketing function • Marketing function was split in to Sales fn. & support fn. (promotion, research, logistics, etc.) • Sales department generates revenue
  • 9. Nature of Sales Management i. Integration with Marketing Management ii. Relationship Selling iii. Varying sales responsibilities
  • 10. i. Integration with Marketing Management Sales management is a part of marketing management •Field sales team: In territories, contacting existing and prospective customers •Headquarter team: Performs support and service functions to assist sales people. (Promotion, Market research, Logistics, Customer service and coordination)
  • 11. ii. Relationship Selling • Relationship is an exchange – Obtaining & offering • Creation of customer loyalty • Customers classified as A/B/C as per sales & profit potential • Lower costs and add value • Satisfying current needs and understanding future needs
  • 12. Objectives of Sales Function. • To achieve Sales Targets • To achieve Market share targets • To manage dealer network • To organize sales training • To handle customer complaints • To manage Sales promotion campaigns • To effectively cover market
  • 13. Sales Management… • Managing Sales Force • Offering Sales Training • Managing Channel partners • Managing Direct sales • Managing Sales Promotion • Managing Sales Territories • Managing Sales Targets
  • 14. Importance of Sales Management 1. Most exciting 2. Highly financially rewarding 3. Challenging careers 4. Fastest & surest route to top management 5. Only function to generate revenue 6. Directly impacts the bottom line or net profit
  • 15. Roles of a Sales Manager 1. Strategic role in the company with key inputs – long term strategic plans, forecasting, sales force management, evolving strategies, controlling budget. 2. Member of corporate team to ensure organizational objectives – customer satisfaction, sales growth & market share 3. Team leader to achieve sales goals & profits 4. Managing multiple sales channels – personal selling, electronic and telemarketing 5. Latest CRM technologies 6. Continually understand changes in environment and update strategies
  • 16. Skills of Sales Manager 1. People Skills – Motivate, lead, communicate and coordinate effectively with team building 2. Managing Skills – Administrative skills like – planning, organizing, controlling and decision making 3. Technical skills – Training, selling, negotiating, problem-solving and CRM skills
  • 18. Personal Selling Personal selling occurs where an individual salesperson sells a product, service or solution to a client. Salespeople match the benefits of their offering to the specific needs of a client. Today, personal selling involves the development of longstanding client relationships. In comparison to other marketing communications tools such as advertising, personal selling tends to: • Use fewer resources, pricing is often negotiated. • Products tend to be fairly complex (e.g. financial services or new cars). • There is some contact between buyer and seller after the sale so that an ongoing relationship is built. • Client/prospects need specific information. • The purchase tends to involve large sums of money. ‘Everyone lives by selling something’ R.L. Stevenson
  • 19. Personal selling and its fit in the promotional mix • Usually more appropriate in B2B than consumer markets. • Advantageous in promoting and selling high cost, complex items. • Operates more effectively when customers are on the verge of making a final decision and committing themselves.
  • 20. Characteristics of personal selling • Impact - sales representatives have a much greater chance of engaging initial attention and responding to situations. • Precision - targeting and message precision. • Cultivation - sales force plays an important role in creating and maintaining buyer – seller relationships. • Cost - personal selling is very labour intensive so comes at a cost.
  • 21. Sales representatives - typical tasks
  • 22. Forms of personal selling • Order takers - external and internal. • Order makers - finding prospective customers, identifying customer specific problems and needs, selling product and assisting with installation and training, and maintaining relationship. • Sales support - augment the efforts of mainstream sales force. • Missionary sales representatives - focus on particular segment of product to give enquiries and sales an initial lift. • Sales engineers - focus on the technical or application problems of the product.
  • 24. Stages and objectives of the personal selling process
  • 26. (1) Prospecting Identify the potential customers Making warm contacts rather than cold calling • Leads - prospective customers. • Prospects – before a contact, find they with potential. • Qualified prospects – after a contact, find they with great potential.
  • 27. (2) Preparation and planning It is to look for: • Customer’s buying criteria and needs • Customer organisation’s purchasing structures • The application of the prodcut and the features and benefits required.
  • 28. (3) Initial contacts It is to build up mutual rapport, respect and trust between the buyer and seller before the formal and serious business discussion. Two approaches: • Initial phone call for a meeting appointment • Could calling/visiting for a lucky meeting arrangement
  • 29. (4) -Sales presentation It is to show how the product offering and the customer’s needs match. • Stimulus response. • Formula selling. • Need satisfaction.
  • 30. (5) Handling typical objections Typical objections: Your: company, product, service, pricing; You; you are not competitive enough I can’t afford it; I don’t need it • Ask the objection back. • Agree and counter. • Boomerang. • Feel, felt, found. • Denial.
  • 31. (6) Types of negotiations • Co-operative or win-win - trading concessions results in a better deal for both parties. • Competitive negotiation - hard bargain focused on short term gain.
  • 32. (7) Types of sales closure It has reached the point where the customer agrees to purchase. • Alternative close. • Assumptive close. • Time pressure close.
  • 33. (8) Follow-up and account management The role of personal contact