Sales mgmt.
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The document provides an overview of sales management, including the key functions and skills required. It discusses the transition experienced by salespeople who are promoted to sales management positions. Sales management involves planning, staffing, training, leading, and controlling sales personnel to effectively achieve organizational goals. Common challenges for new sales managers include lack of preparation for management responsibilities and needing to adapt to a new role and perspectives.
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Chapter 1
The document provides an overview of sales management, including its nature, rewards, and responsibilities. It discusses the key functions of sales management, which include planning, staffing, training, leading, and controlling organizational resources to effectively achieve sales goals. It also examines the skills required of sales managers and the challenges faced by salespeople promoted to management roles.
Chapter 12
This chapter discusses motivating salespeople towards high performance. It covers understanding motivation and developing a high-performance sales culture. It also discusses knowing salespeople's basic needs, realizing they want to know what's in it for them, and using a motivational system that includes incentives. Personalized motivational coaching is needed for high performance results.
Chapter 03
This document discusses strategic planning and its importance for building long-term customer relationships. It explains that strategic planning involves setting long-term goals, while tactical planning focuses on specific goals and procedures. The marketing mix of product, price, place, and promotion is described, along with the role of personal selling in relationship marketing and implementing a company's strategic plan.
How to Manage Underperforming Sales Reps
Learn how to determine what actions you should take as a manager to effectively deal with underperforming sales reps.
Chapter 06
The document discusses factors to consider when designing sales territories including sales force objectives, basic control units, analyzing workloads, determining territories, and assigning salespeople to territories. It also covers establishing a customer contact plan through scheduling sales calls and routing salespeople, evaluating and revising territories, and minimizing lost sales from open territories. The key aspects of designing effective sales territories are analyzing relevant factors, establishing territories and workloads, and implementing customer contact plans to improve coverage and performance.
sales performance and motivation- inter-relation
This document discusses the common qualities and habits of successful people. In 3 sentences:
Successful people share qualities like strong desire, commitment, responsibility, hard work, and positive believing. They set goals, plan strategically, take action, and follow up to ensure results. Key habits include functional skills, honesty, communication, self-motivation, accountability, and continuous learning.
Why Sales Gamification is here to stay in 2014
Traditional methods of motivating sales people won't be as effective in 2014. Gamification is real, it's powerful and it's here to stay. Learn how you can take your sales results to the next level by using gamification, leaderboards and sales competitions!
Chaper 4 sales management checked
This document discusses sales management and the principles of management. It begins by defining management and sales management. It then outlines 14 principles of management according to Henri Fayol, including division of work, authority and responsibility, discipline, unity of command, unity of direction, and subordination of individual interests to mutual interest. For each principle, a brief explanation is provided. The document also discusses the functions of management including planning, organizing, staffing, directing, and controlling. It examines the classification of functions and sales management aspects such as sales planning, organizing, staffing, directing and controlling.
Recommended
Chapter 1
The document provides an overview of sales management, including its nature, rewards, and responsibilities. It discusses the key functions of sales management, which include planning, staffing, training, leading, and controlling organizational resources to effectively achieve sales goals. It also examines the skills required of sales managers and the challenges faced by salespeople promoted to management roles.
Chapter 12
This chapter discusses motivating salespeople towards high performance. It covers understanding motivation and developing a high-performance sales culture. It also discusses knowing salespeople's basic needs, realizing they want to know what's in it for them, and using a motivational system that includes incentives. Personalized motivational coaching is needed for high performance results.
Chapter 03
This document discusses strategic planning and its importance for building long-term customer relationships. It explains that strategic planning involves setting long-term goals, while tactical planning focuses on specific goals and procedures. The marketing mix of product, price, place, and promotion is described, along with the role of personal selling in relationship marketing and implementing a company's strategic plan.
How to Manage Underperforming Sales Reps
Learn how to determine what actions you should take as a manager to effectively deal with underperforming sales reps.
Chapter 06
The document discusses factors to consider when designing sales territories including sales force objectives, basic control units, analyzing workloads, determining territories, and assigning salespeople to territories. It also covers establishing a customer contact plan through scheduling sales calls and routing salespeople, evaluating and revising territories, and minimizing lost sales from open territories. The key aspects of designing effective sales territories are analyzing relevant factors, establishing territories and workloads, and implementing customer contact plans to improve coverage and performance.
sales performance and motivation- inter-relation
This document discusses the common qualities and habits of successful people. In 3 sentences:
Successful people share qualities like strong desire, commitment, responsibility, hard work, and positive believing. They set goals, plan strategically, take action, and follow up to ensure results. Key habits include functional skills, honesty, communication, self-motivation, accountability, and continuous learning.
