This explains the sales versus marketing, nature and scope of sales management, sales oriented organization and marketing concept oriented organization, role and function of sales manager.

1. Sales and Marketing Management Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

2. Is marketing & selling synonymous? Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

3. Is marketing & selling synonymous? The task of a sales manager is to increase sales, the task that confronts a marketing manageris to increase profits. Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

4. Differencebetween Selling & Marketing Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

5. Differencebetween Selling & Marketing Con.. Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

6. The Selling Concept The Marketing Concept Starting Point Market Factory Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

7. The Selling Concept The Marketing Concept Starting Point Market Factory Focus Customer needs Factory Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

8. The Selling Concept The Marketing Concept Starting Point Market Factory Focus Customer needs Factory Means Coordinated marketing Selling & promoting Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

9. The Selling Concept The Marketing Concept Starting Point Market Factory Focus Customer needs Factory Means Coordinated marketing Selling & promoting Ends Profits through customer satisfaction Profits through sales volume Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

10. When We Are Marketing, We Are: Deciding what products we are going to sell Determining the prices at which we are going to sell Deciding whom we are going to sell Estimating the likely result of the profit Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

11. When We Are Marketing, We Are: Con… Deciding what products we are going to sell Determining the prices at which we are going to sell Deciding whom we are going to sell Estimating the likely result of the profit Marketing and sales are inseparable functions. Both are complementary to each other. Sales function cannot exist in a vacuum. It acts as a feedback for marketing personnel. The actual test of a product in terms of quality, attributes, expectation, price worthiness …. Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

12. The Demand Curve Price (Rs) D If demand determines the upper threshold for price, then costs determine the lower one D Quantity’000 1 3 2 4 Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

13. A Simple Break-even Chart Sales Revenue Cost Sales Revenue Profits Sales managers must understand different costing concepts Total Costs (a+b ) Variable Costs (b) Loss Fixed Costs (a) Output Break-even Point

14. Area where substantial improvements and cost savings can be made

15. Hierarchy Of The Marketing Plan Objective 2 Objective 3 Objective 1 Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

16. Hierarchy Of The Marketing Plan Objective 2 Objective 3 Objective 1 Strategy A Strategy C Strategy B Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

17. Hierarchy Of The Marketing Plan Objective 2 Objective 3 Objective 1 Strategy A Strategy C Strategy B Tactic A1 Tactic A2 Tactic A3 Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

19. Strategies: How do we intend to go? (Broadly descriptive)

21. Marketing Strategy System Con.. 1 2 Philosophy Business opportunity Opportunity/ problem 1. Corporate Mission 1. Opportunity 2. Business Goals 2. Threat 3. Strength 1. Company Objective 4. Weakness Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

22. Marketing Strategy System Con.. 1 2 3 Philosophy Business opportunity Opportunity/ problem Target market Market segmentation 1. Corporate Mission 1. Opportunity 1. Where (Target Area) 2. Business Goals 2. Threat 2. Who (Target Customer) 3. Strength 1. Company Objective 3. What Needs (Target Needs) 4. Weakness Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

23. Marketing Strategy System Con.. 1 2 3 4 Philosophy Business opportunity Opportunity/ problem Target market Market segmentation Marketing Target Sales Target 1. Corporate Mission 1. Opportunity 1. Where (Target Area) 1. What (Product) 2. Business Goals 2. Threat 2. Who (Target Customer) 2. How Much (Qty./ Amt.) 3. Strength 1. Company Objective 3. What Needs (Target Needs) 3. Until When (Time Limit) 4. Weakness Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

25. Sales Promotion

26. Advertisement

27. Publicity3. Strength 1. Company Objective 3. What Needs (Target Needs) 3. Until When (Time Limit) 4. Weakness Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

29. Sales Promotion

30. Advertisement

31. Publicity3. Strength 1. Company Objective 3. What Needs (Target Needs) 3. Until When (Time Limit) 4. Share of Role 4. Weakness 5. Action Schedule

32. Marketing Strategy & Sales Management

34. Managing profitability of a firm

35. Managing customer complaints

36. Building brand value in the eyes of the customerJagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

38. Managing profitability of a firm

39. Managing customer complaints

40. Building brand value in the eyes of the customerBest marketing programs can fail if sales staff is ineffective or improperly managed. For customers sales staff represents the face of the company and impressions determine future business relations. Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

42. Managing profitability of a firm

43. Managing customer complaints

44. Building brand value in the eyes of the customerBest marketing programs can fail if sales staff is ineffective or improperly managed. For customers sales staff represents the face of the company and impressions determine future business relations. Functions of a sales manager are classified into: Personnel selling – Individual or team to establish and build a profitable relationship over time through multiple transactions Sales management – Planning, organizing, directing and controlling all sales activities

46. Managerial

47. Functional structure

49. Managerial

50. Functional structure

51. Lines of authority & responsibilityFactors for consideration are: Will the need for a decision be recognized and given adequate consideration by the appropriate members of the organization? Will there be sufficient time for the decision making process? Whether the necessary data on existing and alternative courses of actions are available and utilized? Will the skills, knowledge and potential of the organizational members be used to maximize their contribution to the decision making process?

