7/30/2019 Introduction to Selling and Sales Management

1/35

Part I

THE BIG PICTURE

Chapter 1:

Introduction to Selling andSales Management

7/30/2019 Introduction to Selling and Sales Management

2/35

I dont care how manydegrees you have on the

wall, if you dont know how

to sell, youre probablygoing to starve.

Heavyweight boxer George Formans

advice to his childrenL.A. Times, pg. C2, Tuesday, March 25, 1997

7/30/2019 Introduction to Selling and Sales Management

3/35

What Creates Satisfied

Customers?

21%

25%

17%

37%

Qualityof Productor Service

A TotalCustomerSolution

Competenceof the

Salesperson

Competitive Price

7/30/2019 Introduction to Selling and Sales Management

4/35

Figure 1-1:

Positions of Personal Selling and

Sales Management in the Marketing Mix

Planning Motivating

Budgeting Compensating

Recruiting and selecting Designing territories

Training Evaluating performance

Marketingmix

Products Prices Promotion Distribution

Advertising Publicrelations

Personalselling

Salespromotion

Sales

management

7/30/2019 Introduction to Selling and Sales Management

5/35

7/30/2019 Introduction to Selling and Sales Management

6/35

7/30/2019 Introduction to Selling and Sales Management

7/35

Figure 1-3:

Contrasting Transactional and

Relationship Selling Models

Emphasis onSales skills

Respond toCustomer needs

Provide good products,Price, and services

Narrow thecustomer focus

Differentiate through

ProductsSales/revenue

Focus

Traditional customerrelationships

Emphasis on generalManagement skills

Proactive innovation/opportunityIdentification and offers

Value-based offers/Organizational enablers

Broaden toCustomers customer

Differentiate through

PeopleProfit management focus/Share of customer

Trusted business advisorand partner

TRANSACTIONAL RELATIONSHIP

7/30/2019 Introduction to Selling and Sales Management

8/35

Figure 1-4:

Traditional Buyer-Seller Interface

versus A Team Interface

Sales PurchasingSalesTeam

CustomerTeam

Supplier Customer Supplier Customer

TRADITIONALBUYER-SELLER

INTERFACE

BUYER-SELLERINTERFACE TEAM

7/30/2019 Introduction to Selling and Sales Management

9/35

1. Build awareness

2. Get on the short list

3. Demonstrate how your proposal meetscompany needs

4. Directly address decision makers

personal needs5. Be prepared for buyer remorse

7/30/2019 Introduction to Selling and Sales Management

10/35

Maintain direct responsibility for sales

results for specific customers.

Manages one or a few larger, long-termor strategic accounts

May have a staff of one or more

subordinate sales or support people, butfocus on managing the sales team forthe sake of achieving customer results

7/30/2019 Introduction to Selling and Sales Management

11/35

Spend little or no time directly managing

customer accounts.

Focuses on building, refining, andstaffing a selling team.

Contact with customers is largely non-selling, but service and salesperson

development in purpose.

7/30/2019 Introduction to Selling and Sales Management

12/35

Willingness to Train/Coach

Willingness to Make Joint Sales Calls

Problem-Solving

Making Presentations

Answering Objections

7/30/2019 Introduction to Selling and Sales Management

13/35

Willingness to Train/Coach

Willingness to Make Joint Sales Calls

Ability to Direct and Control Others

Profit Mentality

Initiative

7/30/2019 Introduction to Selling and Sales Management

14/35

7/30/2019 Introduction to Selling and Sales Management

15/35

Table 1-1:

Sales Managers Time Allocations

JOB RESPONSIBILITYMANAGERS

TIME ALLOCATION

Selling

Face-to-faceTelephone selling

Administration

Account service/coordinationTravel/waiting

Internal meeting

29%

(17)(12)

25

1715

14

7/30/2019 Introduction to Selling and Sales Management

16/35

What it takes to be a good

Sales Manager

7/30/2019 Introduction to Selling and Sales Management

17/35

Figure 1-5:

A Model of Sales

Management Competencies

GlobalPerspectiveCompetency

Technology

Competency

TeamBuilding

Competency

Coaching

CompetencySalesManagementEffectiveness

StrategicAction

Competency

Self-ManagementCompetency

7/30/2019 Introduction to Selling and Sales Management

18/35

Understanding the Industry:

Understands the history and general trends inthe industry and their implications for thefuture

Stays informed of and anticipates the actionsof competitors and strategic partners

Identifies attractive market segments and

their buying needs

7/30/2019 Introduction to Selling and Sales Management

19/35

Understanding the Organization:

Understands the vision, overall strategy, andgoals of the organization

Appreciates the distinctive competencies ofthe organization with respect to marketopportunities and limitations

Understands how to marshal organizational

resources to meet the needs of the customers

7/30/2019 Introduction to Selling and Sales Management

20/35

Taking Strategic Actions:

Assigns priorities and making decisions that are consistentwith the firms mission and strategic goals

Implements specific account selection, retention, anddominance strategies

Develops an appropriate portfolio of account relationships

Considers the long-term implications of actions in order tosustain and further develop the organization

