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THE BIG PICTURE

Introduction to

Sales Management

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Sales ManagementI dont care how many

degrees you have on thewall, 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

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According to you.. What arethe most important gearsin sales?

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Let us understand you!!!What is that in YOU, will

make a good salesperson?

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Ponder upon.Sales personality

Energetic, follows through, optimistic,

realistic, assertive, social, expressive,serious minded, self-reliant,accommodating, positive about people

Sales knowledge

Sales motivation

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Lets talk about somereality!!

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A day in the salesmanagers lifeOliver is currently national sales manager fora division of Martin Corp. Olivers typical daystarts at 9:00 a.m. going through e-mail and

prioritizing the days events. During themorning he will review reports and spendtime with his sales reps. He will have lunchwith customers and spend the afternoon

making sales calls with his sales reps. Hespends late afternoon reconciling the daysactivities ad setting his agenda for the nextday.

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Cont..

Oliver is involved in a variety of differentactivities. He spends much of his time

interacting with individuals, speciallysales people and customers. But, healso plans strategies and continuouslymonitors performance. In other words,

he performs all the major salesmanagement functions

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Objectives of sales

Management

Quantitative objectives (short term)

To retain and capture market share

To determine sales volume in ways thatcontributes to profitability

To obtain new accounts of given types

To keep personal expenses withinspecified limits

(sales volume, contribution to profits andcontinuing growth)

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Objectives of sales

Management

Qualitative objectives (long term)

To maintain customer cooperation

To provide technical advice wherevernecessary

To assist in training sales personnel

To collect and report market informationof interest and use to the companymanagement

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To illustrate the relationship between sales

objectives, strategies and tactics, consider:

Sales Goals/

Objectives

MarketingStrategy

Sales andDistribution

Strategy

Tactics /Action plans

Increase

sales

volume

by 15

percent

Enter

export

markets

Identify the

countries

Decide

distribution

channels

Marketing / sales head to get

relevant information

Negotiate and sign

agreements in 3-5 months

with intermediaries

Penetrate

existing

domestic

markets

Review and

improve

salesforce

training,motivation and

compensation

Use effective

and efficient

channels

Add channels and members

Train salespeople in

deficient areas

Train field salesmanagers ineffective supervision

Link sales volume quotas to

the incentive scheme of the

compensation plan

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Positions of Personal Selling and

Sales Management in the Marketing Mix

Planning MotivatingBudgeting CompensatingRecruiting and selecting Designing territoriesTraining Evaluating performance

Marketingmix

Products Prices Promotion Distribution

Advertising Publicrelations Personalselling Salespromotion Internet

Salesmanagement

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Skills of a Successful Sales Manager

People skills include abilities to motivate,lead, communicate, coordinate, team-oriented relationship, and mentoring

Managing skills consist of planning,organizing, controlling and decision making

Technical skills include training, selling,

negotiating, problem-solving, and use ofcomputers

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How to improve your sales1 - a well defined sales process

2 - sales people need to have the essentialskills

3 - focus on sales people's selling activities

4 - encourage and expand sales people'sbelief in their own capabilities

5 - sales leadership that nurtures anddevelops sales people's potential

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Responsibilities of a SalesManagerManaging the sales force

Building formal and informal organizationalstructures to ensure efficiency andeffectiveness

key contact with customers and other externalpublic

Taking decisions on budgeting, quotas and

territories Participation in decisions on products,

marketing channels, distribution policies,advertising and other personal-selling activities

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Co-ordination is the keyOrganization and co-ordination

Planning and co-ordination

Co-ordination in the marketing program

Co ordination and implementation of overallmarketing strategy

Co-ordination with the distribution network Gaining product distribution

Obtaining dealer identification

Reconciling business goals

Sharing promotional risk

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Controlling is Essential Timely review of objectives

Setting quantitative performance standards

Gathering and processing data on actualperformance

Evaluating performance

Actions to correct controllable variables

Adjusting for uncontrollable variables

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Cont.. Informal control

Formal control and written sales policies

Policy formulation and review

Formal control over sales volume

Budgetary control