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Part IPart I
THE BIG PICTURETHE BIG PICTUREPart IPart I
THE BIG PICTURETHE BIG PICTURE
Chapter 1:Chapter 1:
Introduction to Selling Introduction to Selling and Sales Managementand Sales Management
Sales ManagementSales Management
““I don’t care how many I don’t care how many degrees you have on the degrees you have on the wall, if you don’t know wall, if you don’t know
how to sell, you’re how to sell, you’re probably going to probably going to
starvestarve.”.”
““I don’t care how many I don’t care how many degrees you have on the degrees you have on the wall, if you don’t know wall, if you don’t know
how to sell, you’re how to sell, you’re probably going to probably going to
starvestarve.”.”
Heavyweight boxer George Forman’s Heavyweight boxer George Forman’s advice to his childrenadvice to his childrenL.A. Times, pg. C2, Tuesday, March 25, 1997
Figure 1-1: Positions of Personal Selling and Positions of Personal Selling and Sales Management in the Marketing MixSales Management in the Marketing Mix
PlanningPlanning MotivatingMotivatingBudgetingBudgeting CompensatingCompensatingRecruiting and selectingRecruiting and selecting Designing territoriesDesigning territoriesTrainingTraining Evaluating performanceEvaluating performance
Marketingmix
Products Prices Promotion Distribution
AdvertisingPublic
relationsPersonalselling
Salespromotion
Internet
SalesSalesmanagementmanagement
Figure 1-2:
Marketplace Changes and Selling Marketplace Changes and Selling ConsequencesConsequences
Selling ProcessRelationship SellingSales TeamsInside SellingProductivity Metrics
CustomersFewer SuppliersRising ExpectationsIncreasing Power
CompetitionGlobal CompetitionShorter Production CyclesBlurred Boundaries
What Creates Satisfied What Creates Satisfied Customers?Customers?
21%
25%
17%
37%
Quality of Productor Service
A Total CustomerSolution
Competenceof the
Salesperson
Competitive Price
Figure 1-3:
Contrasting Transactional andContrasting Transactional andRelationship Selling ModelsRelationship Selling Models
Emphasis onSales skills
Respond toCustomer needs
Provide good products,Price, and services
Narrow thecustomer focus
Differentiate throughProducts
Sales/revenueFocus
Traditional customerrelationships
Emphasis on generalManagement skills
Proactive innovation/opportunityIdentification and offers
Value-based offers/Organizational enablers
Broaden toCustomers’ customer
Differentiate throughPeople
Profit management focus/Share of customer
Trusted business advisorand partner
TRANSACTIONAL RELATIONSHIP
Figure 1-4:
Traditional Buyer-Seller InterfaceTraditional Buyer-Seller Interfaceversus A Team Interfaceversus A Team Interface
Sales PurchasingSalesTeam
CustomerTeam
Supplier Customer Supplier Customer
TRADITIONALBUYER-SELLER
INTERFACE
BUYER-SELLERINTERFACE TEAM
Improving Your Improving Your Chances of SuccessChances of Success
1. Build awareness
2. Get on the short list
3. Demonstrate how your proposal meets company needs
4. Directly address decision maker’s personal needs
5. Be prepared for “buyer remorse”
A Sales Quota Manager:A Sales Quota Manager:Job FocusJob Focus Maintain direct responsibility for sales
results for specific customers.
Manages one or a few larger, long-term or strategic accounts
May have a staff of one or more subordinate sales or support people, but focus on managing the sales team for the sake of achieving customer results
A Sales Force Manager:A Sales Force Manager:Job FocusJob Focus
Spend little or no time directly managing customer accounts.
Focuses on building, refining, and staffing a selling team.
Contact with customers is largely non-selling, but service and salesperson development in purpose.