Why Sales Gamification is here to stay in 2014
Traditional methods of motivating sales people won't be as effective in 2014. Gamification is real, it's powerful and it's here to stay. Learn how you can take your sales results to the next level by using gamification, leaderboards and sales competitions!
Chaper 4 sales management checked
This document discusses sales management and the principles of management. It begins by defining management and sales management. It then outlines 14 principles of management according to Henri Fayol, including division of work, authority and responsibility, discipline, unity of command, unity of direction, and subordination of individual interests to mutual interest. For each principle, a brief explanation is provided. The document also discusses the functions of management including planning, organizing, staffing, directing, and controlling. It examines the classification of functions and sales management aspects such as sales planning, organizing, staffing, directing and controlling.
The roles
A sales manager plays a key role in the success of a company by overseeing the sales team and helping to generate revenue. The sales manager is responsible for setting sales goals, establishing business plans, and building and training a strong sales team. Additionally, the sales manager motivates team members, handles important sales deals, communicates messages to the sales team, and keeps records to track sales performance. The many duties of a sales manager are vital for continuing to meet customer needs and driving the company's growth.
Four Key Attributes of a Sales Manager
When you dig in, there is a laundry list of competencies, personal characteristics and critical success factors that are common to the “A” players. Here is a handful that I find are “must haves” for improving sales readiness and impacting revenue performance.
Motivating sales forces 5
1. Motivation is an internal process that desires change in oneself or the environment. It is defined in psychology as what causes behavior and why behavior varies in intensity.
2. A sales manager can motivate their team by building trust, understanding personal and professional goals, setting daily/weekly/monthly goals, and providing rewards.
3. A sales forecast estimates future sales under a marketing program and economic factors. It enables systematic work, production planning, sales responsibility, budgeting, and product decisions.
Theeffectivesalesexecutive
The document discusses the roles and responsibilities of sales executives at different levels within an organization. It outlines that sales executives make short-term plans to carry out decisions and ensure others do so as well. They require experience and knowledge of the company, goals, and products. The responsibilities of sales managers include establishing sales goals and programs, organizing the sales force, recruiting and managing sales personnel, and communicating with other departments. District sales managers oversee sales personnel in their districts and report to sales managers. Effective sales executives balance operating functions like managing the sales force with planning functions and adapt their roles based on company size and products.
Sales personnel recruitment plan and training program
This document outlines a sales personnel recruitment plan and training program for a company. It discusses:
1) The three main steps in recruiting sales personnel - evaluating recruiting sources, tapping sources to build a supply of prospects, and selecting candidates with the highest probability of success.
2) The selection process, including interviewing techniques, reference checks, testing, and physical examinations.
3) The objectives and importance of sales training, such as improving job performance. It also discusses building a training program by defining aims, deciding content and methods, organizing execution, and evaluating results.
4) Specific topics that may be included in training content, such as product data, sales techniques, and company information. It also lists
Motivating Sales Personnel
This document discusses motivating sales personnel. It defines motivation as an inner state that moves behavior toward goals. The purpose of motivation is to create conditions where employees willingly work with interest, loyalty and responsibility. Motivation theories discussed include Maslow's hierarchy of needs, Hertzberg's dual factor theory, McGregor's Theory X and Y, and McClelland's needs theory. Motivational tools and the importance of motivation for organizational effectiveness are also covered.
Sales management
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Mm 11
Marketing affects customer value by understanding what customers value through measuring Customer Value Added and focusing on improving those important aspects for customers. Strategic planning is carried out at different management levels within an organization. Top-level managers are executives who set organizational goals, middle managers carry out those goals and motivate other managers, and lower-level managers directly manage employees on a daily basis. A marketing plan includes researching the market and customers, developing marketing strategies and goals, and monitoring results.
Sales management intro
This document provides an overview of a sales management presentation. It discusses how sales managers must have an adaptive management style to deal with changing markets. It also explains that most business environment workers today are service providers, so sales managers must have expertise in both sales and their industry. The presentation objectives are outlined, including defining sales management and understanding the sales manager's role as a coordinator. An overview of transitioning from selling to managing is also provided, outlining the different skills required for each.
