The document discusses the evolution of sales management from ancient times to modern times, outlining how sales roles have changed from order takers to consultants. It then provides definitions and objectives of sales management, describing the key functions of sales executives and management including planning, organizing, directing, controlling and coordinating sales operations. The roles and relationships between sales executives and other departments such as marketing, finance, and production are also examined.

1. Prepared by Ms. Shery Asthana
Asst. Prof. (Greater Noida Institute of Management)

2. Evolution of Sales Management
The history of salesmanship is as old as human civilization. Paul Hermann described Bronze
Age’s travelling salesperson’s sample case. The salespeople used a wooden box, 26 inches long,
containing, in specifically hollowed compartments, axe, sword blades, buttons, etc.
The Roman meaning of the word salesperson is ‘cheater’, and Mercury, the god of cunning
and barter, was regarded as the patron deity of merchants and traders.
India was a great destination for traders and resellers in the medieval age for spices, carpets,
jewellery, etc.
Many diverse races and religions entered our country with the travelling salespeople. Even the
erstwhile colonial rulers of India, the British, came to India for the purpose of expanding their
business and trade, though subsequently they satisfied their political interest. They ruled this
country to protect their own business interests.
The first salespeople in the US were the yankee peddlers who carried clothing, spices, and
household articles from one part of the country to another part. In India they are called
pheriwallahs.
The techniques of modern sales management and selling techniques were refined by John
Henry Patterson, widely known as the father of modern sales management.
Today, the process of sales management has undergone numerous changes in terms of
strategy, practice, and technological adoption to achieve the desired sales goal. A salesperson is
no longer an order taker or information provider; rather he is viewed as a consultant to the
customers.

3. What is Sales Management – Meaning
Sales management is solely concerned with the direction and control of the
sales force. Sales management refers to the management of sales personnel,
though sometimes, in a broader sense, it covers advertising, distribution,
pricing and product designing, all elements of marketing management.
“The American Marketing Association has defined “sales management” as
“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.”
Marketing management refers to several activities of marketing, viz., pricing,
promotion, physical distribution, product and sales personnel management.
Sales management, however, is mainly concerned with the sales personnel
management Marketing management is a broader term which covers sales
management and marketing functions.

4. What is Sales Management – Meaning

5. Objectives of Sales Management
Achievement of Sales Volumes/Values
 Contribution to Profits
 Growth in Sales
 Growth in Market Share
 Addition of new distributors and dealers in unrepresented market.
 Extending field activities to new geographical areas.
 Increase in sales from existing customers like dealers and direct
consumers
 Increase in sales of profitable products
 Control of selling expenses
Improve sales forecasting accuracy and effective management of
finished goods
Effective use of sales promotion schemes
Extend the use of excising products on new market segments
Training of sales force

6. Scope of Sales Management
The scope of Sales management are very important. 3 key factors of sales
management are:-
1. Sales Operation:- This will include identification and allocation of
territory to the sales team. Measuring and monitoring their
performance. Motivating and leading by example to help them close
deals and hit their targets and put incentives in their pockets.
2. Sales Strategies:- This has got all to do with product positioning, price
decisions, and running promotions. Knowing when to discontinue a
product and also know the activities of the competitors.
3. Sales analysis:- Evaluating and understanding product movement, which
product is bringing in the most revenue. Also measuring forecast versus
actual will help a sales personnel to understand and take corrective
measures.

7. Sales Management and Financial Results
Financial results are stated in terms from two basic accounting formulas:
Sales- Cost of Sales = Gross Margin
Gross Margin – Expenses = Net Profit
Sales gross Margin and expenses are affected by the caliber and
performance of Sales Management.
Sometimes sales executives stress sales volume while neglecting gross
margin and expenses. In these instances, even though sales volume
increases, gross margin decline, expenses increase proportionately, and
net profit are reduced. If these condition prevail for long, profits
disappear and losses appear.

