This document discusses the key activities involved in managing a sales force, including job analysis, job descriptions, recruitment, selection, training, motivation, compensation, and performance evaluation. It provides details on each process and notes that sales force management involves determining optimal sales force size and selling styles. Additionally, it states that sales force management activities are interconnected and decisions in one area can impact other areas.

1. Made by~
Kushal ,Varun, Vishal
BBA III
MANAGEMENT OF SALES
FORCE

2. Meaning ~
Managing the sales force involves two key personal
selling decisions which are
•Size of sales force
•Selling styles
This task starts with job analysis ,followed by job
description , job specification , recruitment , selection ,
training and controlling.
Sales force management activities work as a system
,faulty decision relating to one activity results in
complications for other activities.

3. JOB ANALYSIS
MOTIVATION PLANS
PERFORMANCE EVALUATION
JOB DESCRIPTION
JOB SPECIFICATION
RECRUITMENT
SELECTION
TRAINING
ACTIVITIES INVOLVED IN SALES FORCE
MANAGEMENT~

4. Job analysis~
“Job analysis is a process in which jobs are studied
to determine
 what tasks and responsibilities they include ,
 their relationship to other jobs ,
 conditions under which work is performed ,
 and personal capabilities required to perform the
job”~ DALE YODER
The process of job analysis results in two sets of
data i.e.
1. Job description
2. Job specification

5. JOB ANALYSIS
JOB
DESCRIPTION
JOB
SPECIFICATION

6. Job description~
•It defines the scope of sales job activities , major
responsibilities and positioning of job in the organization.
• It specifies the parameters within which a job is to be
performed in an organization; it is thus a guide to any
employee recruited for a particular job.
• These parameters not only include the duties &
responsibilities of a particular job but also the working
hours, reporting relationship and co ordination with other
departments.
•Job description is the foundation for the management to
set standard for performance within the organization. J.
D. also acts as a legal document for any kind of disputes
arising out of lack of role clarification and at the same
time protects an employee from an unreasonable

7. Job description includes the following
things~
1. Title of job
2. Objective of job
3. ResponsibiIitie of job
4. Job duties
5. Working conditions
6. Reporting
7. Machines to be used
8. Hazards

9. Job specification~
 It is the personal quality and skills needed in an
employee to successfully perform the task of a work
position. Job specification evolves factors like
education, physical skills & communication ability in
an employee.
It includes~
1. Educational qualifications
2. Experience
3. Training
4. Physical characteristics
5. Personal characteristics
6. Skills

11. Recruitment~
•“Process of searching for prospective employees and
stimulating them to apply for jobs” ~ EDWIN B
FLIPPO
• The Process of generating a pool of qualified candidates
for a particular job.
or
•The Process of discovering potential candidates.

12. Sources of recruitment

13. Selection~
 “Tt is the process of choosing
from among the candidates from
within the organization or from
the outside , the most suitable
person for the current position or
for the future position”~
KOONTZ
Selection is the process of
choosing qualified individuals
who are available to fill the
positions in organization

14. Selection process~
Initial screening
Completed application
Medical/physical examination if
required (conditional job offer
Comprehensive interview
Employment test
Permanent job offer
Reject Applicant
Background Examination
if required
Conditional job
offer
Passed
Passed
Passed
Passed
Passed
Able to perform
essential elements
of job
Fail to meet minimum
qualification
Failed to complete job
application or failed job
specification
Failed Test
Failed to impress
interviewer and / meet
job expectations
Problem
encountered
Unfit to do essential
elements of job

15. Training~
“Training is the act of increasing the knowledge of an
employee for doing a particular job”~ EDWARD B FLIPPO
 Importance of Training
1. Respond to technology changes affecting job
requirements.
2. Respond to organizational restructuring .
3. Adapt to increased diversity of the workforce.
4. Support career development.
5. Fulfill employee need for growth

16. Training methods~
A. On-the-job Training Methods:
1. Coaching
2. Mentoring
3. Job Rotation
4. Job Instruction Technology
5. Apprenticeship
6. Understudy
B. Off-the-Job Training Methods:
1. Lectures and Conferences
2. Vestibule Training
3. Simulation Exercises
4. Sensitivity Training
5. Transactional Training

17. Motivation and compensation
plans~
Motivation is derived from Latin word “movere”, which
means “to move”
“ It means a process of stimulating people to action to
accomplish desired goals”~ WG SCOTT
Motivation is the effort the salesperson makes to complete
various activities of the sales job
Majority of salespeople are not adequately motivated
Importance of motivating salespeople is recognized,
because financial performance of the company depends
upon the achievement of sales volume objective

19. Compensating the sales
force~
A good compensation plan should consider objectives from
the company’s and salespeople’s viewpoint
Objectives of compensation plan from the company’s
viewpoint • To attract, retain, and motivate competent
salespeople
• To control salespeople’s activities
• To be competitive, yet economical: It is difficult to balance
these two objectives
• To be flexible to adapt to new products, changing
markets, and differing territory sales potentials

20. Performance evaluation AND
control~
 Controlling includes the following steps:
1. Establishing Performance Standards
2. Recording Performances
3. Evaluating Performances against Standards
4. Taking Action
It ensures that the sales force is working according
to the objectives set and helps to keep the
organisation on the right track.
And,
 Performance appraisal is a process of periodic and
impartial rating of an employees excellence in
matters pertaining to his present job and to his
potentialities for a better job.