52. Organisational Implications Of Adopting The Sales Concept Managing Director Sales Finance Production Marketing H.R Management Sales Oriented Company

53. Organisational Implications Of Adopting The Sales Concept Managing Director Sales Finance Production Marketing H.R Management Field Sales Force Advertising Sales Office Administration Market Research Publicity Sales Oriented Company

54. Organisational Implications Of Adopting The Marketing Concept Managing Director Finance Marketing H.R Management Production Market-oriented Company

55. Organisational Implications Of Adopting The Marketing Concept Managing Director Finance Marketing H.R Management Production Sales Advertising Sales promotion Field Sales Force Publicity Sales Office Administration Market Research Publicity Market-oriented Company

56. Example Of A Sales Organization Structure National Sales Manager Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

57. Example Of A Sales Organization Structure National Sales Manager Regional Sales Managers Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

58. Example Of A Sales Organization Structure National Sales Manager Regional Sales Managers District Sales Manager Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

59. Duties And Responsibilities of A Sales Manager Determining sales force objectives and goals Finalizing sales force organization, size, territory, and quota Forecasting and budgeting sales Selecting, recruiting, and training of the sales force Motivating and leading the sales force Designing compensation plan and control systems Designing career growth plans and building relationship strategies with key customers Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

60. Sales Management Model Describing The Personnel Selling Function Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

61. Sales Management Model Describing The Personnel Selling Function Defining The Strategic Role In Personal Selling Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

62. Sales Management Model Describing The Personnel Selling Function Defining The Strategic Role In Personal Selling Designing The Sales Organisation Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

63. Sales Management Model Describing The Personnel Selling Function Defining The Strategic Role In Personal Selling Designing The Sales Organisation Developing The Sales Force Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

64. Sales Management Model Describing The Personnel Selling Function Defining The Strategic Role In Personal Selling Designing The Sales Organisation Developing The Sales Force Directing The Sales Force Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

65. Sales Management Model Describing The Personnel Selling Function Defining The Strategic Role In Personal Selling Designing The Sales Organisation Developing The Sales Force Directing The Sales Force Determining Sales Force Effectiveness & Performance Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

66. Marketing Organisation Structure Managing Director Production Director Financial Director Marketing Director Human Resource Director Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

67. Marketing Organisation Structure Managing Director Production Director Financial Director Marketing Director Human Resource Director General Sales Manager Marketing Manager Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

69. Product Planning

70. Sales forecasting

71. Production Scheduling

72. Sales Budgeting

73. Pricing

74. Advertising

75. Stock Control

76. Credit Control

77. Field Sales Force

78. Customer Service

79. Product ServiceJagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

81. Production R & D

82. Design

83. Market Research

84. Finance

85. Purchasing

86. Credit Control

87. Advertising

88. Sales Promotion

89. Physical Distribution

90. Sales

91. Customer Servicing

92. Product Servicing

93. Dealer Training

95. An Organization Structure Of A 2-wheeler Company Director Marketing GM Marketing GM Sales GM Service GM Commercial GM (Spares) Advertising Credit Control Network Development Pricing Retailing Sales Mgmt. Statistics Goods Movement Market Research Branches (12) Rural Marketing Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

96. An Organization Structure Of A 2-wheeler Company Director Marketing GM Marketing GM Sales GM Service GM Commercial GM (Spares) Advertising Credit Control Branch Manager Network Development Pricing Retailing Area Mgr. Sales Mgmt. Statistics Goods Movement Comm. Asst. Market Research Branches (12) Service Engg. Rural Marketing Depot Incharge Spare Part I/C

97. Distribution – Its Role & Importance Creating a dealer network Preparation of annual Dealer Network Development (DNM) plan Appointment of dealer network Categorization of the dealers Initial support to new dealers Dealer productivity norms Termination of dealers Jagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

99. Sales & Distribution Management –Dr Matin Khan, Excel Books(Rs.200/-)

100. Marketing Channels – Coughlan, Anderson, Stern, El-Ansary 7th. Edition, Pearson

101. Marketing Channels ( A Management View) - Bert Rosenbloom, The Drydon Press

102. ABC's of Selling - Charles Futrell

103. Sales Management: Decisions Strategies and Cases - Still, Richard R

104. Gupta, S.L. Sales and Distribution Management

105. Rampal, M.K., Gupta, S.L. Cases and Simulations in Marketing ManagementJagan Institute of Management Studies Visit Us @ http://www.jimsindia.org/

106. Visit Us @ http://www.jimsindia.org/