Management Function of an Entrepreneur
The four main management functions of an entrepreneur are planning, organizing, directing, and controlling. Planning involves mapping out goals and steps to achieve them. Organizing is determining the allocation of resources and people. Directing includes motivating, instructing, and supervising workers. Controlling analyzes metrics to ensure tasks are completed and identify areas for improvement. The two essential functions of entrepreneurs are taking the risk of developing new products/services and successfully bringing them to market.
Sales management
Sales management involves planning, organizing, directing, and controlling a company's sales force and sales operations. It aims to maximize revenue and profits through developing strategies to recruit, select, train, motivate, and oversee sales representatives. The sales manager is responsible for achieving sales targets, coordinating different sales functions, and ensuring customer satisfaction. Key activities include analyzing market conditions, formulating sales programs, implementing strategies, and evaluating performance. The overall goal of sales management is to profitably meet market needs through an effective personal selling program.
Salesperson performance
A salesperson's motivation is determined by their expectations, the instrumentality of their actions, and the valence they place on potential outcomes. It is also influenced by personal characteristics, environmental factors, and organizational policies. A salesperson's motivation changes throughout their career as they progress from exploration to establishment to maintenance stages. Organizations can impact motivation through leadership, compensation plans, and managing environmental challenges.
Sales Management Workshop
This document discusses sales management and provides details on various related topics. It begins by defining sales as derived from a Norwegian word meaning "to serve." It then discusses the three types of sales organizations and the purpose of sales organizations. Finally, it covers sales planning, the sales planning process, sales budgeting, the types and process of selling, the cycle and qualities of salespersons, and the relationships between sales and other business functions.
Sales Management
In simple terms, Sales Management means management of selling activities of an organization. • According to the American Marketing association, sales management is ,” 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 by gururaj
This document provides an overview of sales management, including defining it as planning, directing, and controlling personal selling efforts. It discusses the nature and importance of sales management in achieving organizational goals through relationships between buyers and sellers. The document also outlines the key functions of sales managers as planning, staffing, training, leading, and controlling, and how the skills required vary from conceptual to technical depending on the management level. Finally, it addresses the experience of being promoted from salesperson to sales manager.
Sensational Sales Management - The Key to a Winning Sales Team
Gone are the days of numbers-driven dictators who motivate staff through intimidation or elaborate incentives. Instead, the most effective sales managers are multi-faceted - drawing on a number of diverse competencies to optimize their sales teams' performance.
Module 1
The document provides an overview of sales and retail management. It discusses key concepts in sales management including the meaning of sales management, the importance of personal selling, emerging trends in the field, and types of sales organizations. It also covers qualities and responsibilities of sales managers. The document aims to introduce foundational concepts in sales management.
Sales management
This document discusses key aspects of sales management including:
1) The meaning of sales management as the attainment of sales goals through planning, staffing, training, leading, and controlling resources.
2) The importance of sales management due to the high costs of selling, salespeople being customer contact points, and personal selling being a major promotional method.
3) Emerging trends in sales management like developing a global perspective, leveraging new technologies, focusing on customer relationships, and emphasizing ethics.
Coaching and Leading - Part 1 vb
This document discusses coaching and leadership to increase sales performance. It begins by defining sales coaching as an ongoing process between a manager and representative to diagnose and reinforce behaviors. It then outlines a coaching process model involving preparing, affirming development, understanding behavior, specifying changes, and embedding new behaviors. The document highlights research showing coaching increases sales productivity by 8% and engagement. It adds that good coaching keeps 87% more training retention. Finally, it discusses adding leadership to coaching by communicating vision, holding accountability, and using situational leadership styles based on representative development levels.
srm
This document provides an overview of sales management including:
1) Key concepts in sales management like meaning, importance, types of sales organizations, and qualities of sales managers.
2) Emerging trends in sales like the evolution of more strategic sales roles and functions.
3) The sales management process involving formulation, implementation, and evaluation of strategic sales programs.
4) Various sales management functions like planning, staffing, training, leading, and controlling sales personnel.