Establishes tactical and operational goals that facilitate thefirms strategy implementation

7/30/2019 Introduction to Selling and Sales Management

21/35

Providing Verbal Feedback:

Provides specific and continuous performanceand selling skills feedback

Builds a feeling of appreciation and recognitionby taking the time to acknowledge a job sell done,and effort beyond the call of duty or an important

victory

Reinforces successes and nice-tries to supportdesirable behaviors

7/30/2019 Introduction to Selling and Sales Management

22/35

Role Modeling:

Leads by example, rather than decree

Provides role models, either themselves or

others, and sharing best practices

Models professional attitudes and behaviors

7/30/2019 Introduction to Selling and Sales Management

23/35

Trust Building:

Maintains good rapport with the sales team andfosters open communications, collaboration,creativity, initiative, and appropriate risk taking

Adds value through communicating relevantselling experiences

Helps salespeople to look good through two-way communications

7/30/2019 Introduction to Selling and Sales Management

24/35

Designing Teams:

Implements an organizational architecture thatwill support teams

Creates a reward system that is fair within thecontext of a team effort

Coordinates team goals with the overall goals of

the organization

Coordinates team activities with the requirementsof functional areas within the organization

7/30/2019 Introduction to Selling and Sales Management

25/35

Creating a Supportive Environment:

Hires people that will be successful in a team

environment

Trains programs that encourage teamwork

Integrates the individual members of thesales team together to form a functioning

supportive team

7/30/2019 Introduction to Selling and Sales Management

26/35

Managing Team Dynamics:

Understands the strengths and weakness of

team members and using their strengths toaccomplish tasks as a team

Facilitates cooperative behavior and keeps

the team moving towards its goals

7/30/2019 Introduction to Selling and Sales Management

27/35

Fostering Integrity and Ethical Conduct:

Has clear personal standards that serve as afoundation for a sense of integrity and ethicalconduct by the sales team

Projects self-assurance and does not just tellpeople what they want to hear

Willing to admit mistakes and accepts

responsibility for own actions

7/30/2019 Introduction to Selling and Sales Management

28/35

Managing and Balancing Personal Drive:

Seeks responsibility, works hard and is willing totake risks

Shows perseverance in the face of obstacles andbounces back from failure

Ambitious and motivated to achieve objectives, butdoes not put personal ambition ahead of theorganizations goals

Understands that goals are achieved through thesuccess and development of the salespeople

7/30/2019 Introduction to Selling and Sales Management

29/35

Has clear personal and career goals and knows

own values, feelings and areas of strengths andweaknesses

Analyzes and learns from work and life experiences

Willing to continually unlearn and relearn aschanging situations call for new skills andperspectives

Developing Self-Awareness and

Management Skills:

7/30/2019 Introduction to Selling and Sales Management

30/35

Cultural Knowledge and Sensitivity:

Stays informed of political, social, and economictrends and events around the world

Recognizes the impact of global events on themarket and the organization

Sensitivity to cultural cues and ability to adaptquickly in novel situations

Travels regularly and has a basic businessvocabulary in languages relevant to the position

7/30/2019 Introduction to Selling and Sales Management

31/35

Adapting Global Selling Program:

Adopts an appropriate sales force architecture forglobal accounts

Appropriately adjusts sales force measurement,competency creation and motivation systems to thelocal culture

Appropriately adjusts own behavior wheninteracting and managing people from variousnational, ethnic and cultural backgrounds

7/30/2019 Introduction to Selling and Sales Management

32/35

Understanding of New Technology:

Awareness of the potential for technology to

increase sales force efficiency andeffectiveness

Experience in using new technology

Attitude toward adopting new technology

7/30/2019 Introduction to Selling and Sales Management

33/35

Implementing Sales Force Automation:

Knows what is to be accomplished and the

benefits that are possible

Adapts personal management style and

procedures

Fosters sales force acceptance and use of

selling technology

7/30/2019 Introduction to Selling and Sales Management

34/35

Figure 1 6:

7/30/2019 Introduction to Selling and Sales Management

35/35

EXECUTIVE MANAGEMENT

FUNCTION MANAGEMENT

GENERAL MANAGEMENT

DIRECTOR

ASSOCIATE DIRECTOR

MANAGER

HumanResources

CustomerBusiness

Development

Sector/Multi-Sector

Sales

HumanResources

CustomerBusiness

Development

Sector/Multi-SectorBus. Devel

SectorSales

Merchandising

Geographicor Team

Account Exec

Other Field orGeneral Office

Roles

Operations

Manager

ACCOUNT MANAGERGeographic

or TeamAccount Exec

Other Field orGeneral Office

Roles

OperationsManager

WORLDWIDE

ASSIGNMENTS

Canada

Latin

America

Asia/Pacific

Europe

Middle East

& Africa

U.S.

Figure 1-6:

Career Paths at Procter and Gamble

OTHER

FUNCTIONS

Advertising

Product

Supply

Management

System

Human

Resources

Finance

Other