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Submitted by:Bindu Thushara. N,

IGTCSeptember 17, 2013

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AGENDA Introdution

Sa!es proess" de#inition

Steps in$o!$ed in sa!esproess

Tas%s o# sa!es proess

Bene#its o# sa!es proess Sa!es mana&ement usin&

sa!es proess

'raties that sa!es

mana&ers ha$e toim !ement #or an e##eti$e

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)o* important is it #or a ompany to bothunderstand its sa!es proess+

o Its ruia! to sa!es oordination, mana&eompany e-pansion.

o )e!ps in the transition o# sa!es manaadministrators to e##eti$e oahes.

o ttains hi&her ustomer satis#ation due torepresentati$e pro#essiona!ism.

o /or e-amp!e, one B2B so#t*are ompany u

ommon pipe!ine mode! o# !ead, demo, bo!ose as indi$idua!s ste s and eah o# th

INTRODUCTION

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SALESPROCESS systemati approah in$o!$in& set

aimed at initiatin& and suppor

identi#iation and e$a!uation o# !i%e!y prospets, sa!es presentation, and son!usion o# sa!es ati$ities4.

It re5uires a !ose oordination o#e5uipment, too!s, and tehni5uein!udes ad$ertisin& and promotion.

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STEPS INVOLVED INSALES PROCESS 'rospetin&: 6$erythin& starts *ith 'r

*hih is essentia!!y the proess in *

separate suspets #rom prospets. 'rospeon many #orms. Some sa!es pro#essionadoor to door o!d a!!in&, *hi!e oton net*or%in& or diret mai! ampai&ns.

Bui!din& (apport: ne you8$e #ouprospets, you need to shi#t your #attention on bui!din& trust and rapport. I#do *e!! in this step, you *i!! rea!!y stru&&e$ery other step.

Identi#yin& the needs: The more needs

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9e!i$erin& persuasi$epresentations: ou need to beab!e to e##eti$e!y present

your ideas;so!utions;ompanyin a manner that ispersuasi$e, pro#essiona! andtar&eted. Bein& prepared andha$in& !ear ob

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C!osin& the sa!e: ?hi!e mospro#essiona!s thin% that !oon!y thin& that sa!es pro#esit may be the most imporSuess#u! !oses are omp!etin& eah o# the pre$and not by

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Identi#yin& and 5ua!i#yin& !eads so as to aount on!y those prospets that tru!y

potentia! to buy aordin& to their impassi&n the ri&ht resoures to eah Suess#u! sa!espeop!e spend more time top re$enue produin& aounts.

Impress the ustomer *ith the uni5uenprodut;ser$ie and your ompany.

Ta!% about the 8need8 o# the ustomer anustomi@ed $a!ue propositions to so

business issue.

TASKS OF SALESPROCESS

C i

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ssess the purhasin& po*er o# eahustomer.

Aar&er perenta&e o# pro#itab!e sa!es.

/or&e stron&er bonds bet*een the ompaustomers throu&h the sa!es sta##.

6-p!orin& the possibi!ity o# up se!!in& abusiness. 6nsure repeat business throu&hustomer satis#ation and proper #o!!o* u#i$e to ei&ht times more to a5uire a ne*

than se!!in& to an e-istin& ustomer.

Continued

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S O S S OC SS

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Companies that dep!oy a #orma! sa!es proompared to the mean, *in > more,

y!es 37> shorter and &enerate 2- the rehead.