Sdm 1.0
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
INTRODUCTION-TO-SDM.pdf
The document provides an introduction to sales management, discussing the key functions and skills required. It defines sales management as attaining sales force goals through effective planning, staffing, training, leading, and controlling of resources. The main functions of sales management are planning, staffing, training, leading, and controlling sales personnel's activities to monitor performance against goals. It also examines the transition experienced by salespeople who are promoted to sales management positions.
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The roles
A sales manager plays a key role in the success of a company by overseeing the sales team and helping to generate revenue. The sales manager is responsible for setting sales goals, establishing business plans, and building and training a strong sales team. Additionally, the sales manager motivates team members, handles important sales deals, communicates messages to the sales team, and keeps records to track sales performance. The many duties of a sales manager are vital for continuing to meet customer needs and driving the company's growth.
Four Key Attributes of a Sales Manager
When you dig in, there is a laundry list of competencies, personal characteristics and critical success factors that are common to the “A” players. Here is a handful that I find are “must haves” for improving sales readiness and impacting revenue performance.
Motivating sales forces 5
1. Motivation is an internal process that desires change in oneself or the environment. It is defined in psychology as what causes behavior and why behavior varies in intensity.
2. A sales manager can motivate their team by building trust, understanding personal and professional goals, setting daily/weekly/monthly goals, and providing rewards.
3. A sales forecast estimates future sales under a marketing program and economic factors. It enables systematic work, production planning, sales responsibility, budgeting, and product decisions.
Theeffectivesalesexecutive
The document discusses the roles and responsibilities of sales executives at different levels within an organization. It outlines that sales executives make short-term plans to carry out decisions and ensure others do so as well. They require experience and knowledge of the company, goals, and products. The responsibilities of sales managers include establishing sales goals and programs, organizing the sales force, recruiting and managing sales personnel, and communicating with other departments. District sales managers oversee sales personnel in their districts and report to sales managers. Effective sales executives balance operating functions like managing the sales force with planning functions and adapt their roles based on company size and products.
Sales personnel recruitment plan and training program
This document outlines a sales personnel recruitment plan and training program for a company. It discusses:
1) The three main steps in recruiting sales personnel - evaluating recruiting sources, tapping sources to build a supply of prospects, and selecting candidates with the highest probability of success.
2) The selection process, including interviewing techniques, reference checks, testing, and physical examinations.
3) The objectives and importance of sales training, such as improving job performance. It also discusses building a training program by defining aims, deciding content and methods, organizing execution, and evaluating results.
4) Specific topics that may be included in training content, such as product data, sales techniques, and company information. It also lists
Motivating Sales Personnel
This document discusses motivating sales personnel. It defines motivation as an inner state that moves behavior toward goals. The purpose of motivation is to create conditions where employees willingly work with interest, loyalty and responsibility. Motivation theories discussed include Maslow's hierarchy of needs, Hertzberg's dual factor theory, McGregor's Theory X and Y, and McClelland's needs theory. Motivational tools and the importance of motivation for organizational effectiveness are also covered.
Sales management
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Mm 11
Marketing affects customer value by understanding what customers value through measuring Customer Value Added and focusing on improving those important aspects for customers. Strategic planning is carried out at different management levels within an organization. Top-level managers are executives who set organizational goals, middle managers carry out those goals and motivate other managers, and lower-level managers directly manage employees on a daily basis. A marketing plan includes researching the market and customers, developing marketing strategies and goals, and monitoring results.
Sales management intro
This document provides an overview of a sales management presentation. It discusses how sales managers must have an adaptive management style to deal with changing markets. It also explains that most business environment workers today are service providers, so sales managers must have expertise in both sales and their industry. The presentation objectives are outlined, including defining sales management and understanding the sales manager's role as a coordinator. An overview of transitioning from selling to managing is also provided, outlining the different skills required for each.
Management Function of an Entrepreneur
The four main management functions of an entrepreneur are planning, organizing, directing, and controlling. Planning involves mapping out goals and steps to achieve them. Organizing is determining the allocation of resources and people. Directing includes motivating, instructing, and supervising workers. Controlling analyzes metrics to ensure tasks are completed and identify areas for improvement. The two essential functions of entrepreneurs are taking the risk of developing new products/services and successfully bringing them to market.