A Sales Quota Manager’sA Sales Quota Manager’sSkill SetSkill Set
Willingness to Train/Coach
Willingness to Make Joint Sales Calls
Problem-Solving
Making Presentations
Answering Objections
A Sales Force Manager’sA Sales Force Manager’sSkill SetSkill Set
Willingness to Train/Coach
Willingness to Make Joint Sales Calls
Ability to Direct and Control Others
Profit Mentality
Initiative
CoachingCompetency
TeamBuilding
Competency
GlobalPerspectiveCompetency
TechnologyCompetency Sales
Management Effectiveness
Figure 1-5: A Model of SalesA Model of SalesManagement CompetenciesManagement Competencies
StrategicAction
Competency
Self-ManagementCompetency
Strategic Action CompetencyStrategic Action CompetencyDimensionsDimensions
Understanding the Industry:
Understands the history and general trends in the industry and their implications for the future
Stays informed of and anticipates the actions of competitors and strategic partners
Identifies attractive market segments and their buying needs
Strategic Action CompetencyStrategic Action CompetencyDimensionsDimensions
Understanding the Organization:
Understands the vision, overall strategy, and goals of the organization
Appreciates the distinctive competencies of the organization with respect to market opportunities and limitations
Understands how to marshal organizational resources to meet the needs of the customers
Strategic Action CompetencyStrategic Action CompetencyDimensionsDimensions
Taking Strategic Actions:
Assigns priorities and making decisions that are consistent with the firm’s mission and strategic goals
Implements specific account selection, retention, and dominance strategies
Develops an appropriate portfolio of account relationships
Considers the long-term implications of actions in order to sustain and further develop the organization
Establishes tactical and operational goals that facilitate the firm’s strategy implementation
Coaching CompetencyCoaching CompetencyDimensionsDimensions
Providing Verbal Feedback:
Provides specific and continuous performance and selling skills feedback
Builds a feeling of appreciation and recognition by 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 support desirable behaviors
Coaching CompetencyCoaching CompetencyDimensionsDimensions
Role Modeling:
Leads by example, rather than decree
Provides role models, either themselves or others, and sharing best practices
Models professional attitudes and behaviors
Coaching CompetencyCoaching CompetencyDimensionsDimensions
Trust Building:
Maintains good rapport with the sales team and fosters open communications, collaboration, creativity, initiative, and appropriate risk taking
Adds value through communicating relevant selling experiences
Helps salespeople to “look good” through two-way communications
Teambuilding CompetencyTeambuilding CompetencyDimensionsDimensions
Designing Teams: Implements an organizational architecture that
will support teams
Creates a reward system that is fair within the context of a team effort
Coordinates team goals with the overall goals of the organization
Coordinates team activities with the requirements of functional areas within the organization
Teambuilding CompetencyTeambuilding CompetencyDimensionsDimensions
Creating a Supportive Environment:
Hires people that will be successful in a team environment
Trains programs that encourage teamwork
Integrates the individual members of the sales team together to form a functioning supportive team
Teambuilding CompetencyTeambuilding CompetencyDimensionsDimensions
Managing Team Dynamics:
Understands the strengths and weakness of team members and using their strengths to accomplish tasks as a team
Facilitates cooperative behavior and keeps the team moving towards its goals
Self-Management Self-Management CompetencyCompetencyDimensionsDimensionsFostering Integrity and Ethical Conduct:
Has clear personal standards that serve as a foundation for a sense of integrity and ethical conduct by the sales team
Projects self-assurance and does not just tell people what they want to hear
Willing to admit mistakes and accepts responsibility for own actions
Self-Management Self-Management CompetencyCompetencyDimensionsDimensionsManaging and Balancing Personal Drive: Seeks responsibility, works hard and is willing to
take risks
Shows perseverance in the face of obstacles and bounces back from failure
Ambitious and motivated to achieve objectives, but does not put personal ambition ahead of the organization’s goals
Understands that goals are achieved through the success and development of the salespeople
Self-Management Self-Management CompetencyCompetencyDimensionsDimensions
Has clear personal and career goals and knows own values, feelings and areas of strengths and weaknesses
Analyzes and learns from work and life experiences
Willing to continually unlearn and relearn as changing situations call for new skills and perspectives
Developing Self-Awareness and Management Skills:
Global Perspective Global Perspective CompetencyCompetencyDimensionsDimensionsCultural Knowledge and Sensitivity: Stays informed of political, social, and economic
trends and events around the world
Recognizes the impact of global events on the market and the organization
Sensitivity to cultural cues and ability to adapt quickly in novel situations
Travels regularly and has a basic business vocabulary in languages relevant to the position
Global Perspective Global Perspective CompetencyCompetencyDimensionsDimensionsAdapting Global Selling Program: Adopts an appropriate sales force architecture for
global accounts
Appropriately adjusts sales force measurement, competency creation and motivation systems to the local culture
Appropriately adjusts own behavior when interacting and managing people from various national, ethnic and cultural backgrounds
Technology CompetencyTechnology CompetencyDimensionsDimensions
Understanding of New Technology:
Awareness of the potential for technology to increase sales force efficiency and effectiveness
Experience in using new technology
Attitude toward adopting new technology
Technology CompetencyTechnology CompetencyDimensionsDimensions
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
Know your e-Business Know your e-Business TerminologyTerminology
1. EDI
2. ERP
3. CRM
4. Groupware
5. Intranet
6. Extranet
7. E-Commerce
EXECUTIVE MANAGEMENTFUNCTION MANAGEMENT – GENERAL MANAGEMENT
DIRECTOR
ASSOCIATE DIRECTOR
MANAGER
Human Resources
CustomerBusiness
Development
Sector/Multi-Sector
Sales
Human Resources
CustomerBusiness
Development
Sector/Multi-SectorBus. Devel
SectorSales
Merchandising
Geographic or Team
Account Exec
Other Field orGeneral Office
Roles
OperationsManager
ACCOUNT MANAGERGeographic
or TeamAccount Exec
Other Field orGeneral Office
Roles
OperationsManager
WORLDWIDEASSIGNMENTS
• Canada
• LatinAmerica
• Asia/Pacific
• Europe
• Middle East& Africa
• U.S.
Figure 1-6:
Career Paths at Procter and GambleCareer Paths at Procter and Gamble
OTHERFUNCTIONS
• Advertising
• Product Supply
• Management System
• Human Resources
• Finance
• Other