The reason they ha$e been ab!e to oprodue abo$e a$era&e resu!ts is dubeause they ha$e a #orma! sa!es methodthe sa!es #o!!o* to mana&e their opportuni

The estab!ishment and imp!ementation proess *ith de#inab!e steps in a ompresu!t in:

o "

BENEFITS OF SALES PROCESSIMPLEMENTATION

Continued

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o (epeatab!e ti$ities " ati$ities that repeated to obtain the desired outomes a&ain by any sa!esperson *ithin the or&ani

o Tan&ib!e (esu!ts " the outomes thameasured and ompared.

o (e!e$any #or thers " &ood sa!es proe!oned to suit other or&ani@ations and emu!ate a suess#u! sa!es proess mode!. ompanies may app!y a partiu!ar!y produproess to a!! or some o# its di$isions.

o 6##eti$e sa!es proesses stand the

han&in& times and mar%et onditions an

Continued

SALES MANAGEMENT USING SALE

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?ithout an estab!ished sa!esproess, mana&ement annot

ontro! or predit #uture sa!es. Simp!y ha$in& a do!!ar amount o#

!osed sa!es #or the !ast monthdoesnt at a!! #oreast *hat *i!!happen in the #o!!o*in& month.

'ayin& attention to the $arioussta&es o# a sa!es pipe!ine, thesa!es mana&er an monitor andpush the $arious sta&es, most

important!y be ab!e to predit the

SALES MANAGEMENT USING SALEPROCESS

PRACTICES THAT THE SALES MAN

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PRACTICES THAT THE SALES MANHAVE TO IMPLEMENT FOR AN EFF

SALES TEAM A well !n!"ed te! #!$ Ali"nent% Moti&

Pe'(o'!n)e !nd!d#e'e$ to t#e ('!ewo+'o)e$$. $oid too many sa!es teams *hihpoint o# time beome o$er"mana&ed and u

'romote a positi$e u!ture and e-

importane o# strate&y. Bui!din& the teamE #indin& and hirin&

ta!ent.

Cadene and Consisteny: Set and ma

heartbeat o# the team.

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Insist on #o!!o*in& the sa!es proess andits #rame*or%.

'!ain& a hi&h priority on oahin& on#idene and dri$e prodution #or tbetter and #aster.

Fno* ho* to moti$ate and enour

representati$es *ho are hi&h!y ompma-imi@e per#ormane and minimi@e on#!i

!*ays thin% ahead and reo&ni@e *hat smindiate the do*nside be#ore they beprob!ems.

Continued

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SALES PROCESS

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SALES PROCESSCONSULTING 'hase 1: 9ata Co!!etion H The onsu!ti

*ith data o!!etion and ompi!ation uti!#eedba%.

'hase 2: 9e$e!opment o# the Branded Sa!H This proess is uni5ue to the sa!es buyin& patterns and has to be presen

aountabi!ity"spei#i proess #ormat.

'hase 3: a!idation and F'I 'hase H proess is $a!idated *ith !ine sta%eho!*or%shop settin& to #ina!i@e the method

trans#er aountabi!ity to interna! hampio

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'hase : 6-euti$e (e$ie* HSessions to

*ith !eadership team to &ain #u!! bommitment, #oster mode!in& o# the !an&proess, and rein#ore aountabi!ity.

'hase J: perationa!i@in& the Sa!es 'Identi#iation o# the e!ements o# ta!ent !i#ethe sa!es proess touhes in!udin& pemana&ement, se!etion and hirin&, s%i!!sonboardin&, inte&ration *ith C(, branmar%etin& o# the proess, amon

inter$entions, to suess#u!!y operati

Continued

REFEREN

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http:;;b!o&s.sa!es#ore.om;ompany;2012;

http:;;e@inearti!es.om;+)o*"to"9e#ine""

http:;;***.sa!esbenhmar%inde-.om;sa!e

REFERENCES

http://blogs.salesforce.com/company/2012/10/12-best-practices-that-help-sales-managers-make-their-team-successful.htmlhttp://ezinearticles.com/?How-to-Define-A-Sales-Process-for-Sales-Success!&id=1161357http://www.salesbenchmarkindex.com/sales-process/http://www.salesbenchmarkindex.com/sales-process/http://ezinearticles.com/?How-to-Define-A-Sales-Process-for-Sales-Success!&id=1161357http://blogs.salesforce.com/company/2012/10/12-best-practices-that-help-sales-managers-make-their-team-successful.html