8. Functions of Sales Executive
Builds business by identifying and selling prospects; maintaining relationships with
clients.
Identifies business opportunities by identifying prospects and evaluating their
position in the industry; researching and analyzing sales options.
Sells products by establishing contact and developing relationships with prospects;
recommending solutions.
Maintains relationships with clients by providing support, information, and guidance;
researching and recommending new opportunities; recommending profit and service
improvements.
Identifies product improvements or new products by remaining current on industry
trends, market activities, and competitors.
Prepares reports by collecting, analyzing, and summarizing information.
Maintains quality service by establishing and enforcing organization standards.
Maintains professional and technical knowledge by attending educational
workshops; reviewing professional publications; establishing personal networks;
benchmarking state-of-the-art practices; participating in professional societies.
Contributes to team effort by accomplishing related results as needed.

9. Skills of Sales Executive
Sales management is an art where the sales executive or the salesperson helps the organization
or individual to achieve its objective or buy a product with their skills. The following are some
skills that a sales executive needs to possess:
Conceptual Skills:- Conceptual skill includes the formulation of ideas. Managers understand
abstract relationships, improve ideas, and solve issues creatively. The sales executive should be
well versed with the concept of the product he/she is selling.
People Skills :-People skills involve the ability to interact effectively with people in a friendly
way, especially in business. The term ‘people skills’ involves both psychological skills and social
skills, but they are less inclusive than life skills. Every person has a different mindset, so a sales
executive should know how to present the product depending on the customer’s mindset.
Technical Skills: - Technical skills are the abilities captured through learning and practice. They
are often job or task specific. In simple words, a specific skill set or proficiency is required to
perform a specific job or task. As a part of conceptual skills, a sales executive should also have a
good grasp on the technical skills of the product.
Decision Skills:- Decision skills are the most important because to tackle the questions from
consumers, sales executive should always have the knowledge of competitors’ products and
take a wise decision.
Monitoring Performance:- Sales executives should monitor the performance of the employees
and report to higher management to improve the performance and fill the loop holes.

10. Functions Of Sales Management cont…
Managerial Functions:
1. Planning: This involves, forecasting demand, sales territory planning,
personal selling and promotional efforts.
2. Organising: This involves structure, resource allocation, responsibility
assignment and delegation of authority etc.
3. Direction: This involves leader’s motivation, communication and
promotional steps including personal selling.
4. Control: This involves delegation, quota fixing, performance
evaluation, incentives and budgets.
5. Co-ordination: This involves liaison, integration of various elements,
internally, P.R. and good will by contact with customer / general
public.

11. Functions Of Sales Management
Operative Functions:
1. Staff Functions: This is related to staff functions of sales force such as the following:
• Recruitment and selection.
• Deployment and evaluation of performance.
• Training and development.
• Career development.
• Compensation and incentives.
• Motivation and empowerment
2. Advisory Functions: This is related to advisory functions of sales management:
❖ Product attributes / quality aspects.
❖ Pricing policies.
❖ Promotional steps and personal selling aspects. Distribution
3. Liaison Functions: Liaison with departments such as the following:
Production department.
 Finance department.
 Marketing department.
 R&D department.
 Distribution network

12. Sales Executive Relation with other Executive
• Sales &Advertising: both stimulate demand. They need to be blended.
Salespersons can improve advertising effectiveness. Advertising needs
to support sales where and when they need it most.
• Sales & Marketing information: data is needed for analysis of sales
problems, for determining sales potential. Raw data is collected by sales
people.
• Sales and service: contributes to strategy success.
• Sales and distribution: minimizes stock out situation; improves inventory
control; helps sales to focus on demand generation.
• Sales & Production: the amount of demand is assessed by the data
provided by salesmen.
• Sales and R&D: the R&D is based highly on the changing needs, taste and
preferences of people.
• Sales &Finance: the higher is the sale, more is the revenue earned by the
company.