Building the Structure and Mechanics of a professional sales organizationJeremiah Fellows
In this talk delivered during Denver Startup Week 2013 I discuss the structure and mechanics necessary for predictability in sales.
The one thing a company needs as much as sales is predictability. In this talk I cover some strategies for understanding a sales process such as persona building and customer journey mapping. I explain how to use this information to document and track the sales process with a focus on using agile methods to evolve an effective and predictable sales process.
How to create a modern sales organizationZacharyCurry6
The how to guide for creating a modern sales organization from startup to mid sized enterprise. Bonus material for startups includes the maximizing college interns to develop your lead generation marketing team.
Zach Curry
zczinc@gmail.com
Building the Structure and Mechanics of a professional sales organizationJeremiah Fellows
In this talk delivered during Denver Startup Week 2013 I discuss the structure and mechanics necessary for predictability in sales.
The one thing a company needs as much as sales is predictability. In this talk I cover some strategies for understanding a sales process such as persona building and customer journey mapping. I explain how to use this information to document and track the sales process with a focus on using agile methods to evolve an effective and predictable sales process.
How to create a modern sales organizationZacharyCurry6
The how to guide for creating a modern sales organization from startup to mid sized enterprise. Bonus material for startups includes the maximizing college interns to develop your lead generation marketing team.
Zach Curry
zczinc@gmail.com
Key Characteristic of Regional Sales OrganizationPaolo Concetti
This is a simple description of the key points to succesfully implement a regional sales organization for large international companies.
It can be used as workplan to implement or restructure a sales organization in a country.
presented by Rob Bentley and Paul Reiman of Hewitt Associates at the TrueConnection 2008 Sales Performance Management Conference, hosted by Callidus Software
Chapter 1 introduction to sales and distribution managementNishant Agrawal
To understand evolution, nature and importance of sales management
To know role and skills of modern sales managers
To understand types of sales managers
To learn objectives, strategies and tactics of sales management
To know emerging trends in sales management
To understand linkage between sales and distribution management.
This webinar presented by Landslide Technologies features John Holland from CustomerCentric Selling and focuses on the topic of: Strategies for Building World Class Sales Organizations. How can you turn your sales team from average into "world class"?
Rarely have business and sales leaders had as many challenges as in recent years:
- Fierce competition;
- Market saturation;
- Strong pressure on margins;
- Harsh price competition.
Add to this list, the changes in B2B buyer behaviour and higher expectations, and you have a cocktail that puts a tremendous amount of pressure to change rapidly. But this is also a huge opportunities for companies who can better read their market and adapt faster.
This is why we present this webinar; it will allow you to:
- Have exclusive insights on the B2B environnement in Canada;
- Get an action plan to transform your sales for better results;
- Avoid the common mistakes of sales transformation;
- Learn the best methodology to transform your sales.
This presentation is intended for all business and sales leaders that are looking for growth, increase in their revenues and in their market shares, differentiation, and shorter sales cycles.
Our Sales Training Playbook is a planning methodology which features our tool-kit of tools & templates that can be used to train sales reps on a consultative approach to selling that will increase win-rates, deal-sizes and % reps attaining quota.
Key Characteristic of Regional Sales OrganizationPaolo Concetti
This is a simple description of the key points to succesfully implement a regional sales organization for large international companies.
It can be used as workplan to implement or restructure a sales organization in a country.
presented by Rob Bentley and Paul Reiman of Hewitt Associates at the TrueConnection 2008 Sales Performance Management Conference, hosted by Callidus Software
Chapter 1 introduction to sales and distribution managementNishant Agrawal
To understand evolution, nature and importance of sales management
To know role and skills of modern sales managers
To understand types of sales managers
To learn objectives, strategies and tactics of sales management
To know emerging trends in sales management
To understand linkage between sales and distribution management.
This webinar presented by Landslide Technologies features John Holland from CustomerCentric Selling and focuses on the topic of: Strategies for Building World Class Sales Organizations. How can you turn your sales team from average into "world class"?
