Von Oliver is a national sales manager at Lockheed Martin who starts his typical day at 7:30 AM going through email and prioritizing his schedule. He spends the morning reviewing reports and meeting with sales reps, has lunch with customers, and makes sales calls with reps in the afternoon. Late afternoons are spent wrapping up the day's activities and planning for tomorrow. Oliver is involved in a variety of tasks including interacting with salespeople and customers, planning strategies, and monitoring performance. He performs all the major functions of a sales manager.

1. The Changing World
of Sales Management
Dr. SUNIL K. PRADHAN
Assistant Professor.

2. A Day in a Sales Manager’s Life
An Expert’s Viewpoint:
Von Oliver is currently national sales manager for a
division of Lockheed Martin Corp. Von’s typical day starts
at 7:30 A.M. going through e-mail and prioritizing the days
events. During the morning he will review reports, and
spend time with his sales reps. He will have lunch with
customers and spend the afternoon making sales calls
with his sales reps. He spends late afternoon reconciling
the days activities and setting his agenda for the next day.
Action

3. A Day in a Sales Manager’s Life
An Expert’s Viewpoint:
Von Oliver is involved in a variety of different activities.
He spends much of his time interacting with
individuals, especially salespeople and customers.
But, he also plans strategies and continuously
monitors performance. In other words, he performs all
the major sales management functions.
Result

4. Describing
the
Personal
Selling
Function
Defining the
Strategic
Role of the
Sales
Function
Developing
the Sales
Force
Directing
the Sales
Force
Determining
Sales Force
Effectiveness
and
Performance
Sales Management Model

5. Transactions Relationships
Local Global
Management Leadership
Individuals Teams
Sales Volume Sales Productivity
Sales Management Trends

6. Sales Teamwork Approaches
Relatively permanent,
customer-focused group
Relatively temporary,
transaction-focused group
Membership determined by
job assignment to a specific
buying organization
Membership determined by
involvement in sales
transaction
One team per buying unit
One selling center per
sales opportunity
Core Selling Team Selling Center

7. Sales Teamwork Approaches
Core Selling Team Selling Center
Membership
relatively stable
Membership
very fluid
Characteristics of team
depend on characteristics
of buying organization
Characteristics of team
depend on characteristics
of sales opportunity
Mission is strategic with
respect to the buying
organization
Mission is tactical
with respect to the
sales opportunity

8. Leadership Trends
Yesterday Today
Natural resources
defined power
Knowledge
is power
Leaders commanded
and controlled
Leaders empower
and coach
Leaders
were warriors
Leaders
are facilitators
Managers
directed
Managers
delegate

9. Effective Sales Managers:
Utilize a Strategic Perspective Focused
on Customers
Attract, Keep, and Develop Sales Talent
Leverage Technology

10. Thank you