Sales management
Sales management involves planning, organizing, directing, and controlling a company's sales force and sales operations. It aims to maximize revenue and profits through developing strategies to recruit, select, train, motivate, and oversee sales representatives. The sales manager is responsible for achieving sales targets, coordinating different sales functions, and ensuring customer satisfaction. Key activities include analyzing market conditions, formulating sales programs, implementing strategies, and evaluating performance. The overall goal of sales management is to profitably meet market needs through an effective personal selling program.
Salesperson performance
A salesperson's motivation is determined by their expectations, the instrumentality of their actions, and the valence they place on potential outcomes. It is also influenced by personal characteristics, environmental factors, and organizational policies. A salesperson's motivation changes throughout their career as they progress from exploration to establishment to maintenance stages. Organizations can impact motivation through leadership, compensation plans, and managing environmental challenges.
Sales Management Workshop
This document discusses sales management and provides details on various related topics. It begins by defining sales as derived from a Norwegian word meaning "to serve." It then discusses the three types of sales organizations and the purpose of sales organizations. Finally, it covers sales planning, the sales planning process, sales budgeting, the types and process of selling, the cycle and qualities of salespersons, and the relationships between sales and other business functions.
Sales Management
In simple terms, Sales Management means management of selling activities of an organization. • According to the American Marketing association, sales management is ,” 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 by gururaj
This document provides an overview of sales management, including defining it as planning, directing, and controlling personal selling efforts. It discusses the nature and importance of sales management in achieving organizational goals through relationships between buyers and sellers. The document also outlines the key functions of sales managers as planning, staffing, training, leading, and controlling, and how the skills required vary from conceptual to technical depending on the management level. Finally, it addresses the experience of being promoted from salesperson to sales manager.
Sensational Sales Management - The Key to a Winning Sales Team
Gone are the days of numbers-driven dictators who motivate staff through intimidation or elaborate incentives. Instead, the most effective sales managers are multi-faceted - drawing on a number of diverse competencies to optimize their sales teams' performance.
Module 1
The document provides an overview of sales and retail management. It discusses key concepts in sales management including the meaning of sales management, the importance of personal selling, emerging trends in the field, and types of sales organizations. It also covers qualities and responsibilities of sales managers. The document aims to introduce foundational concepts in sales management.
Sales management
This document discusses key aspects of sales management including:
1) The meaning of sales management as the attainment of sales goals through planning, staffing, training, leading, and controlling resources.
2) The importance of sales management due to the high costs of selling, salespeople being customer contact points, and personal selling being a major promotional method.
3) Emerging trends in sales management like developing a global perspective, leveraging new technologies, focusing on customer relationships, and emphasizing ethics.
Coaching and Leading - Part 1 vb
This document discusses coaching and leadership to increase sales performance. It begins by defining sales coaching as an ongoing process between a manager and representative to diagnose and reinforce behaviors. It then outlines a coaching process model involving preparing, affirming development, understanding behavior, specifying changes, and embedding new behaviors. The document highlights research showing coaching increases sales productivity by 8% and engagement. It adds that good coaching keeps 87% more training retention. Finally, it discusses adding leadership to coaching by communicating vision, holding accountability, and using situational leadership styles based on representative development levels.
srm
This document provides an overview of sales management including:
1) Key concepts in sales management like meaning, importance, types of sales organizations, and qualities of sales managers.
2) Emerging trends in sales like the evolution of more strategic sales roles and functions.
3) The sales management process involving formulation, implementation, and evaluation of strategic sales programs.
4) Various sales management functions like planning, staffing, training, leading, and controlling sales personnel.
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Sales personnel recruitment plan and training program
Sales personnel recruitment plan and training program
Sensational Sales Management - The Key to a Winning Sales Team
Sensational Sales Management - The Key to a Winning Sales Team
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Sdm 1.0
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
INTRODUCTION-TO-SDM.pdf
The document provides an introduction to sales management, discussing the key functions and skills required. It defines sales management as attaining sales force goals through effective planning, staffing, training, leading, and controlling of resources. The main functions of sales management are planning, staffing, training, leading, and controlling sales personnel's activities to monitor performance against goals. It also examines the transition experienced by salespeople who are promoted to sales management positions.
INTRODUCTION-TO-SDM.pdf
The document provides an introduction to sales management, discussing the key functions and skills required. It defines sales management as attaining sales force goals through effective planning, staffing, training, leading, and controlling of resources. The main functions of sales management are planning, staffing, training, leading, and controlling sales personnel's activities to monitor performance against goals. It also examines the transition experienced by salespeople who are promoted to sales management positions.