Rarely have business and sales leaders had as many challenges as in recent years:
- Fierce competition;
- Market saturation;
- Strong pressure on margins;
- Harsh price competition.
Add to this list, the changes in B2B buyer behaviour and higher expectations, and you have a cocktail that puts a tremendous amount of pressure to change rapidly. But this is also a huge opportunities for companies who can better read their market and adapt faster.
This is why we present this webinar; it will allow you to:
- Have exclusive insights on the B2B environnement in Canada;
- Get an action plan to transform your sales for better results;
- Avoid the common mistakes of sales transformation;
- Learn the best methodology to transform your sales.
This presentation is intended for all business and sales leaders that are looking for growth, increase in their revenues and in their market shares, differentiation, and shorter sales cycles.
Our Sales Training Playbook is a planning methodology which features our tool-kit of tools & templates that can be used to train sales reps on a consultative approach to selling that will increase win-rates, deal-sizes and % reps attaining quota.
Following is part of my new book. The section is titles “Sales Process”, and it addresses:
• The importance and proof of value to companies who have a formal sales process in place
• The evolution of sales processes since the 50’s till today
Top Pillars | Sales Workshop by Riad ThaljiTop Pillars
https://toppillars.com
Learn about:
Understanding Sales Process
Difference Between Sales and Marketing
Sales Teams/Units
Salesperson Jobs and Roles
Salesperson Skills
What Motivates the Customer
Setting Sales Strategy
Salesforce Motivation
Salesforce Control
Computerizing Sales
Similar to Typesofsalesorganisationstructure 150401225646-conversion-gate01 (1) (20)
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Delivering Micro-Credentials in Technical and Vocational Education and TrainingAG2 Design
Explore how micro-credentials are transforming Technical and Vocational Education and Training (TVET) with this comprehensive slide deck. Discover what micro-credentials are, their importance in TVET, the advantages they offer, and the insights from industry experts. Additionally, learn about the top software applications available for creating and managing micro-credentials. This presentation also includes valuable resources and a discussion on the future of these specialised certifications.
For more detailed information on delivering micro-credentials in TVET, visit this https://tvettrainer.com/delivering-micro-credentials-in-tvet/
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
2. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Learning Objectives
1. Define the concepts of specialization,
centralization, span of control versus management
levels, and line versus staff positions.
2. Describe the ways sales forces might be
specialized.
3. Evaluate the advantages and disadvantages of
sales organization structures.
4. Name the important considerations in organizing
major account management programs.
3. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Learning Objectives
5. Explain how to determine the appropriate sales
organization structure for a given selling situation.
6. Discuss sales force deployment.
7. Explain three analytical approaches for
determining allocation of selling offer.
8. Describe three methods for calculating sales force
size.
4. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Learning Objectives
9. Explain the importance of sales territories and list
the steps in the territory design process.
10. Discuss the important “people” considerations in
sales force deployment.
5. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Setting the Stage
1. What is one of the key changes IBM
made to the structure of its sales
organization?
2. What change did IBM make to the way its
salespeople and sales managers
interact?
Strategy and Sales
Organization Structure: IBM
6. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Sales Organization Concepts
Specialization
The degree to which individuals perform some of the
required tasks to the exclusion of others. Individuals
can become experts on certain tasks, leading to better
performance for the entire organization.
Centralization
The degree two which important decisions and tasks
performed at higher levels in the management
hierarchy. Centralized structures place authority and
responsibility at higher management levels.
7. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Sales Force Specialization Continuum
Some specialization
of selling activities,
products, and/or
customers
All selling activities
and all products to
all customers
Generalists
Certain selling
activities for certain
products for certain
customers
Specialists
8. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Flat Sales Organization
Span of Control
Management
Levels
National
Sales
Manager
District
Sales
Manager
District
Sales
Manager
District
Sales
Manager
District
Sales
Manager
District
Sales
Manager
Span of Control vs. Management Levels
9. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Tall Sales Organization
National Sales
Manager
Span of Control
Management
Levels
District
Sales
Manager
District
Sales
Manager
District
Sales
Manager
District
Sales
Manager
District
Sales
Manager
District
Sales
Manager
Regional Sales
Manager
Regional Sales
Manager
Span of Control vs. Management Levels
10. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
National Sales Manager
Regional Sales Managers
District Sales Managers
Sales Training Manager
Sales Training Manager
Salespeople
Staff Position
Line Position
Line vs. Staff Positions
11. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Organizational
Structure
Environmental
Characteristics
Task
Performance
Performance
Objective
Specialization
High Envir.
uncertainty Nonroutine Adaptiveness
Centralization
Low Envir.
