Sales management


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Sales management

  1. 1. Sales management<br />Introduction:<br /> Sales management is generally acknowledged to be backbone of marketing. The overall management of sales and it refers to only a specialized application of the process of management as a whole. The planning, direction and control of the personal selling activities of a business unit include recriting, selecting, training, assigning, rating, supervising, paying and motivating as these tasks apply to the Personal sales force. The ultimate objective of sales management is to influence the consumers of the target market to get sales orders.<br />Sales management:<br />Sales management is a vital sub-system of marketing management. It will continue an indispensable part of marketing management as long as sales people are required to interact with customers, influence them and win them. In reality, marketing plans, strategies and policies are implemented through sales management. Modern sales management is not only profit-oriented but also customer-oriented<br />Role of sales management:<br /> Marketing stresses the importance of satisfying customer needs and wants through a process of exchange. The advertising and marketing magazine defining “business is marketing “marketing and selling are directly relating to each other.<br />As consumers of goods and services, we all participate in the marketing process many times each a day. Many scholars characterize today’s trend setting sales people in this way<br /><ul><li>They work in teams;
  2. 2. The computer is their primer sales tool;
  3. 3. They do not sell to customers; rather they partner with them;
  4. 4. The term salespeople are out, relationship manager is in.
  5. 5. Sales management plays an important role in marketing, especially for firms in business-to-business market.</li></ul>Sales manager’s duties and responsibilities: <br />The sales manager is the most important person in a sales organization. All activities are based on his functions and responsibilities.<br /><ul><li>Physical distribution:
  6. 6. He is responsible to look after all aspects of physical distribution, particularly order processing, packaging, transport and warehousing.
  7. 7. Sales planning
  8. 8. He has to formulate sales plans, sales policies and sales programmes including the sales budget every year.
  9. 9. Control</li></ul>He is in charge of controlling selling operations and activities, evaluating the performance of sales force and ensure the achievement of sales targets or goals, particularly the profits objective of course, without sacrificing customer service and satisfaction.<br /><ul><li>Marketing research:
  10. 10. He has to organize and manage marketing research projects. Marketing research provides sound solutions to all marketing problems. Sales manager can take sound decisions on the basis of uptodate and reliable information provided by marketing research department.
  11. 11. Sales budget:
  12. 12. He must have sales budget for the entire sales organization. Sales cost analysis can help him to control selling costs and expenses. Without sales budget and sales cost analysis can have profit planning.
  13. 13. Sales promotion and advertising:
  14. 14. With the help of advertising and sales promotion staff, he must look after sales promotion and advertising campaigns so that consumer demand can be created and activities of personal selling can be facilitated for securing customer orders.
  15. 15. Distribution channels:
  16. 16. He has to select proper channels of distribution and maintain good relations with distributors and dealers.</li></ul>Problem of sales management:<br /><ul><li>Designing and managing sales force.
  17. 17. Sales force authority.
  18. 18. Target-setting.
  19. 19. Sales forecasting.
  20. 20. Designing and managing sales force: the sales manager’s control over the various activating of the sales force a must. these activities may, sometimes be beyond control, leading to intractable problems in a sales organization.
  21. 21. Sales force authority: therefore, the sales force requires delegation of authority with respect.
  22. 22. Changing or fixing prices;
  23. 23. Credit facilities to old and existing customers;
  24. 24. Assurance regarding quality and after-sales service;
  25. 25. Payment terms and settlement of claims</li></ul> is necessary for achieving organizational goals.<br /> 4. Sales forecasting: it is difficult to say how long consumers will continue to accept existing goods in a changing environment, which is changing fasting with new competitors, new technologies, new fashion articles, new advertising strategies being regularly introduced.<br />Kinds of sales manager:<br />1. The administrative sales manager: <br /> He is just like marketing management. In a larger company, a sales organization usually has an administrative sales manager. He is all responsible for planning and controlling of all activities.<br />2. The operating of field sales manager: <br /><ul><li>He is line manager reporting directly to marketing manager or administrative sales manager. He is responsible for management and development of sales personnel.
  26. 26. Management of sales force:
  27. 27. Sales force management is defined as “the planning, direction and control of the personal selling activities of a business unit, including recruiting, selecting, training, equipment, assigning, routing, supervising, paying, and motivating as these tasks apply to the personal sales force”.
  28. 28. Recruitment and selecting
  29. 29. Proper recruitment and selection provides a sound foundation of a good vibrant sales organization and sales management. Job analysis can provide job specifications of the required sales positions. Recruitment deals with securing as many qualified people as possible so that some of them can be selected to fill the vacancies. Possible sources of applicants include company personnel, friends, middleman, salespeople of other companies, educational institutions, newspaper and trade journal advertising.
  30. 30. Training</li></ul>Good salesman are not born; they are made – by well-planned and well-executed training programmes. Trained salesman are able to secure sales orders more quickly, sell more, and are easier to manage. Properly selected persons must undergo adequate training before they are put on their selling jobs. Training is necessary to secure effective and efficient sales. It also facilitates managerial control. Trained sales force can exercise effective self-control and self-supervision.<br /><ul><li>Motivation of salesman
  31. 31. Motivation is the act of stimulating someone or oneself to get a desired course of action, to push the right button to get a desired action a compliment, a pay rise, a smile, a pay rise, a smile, a promise of promotion, praise, public, recognition of merits, and so on. Motivation ignites the will to work. It moves people recognition of merits, and so on. Motivation ignites the will to work. It moves people to take a desired action.
  32. 32. Salesman are the most important single resource with the sales manager and this resources has unlimited potential. This can be tapped only through appropriate measure of motivation.
  33. 33. Control and evaluation
  34. 34. The process of control of sales force has three aspects.
  35. 35. Salesman’s effort must click with the marketing plan and the promotion-mix of the firm.
  36. 36. Salesman’s performance must fit into planned standards of efficiency and salesman’s achievement must help to achieve the desired reduced ratio of selling expenses to sales.
  37. 37. Provision of supervision and guidance to individual salesman, if needed.</li></ul>Conclusion:<br /> An automated ISPM represents that long sought-after sales management solution. Sales management wants to ¾ be able to track sales in the pipeline ¾ be secure that when the firm loses a salesperson it doesn't necessarily lose the sales in the salesperson's pipeline or the account information collected ¾ be able to quickly and easily change the sales process when needed and to tailor the processes to individual products and markets ¾ be able to out sales manage the competition. All of this is provided in an automated Integrated Sales Process Management system. And all of this is needed to compete effectively in the new millennium.<br /> Sales management<br /> <br /> Submitted by <br /> S.MURALI.<br /> <br /> <br />Synopsis:<br /><ul><li>Introduction
  38. 38. Role of sales management
  39. 39. Sales manager’s duties and responsilities
  40. 40. Problems of sales management
  41. 41. Kinds of sales manager
  42. 42. Management of sales force
  43. 43. Conclusion</li></ul> <br />Abstract:<br /> <br />