Chapter 04
The document discusses the market-driven sales organization, including the types of markets and sales jobs, factors influencing organizational design and structure, and various organizational structures like line, functional, geographic, customer, and team-based structures. It also covers coordination and technology's role in improving customer service and international coordination.
Turbulent Times Leadership for Sales Managers
IN THIS SUMMARY
Sales people play an important role in winning revenue for companies. It is in every organization’s best interest to enhance sales performance, especially during challenging economic times. In Turbulent Times Leadership for Sales Managers, Tom Connellan applies his research on high performance to sales teams. He demonstrates how sales managers can improve their sales representatives’ effectiveness by conveying confidence, demanding accountability, and giving supportive feedback.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/turbulent-times-leadership-sales-managers
Sales management
This document discusses sales management and its scope. It begins by defining sales management according to the American Marketing Association as planning, directing, and controlling personal selling tasks. It then describes the objectives of sales management as sales volume, profit contribution, and growth. The document outlines the sales management process as including strategic sales program formulation, implementation, and evaluation/control. Key aspects of implementing a sales program involve selecting salespeople, designing policies to direct their efforts, and developing performance monitoring methods.
Case the sales_management_game_-_the_nature_and_scope_of_sales_management
This document discusses sales management and its scope. It begins by defining sales management according to the American Marketing Association as planning, directing, and controlling personal selling tasks. It then describes the characteristics of different types of selling jobs and the roles of salespeople and sales managers. The document outlines the sales management process, including formulating a strategic sales program, implementing it, and evaluating performance. Key aspects covered are coordinating sales with other marketing activities, managing the sales force, and using policies and procedures to influence salesperson behavior and motivate performance.
Chapter 14
The document discusses leadership in sales management. It defines leadership as influencing others toward goals and distinguishes it from management. An effective sales manager must understand their power and choose leadership behaviors based on the salesperson, sales group, and situation. The manager's personality, experience, and activities like supervision, coaching and counseling impact their leadership style and the salesperson's performance. The document provides models and guidelines for sales managers to evaluate situations and select the best leadership approach.
FLM.ppt
First-line managers are responsible for day-to-day operations and leading teams of employees. This training program aims to provide first-line managers with leadership and management tools to make optimal decisions aligned with organizational strategy and lead their teams effectively. The training will help managers understand their basic roles and focus on responsibilities after the session. It covers topics such as the role of a first-line manager, core responsibilities, leadership skills, motivating teams, and sales management best practices.
FLM.ppt
This training program aims to train first-line managers in leadership and management basics. As individuals in a critical position, first-line managers make daily decisions that impact company strategies and customer satisfaction. The program provides tools to make optimal, strategy-aligned decisions and lead teams effectively. After the training, managers will better understand their management and leadership roles and responsibilities within the organization. The training covers topics like the role of a first-line manager, core manager responsibilities, communication skills, and developing managerial skills.
First Line Manager.pptx
First-line managers are responsible for day-to-day operations and leading teams of employees. This training program aims to provide first-line managers with leadership and management tools to make optimal decisions aligned with organizational strategy and lead their teams effectively. The training will help managers understand their basic roles and focus on responsibilities after the session. It covers topics such as the role of a first-line manager, core responsibilities, leadership skills, motivating teams, and sales management best practices.
FLM.ppt
First-line managers are responsible for day-to-day operations and leading teams of employees. This training program aims to provide first-line managers with leadership and management tools to make optimal decisions aligned with organizational strategy and lead their teams effectively. The training will help managers understand their basic roles and focus on responsibilities after the session. It covers topics such as the role of a first-line manager, core responsibilities, leadership skills, motivating teams, and sales management best practices.
First line sales managers' training
This document outlines a training program for first line sales managers. The training covers key responsibilities and skills needed for first line managers, including translating corporate strategy to sales teams, organizing and directing salespeople, and supporting and developing talent. It discusses the differences in roles between first, second, and third line managers. The training aims to help first line managers better understand their management and leadership roles to improve performance.