Uncertainty Repetitive Effectiveness
Selling-Situation Factors and
Organizational Structure
12. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Simple
Product
Offering
Complex
Range of
Products
Customer Needs Different
Customer Needs Similar
Market-
Driven
Specialization
Product/Market-
Driven
Specialization
Geography-
Driven
Specialization
Product-
Driven
Specialization
Customer and Product Determinants
of Sales Force Specialization
13. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Geographic Sales Organization
National Sales Manager
Zone Sales Managers (4) Zone Sales Managers (4)
District Sales Managers (20)
Salespeople (100) Salespeople (100)
District Sales Managers (20)
Eastern Region Sales Manager Western Region Sales Manager
Sales Training Manager
14. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Product Sales Organization
National Sales Manager
Office Equipment Sales Manager Office Supplies Sales Manager
District Sales Managers (10)
Salespeople (100) Salespeople (100)
District Sales Managers (10)
15. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Market Sales Organization
National Sales Manager
Zone Sales Managers (4)
District Sales Managers (25)
Salespeople (150)
District Sales Managers (5)
Commercial Accounts
Sales Manager
Government Accounts
Sales Manager
Sales Training
Manager
Salespeople (50)
16. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Functional Sales Organization
National Sales Manager
Field Sales Manager Telemarketing Sales Manager
Regional Sales Managers (4)
Salespeople (160)
Salespeople (40)
District Sales Managers (2)
District Sales Managers (16)
17. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Large
Small
Complexity of Account
Size
of
Account
Large
Account
Simple Complex
Major
Account
Regular
Account
Complex
Account
Identifying Major Accounts
18. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Develop Major Account Salesforce
Assign Major Accounts to
Sales Managers
Assign Major Accounts to Salespeople
along with Other Accounts
Major Accounts Options
19. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Comparison of
Sales Organization Structures
Organizational
Structure Advantages Disadvantages
Geographic
• Low Cost
• No geographic duplication
• No customer duplication
• Fewer management levels
• Limited specialization
• Lack of management
control over product or
customer emphasis
Product
• Salespeople become experts
in product attr. & applications
• Management control over
selling effort
• High cost
• Geographic duplication
• Customer duplication
20. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Comparison of
Sales Organization Structures
Organizational
Structure Advantages Disadvantages
Market
• Salespeople develop
better understanding of
unique customer needs
• Management control over
selling allocated to different
markets
• High cost
• Geographic duplication
Functional
• Efficiency in performing
selling activities
• Geographic duplication
• Customer duplication
• Need for coordination
21. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Hybrid Sales Organization Structure
National Sales Manager
Major Accounts
Sales Manager
Regular Accounts
Sales Manager
Office Equipment
Sales Manager
Office Supplies
Sales Manager
Field Sales
Manager
Telemarketing
Sales Manager
Commercial Accounts
Sales Manager
Government Accounts
Sales Manager
Western
Sales Manager
Eastern
Sales Manager
22. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Salesforce Deployment
1. How much selling effort is needed to cover accounts and
prospects adequately so that sales and profit objectives
will be achieved?
2. How many salespeople are required to provide the desired
amount of selling effort?
3. How should territories be designed to ensure proper
coverage of accounts and to provide each salesperson
with a reasonable opportunity for success?
Sales Force deployment decisions can be viewed as
providing answers to three interrelated questions.
23. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Interrelatedness of
Sales Force Deployment Decisions
How much selling effort is needed to cover
accounts and prospects adequately so that sales
and profit objectives will be achieved?
How many salespeople are required to provide the
desired amount of selling effort?
How should territories be designed and salespeople
assigned to territories to ensure proper coverage of
accounts and to provide each salesperson with a
reasonable opportunity for success?
Allocation of
Selling Effort
Allocation of
Selling Effort
Sales Force
Size
Sales Force
Size
Territory
Design
Territory
Design
24. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Single Factor
Models
Single Factor
Models
Easy to Develop and Use
Difficult to Develop and Use
Low
Analytical
Rigor
High
Analytical
Rigor
Portfolio
Models
Portfolio
Models
Decision
Models
Decision
Models
Analytical Approaches to
Allocation of Selling Effort
25. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Single Factor Models
• Easy to develop and use/low analytical rigor
• Accounts classified into categories based on one
factor, such as market potential
• All accounts in the same category are assigned the
same number of sales calls
• Effort allocation decisions are based on the analysis
of only one factor and differences among accounts in
the same category are not considered in assigning
sales call coverage
26. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Single Factor Model Example
Market Potential
Categories
A
B
C
D
Average Sales Calls to
an Account Last Year
25
23
20
16
Average Sales Calls to
an Account Next Year
32
24
16
8
27. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Portfolio Models
• Account Opportunity - an account’s need
for and ability to purchase the firm’s
products
• Competitive Position - the strength of the
relationship between the firm and an
account
28. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Portfolio Model Segments and Strategies
Competitive Position
Competitive Position
Segment 1
Segment 1 Segment 2
Segment 2
Segment 4
Segment 4
Segment 3
Segment 3
Strong Weak
Low
High
Account
Opportunity
Account
Opportunity
29. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Decision Models
• Simple Basic Concept - to allocate sales
calls to accounts that promise the highest
sales return from the sales calls
• Optimal number of calls in terms of sales or
profit maximization
30. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Sales Force Size: Key Considerations
• Sales Productivity - the ratio of sales generated
to selling effort used
– In early stages, the addition of salespeople increases sales
considerably more than the selling costs. As salespeople
continue to be added, sales increases tend to decline until a
point is reached when the costs to add a salesperson are more
than the revenues that salesperson can generate.
• Salesforce Turnover
– Is very costly
– Should be anticipated
31. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Sales Force Size: Analytical Tools
Salesforce size = Forecasted sales / Average sales per person
The Breakdown Approach is used to determine the
number of salespeople needed to generate a
forecasted level of sales. This approach is easy to
develop. However, it is weak conceptually. The
concept underlying the calculations is that sales
determine the number of salespeople needed—putting
“the cart before the horse.”
32. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Sales Force Size: Analytical Tools
The Workload Approach determines how much selling
effort is needed to adequately cover the firm’s market.
Then the number of salespeople required to provide
this amount of selling effort is calculated. This
approach relatively simple to develop and is sound
conceptually.
Number of salespeople =
Total selling effort needed
Average selling effort per
salesperson
33. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Sales Force Size: Analytical Tools
The Incremental Approach is the most rigorous for
calculating salesforce size. Its compares the marginal
profits and marginal costs associated with each
incremental salesperson. The major advantage is that it
quantifies the important relationships between salesforce
size, sales, and costs. However, this method is difficult to
develop, and it cannot be used for new sales forces where
historical data and accurate judgments are not possible.
# of Salespeople Marginal Contribution Marginal Cost
100
101
102
103
$85,000
$80,000
$75,000
$70,000
$75,000
$75,000
$75,000
$75,000
34. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Designing Territories
• Territories consist of whatever specific
accounts are assigned to a specific
salesperson. The territory can be viewed as
the work unit for a salesperson.
• Territory Considerations
– Trading areas
– Present effort
– Recommended effort
35. Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 4:
Sales Organization Structure and Sales Force Deployment
Territory Design Procedure
Finalize
Territory
Design
Assess
Territory
Workload
Form Initial
Territories
Analyze
Planning and
Control Unit
Opportunity
Select
Planning and
Control Unit