How to motivate for marketing to all
This document provides tips on how to motivate marketing executives. It discusses that an organization can influence what executives are motivated to do, not directly motivate them. It emphasizes the importance of innovation in thinking about motivation from an organizational perspective and ensuring marketing philosophy is focused on customer satisfaction. The document also stresses that functional tactics and promotion are most important, stretching executives beyond limits, giving all equal opportunity to develop talents, and having clarity on roles to reduce confusion. It promotes the idea that marketing should highlight products, create a high performing environment, and maintain consistent brand quality to build loyalty. Break-even analysis is suggested to help executives bridge gaps and drive accountability. Finally, it notes that marketing executives ultimately deal with product clarity and specified securities to execute
Sales Organization Designs & Personal Selling Process
Sales Organization Designs & Personal Selling ProcessPrince Sattam Bin Abdulaziz University, Al Kharj, Riyadh Province, Kingdom of Saudi Arabia
The document discusses sales organization and the selling process. It defines sales organization and outlines several principles and guidelines for an effective sales organization structure, including clear lines of authority, specialization of roles, and coordination between departments. It then describes different types of organizational designs for sales structures, including line, line and staff, product oriented, customer oriented, geographic, and hybrid models. Finally, it outlines the key stages in the selling process and characteristics of successful salespeople.BBA 205 Module I- Converted.pdf
The document discusses sales management at Amity Business School. It covers topics like the introduction to sales management, objectives and functions of sales management, and the evolution of the sales manager's role. Some key points include:
- Sales management involves planning, implementing, and controlling sales programs as well as recruiting, training, motivating and evaluating sales force members.
- The objectives of sales management are to achieve sales volumes and generate revenue while sustaining profits and growing the organization.
- The functions of sales management include sales planning, recruitment and selection of sales staff, training, motivation and remuneration, and attaining sales targets.
Chapter 16
Performance appraisals are used to evaluate salespeople and are important for compensation, development, feedback, goal-setting, and other purposes. They involve evaluating salespeople periodically based on quantitative metrics like sales volume as well as qualitative criteria. The evaluations are most accurate when an immediate supervisor does them, criteria are appropriate, forms gather relevant information, and potential biases are mitigated. It is important to evaluate the entire performance appraisal system to ensure it meets the goals of both the company and salesforce.
322Management of a Sales Force, 12th Edition PART 3 Direct.docx
322
Management of a Sales Force, 12th Edition
PART 3 Directing Sales Force Operations
Leadership Style4
Possessing certain characteristics and skills gives the manager the potential to be an effective leader, but more is needed for that potential to become a reality. Ultimately, the measure of good leadership is how the manager behaves. In other words, what the leader does is more important than who she or he is. Good leaders use a wide variety of managerial or leader behaviors. The combination of behaviors that a manager typically uses is known as that manager's leadership style. Most behaviors tend to be consistent with one of two distinct styles of leadership: transactional leadership and transformational leadership.
Transactional Leadership
In a sales context, transactional leadership generally refers to those supervisory activities regarding the day-to-day operation and control of the sales force. In other words, transactional leadership equates to supervision. It is a reactive style of leadership that centers on the exchange—or the give-and-take—between the sales manager and salesperson. Sales managers who are effective transactional leaders appropriately provide verbal feedback in the form of rewards and punishments to their salespeople. For example, when a salesperson makes a big sale, the sales manager praises her (gives her a verbal reward). When a salesperson shows up late for a meeting, the sales manager points out his mistake (gives him a verbal punishment).
Transactional leaders exhibit task orientation—a short-term focus on getting the job done. This orientation generally involves one-way communication; the leader tells salespeople what to do and how, when, and where to do it. That is, transactional sales managers know the right way to do things and are excellent supervisors. They inform, monitor, and clarify company rules, policies, and procedures to their sales force.
The transactional leadership style relates to the working relationship between the Bales manager and salesperson. The sales manager who checks with his or her salespeople each morning to see what their plans are for the day is directly supervising their activities. Many other managerial actions constitute indirect supervision, such as auditing expense accounts or appraising sales performance.
Transformational Leadership
Transformational leadership transforms the basic values, beliefs, and attitudes of followers such that they are willing to perform at levels above and beyond expectations. Individuals exhibiting this style are usually referred to as charismatic leaders.6 These are exceptional leaders who make a meaningful difference in the performance levels of their followers. Whereas transactional leaders focus primarily on short-term problems, transformational leaders take proactive steps in anticipation of the future. In other words, they don't just know the right way to do things; they also know the right things to do. Furthermore, they genuinely car.
Chapter 01.ppt
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Chapter 5. The Professional Sales Manager.
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Bridging the gap: Online job postings, survey data and the assessment of job ...
Bridging the gap: Online job postings, survey data and the assessment of job ...
Sales mgmt.
- 2. P ART I I NTRODUCTION TO S ALES M ANAGEMENT
- 5. FIGURE 1.1 THE SALES MANAGEMENT PROCESS Sales Management Functions
- 6. P LANNING The conscious, systemic process of making decisions about goals and activities that an individual, group, work unit, or organization will pursue in the future and the use of resources needed to attain them.
- 7. FIGURE 1.1 THE SALES MANAGEMENT PROCESS Sales Management Functions
- 8. S TAFFING Activities undertaken to attract, develop, and maintain effective sales personnel within an organization.
- 9. FIGURE 1.1 THE SALES MANAGEMENT PROCESS Sales Management Functions
- 10. S ALES T RAINING The effort put forth by an employer to provide the salesperson job-related culture, skills, knowledge, and attitudes that result in improved performance in the selling environment.
- 11. FIGURE 1.1 THE SALES MANAGEMENT PROCESS Sales Management Functions
- 12. L EADING The ability to influence other people toward the attainment of objectives.
- 13. FIGURE 1.1 THE SALES MANAGEMENT PROCESS Sales Management Functions
- 14. C ONTROLLING Monitoring sales personnel’s activities, determining whether the organization is on target toward its goals, and making corrections as necessary.
- 15. FIGURE 1.1 THE SALES MANAGEMENT PROCESS Sales Management Functions
- 16. Sales Management is the attainment of sales goals in an ethical , efficient, and effective manner.* * Instructor added word ethical. S ALES P ERFORMANCE
- 17. FIGURE 1.2 THE SYSTEMS VIEW OF AN ORGANIZATION EXTERNAL ENVIRONMENT
- 18. Organization is a social system that is goal directed and has a deliberated structure. Social means being made up of two or more people. Deliberated structure means the tasks are divided, and the responsibility for their performance is assigned to organization members. Goal directed means an organization is designed to achieve some outcome.
- 19. Organizational effectiveness is the degree to which the organization achieves a stated objective. Organizational efficiency refers to the amount of resources used to achieve an organizational goal. M AJOR P ARTS OF AN O RGANIZATIONAL S YSTEM
- 20. FIGURE 1.3 SALES LEADER LEVELS IN THE ORGANIZATIONAL HIERARCHY Regional Sales Leader CEO President Vice President of Marketing National Sales Leader Zone Sales Leader District Sales Leader Assistant District Sales Leader Nonmanagerial Salespeople Sales Trainee Salesperson Key Account
- 21. FIGURE 1.4 PERCENTAGE OF TIME SPENT ON FUNCTIONAL ACTIVITIES BY ORGANIZATIONAL LEVEL Top Managers Middle Managers First-Line Managers
- 22. Sales Trainee Salesperson Key Account Salesperson District Sales Manager Regional Sales Manager Zone Sales Manager National Sales Mgr. Vice President of Marketing President FIGURE 1.5 A SALES PERSONNEL CAREER PATH
- 23. S ALES M ANAGEMENT S KILLS 1. C ONCEPTUAL AND D ECISION S KILLS Refer to the cognitive ability to see the organization as a whole and the relationships among its parts. 2. P EOPLE S KILLS Involve the ability to work with and through other people and to work effectively as a group member. 3. T ECHNICAL S KILLS The ability to perform a specialized task that involves a certain method or process.
- 25. FIGURE 1.6 RELATIONSHIP OF CONCEPTUAL AND DECISION, PEOPLE, AND TECHNICAL SKILLS TO SALES LEADER LEVEL
- 26. T HE P ROMOTION E XPERIENCE Phase One – Immobilization Phase Two – Minimization or Denial of Change Phase Three – Depression Phase Four – Acceptance of Reality Phase Five – Testing Phase Six – Searching for Meanings Phase Seven – Internalization
- 29. T HE B OTTOM L INE Skilled sales managers are the key to a successful organization. Sales managers have five functions that, when combined, can allow them to achieve the goals desired by higher levels of management. The various types of sales managers can be broken down into the categories of vertical and horizontal. Most corporations hire a person who cannot only sell but who also shows the potential to one day become a sales manager.