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Name Registration No Learning Center Code Course Subject Semester

Manoj Kumar.H 521132115 01524 MK-0010 Sales, Distribution and Supply Chain Management 3rd

1. List the roles and responsibilities of a sales manager. Responsibilities of Sales Personnel Sales personnel They are the people employed to sell the goods or services (mainly of an organisation). People who are responsible for the sales of either a single product or the entire range of an organizations products can be called sales personnel. Sales personnel normally report to a sales manager. The job of sales personnel involves a number of responsibilities. It is the income producing division of a business. The salesperson is responsible for:

Providing profit contribution Creating a proper image for the company and its products/services Achieving the sales targets of the organization Satisfying the customers and participating in marketing activities He/she is responsible to the customer and society for continuing growth of the organization. He has multifarious activities, including setting goals and achieving them, building sales organizations and managing them.

For example, in Eureka Forbes Pvt. Ltd. they called their sales force as sales champs (champions) as they are responsible for the direct marketing of companys products and revenue generation. Sales Manager: Role and Skills The sales manager is the most important person in a sales organization so, all activities are based on his functions and responsibilities. Following are some of the principal duties of a sales manager:

Organising sales research, product research and such other research activities. Getting the best output from the sales force under him. Setting and controlling the targets, territories, sales experiences, distribution expenses, etc. Advising the company on various media, sales promotion schemes, etc. Monitoring the companys sales policies.

1. List the roles and responsibilities of a sales manager. The sales manager is the most important person in a sales organization so, all activities are based on his functions and responsibilities. Following are some of the principal duties of a sales manager: Organising sales research, product research and such other research activities. Getting the best output from the sales force under him. Setting and controlling the targets, territories, sales experiences, distribution expenses, etc. Advising the company on various media, sales promotion schemes, etc. Monitoring the companys sales policies. 1.4.1 Sales manager as sales coordinator The sales manager performs the function of a coordinator and ensures that the other

departments in the company are well informed of sales activities so that they can produce what is required, when it is required and whether the same can be produced with the existing facilities or it requires changes and so on. The sales manager also carries out coordinating work with the distribution network. 1.4.2 Sales manager as controller Sales manager should act as per the objectives set by the organization and exercise control over his staff so that they may look for advice and may give their best efforts to bring results. He should analyze present condition of the firm, make plans for future and find ways to achieve those plans. 1.4.3 Generating profits Sales department is responsible for the sales of the products at the best available prices in the given circumstances. Salesperson produce volume sales as per targets, and he sell the product at a price which may generate profit for the company. After all it is positive financial results that add position and power to the sales manager and bring credit to the sales department. 2. Compare and contrast the various types of sales organization structures. Types of Sales Organizations Sales organization development refers to the formal, coordinating process of communication, authority and responsibility for sales groups and individuals. An effectively designed sales organization has a framework that enables the organization to serve its customers. Once the sales people know what their responsibilities are and who they report to, they can concentrate on doing their expected jobs to the best of their ability. Thus, a sales manager must recognise and deal with some basic problems faced by organizations, when developing his own sales organization. The sales organization structure can be: Line and staff components of organizations, Formal and informal organizations, Horizontal and vertical organizations, Centralized and decentralized organizations Line and staff components Marketing organizations also feature line and staff components. A line function is a primary activity and a staff function is a supporting activity. In a marketing organization, the selling function is the line component whereas advertising, marketing research, marketing planning, sales training and distributor relations are usually considered staff roles. Although the use of the terms line and staff has been criticized in many quarters, the basic premise behind them remains applicable to marketing organizations. A modern sales force has to receive various types of support in order to accomplish its objectives. Advertising and sales promotional support is needed to precondition the prospect to accept the salespersons presentation; marketing research and sales planning are required because they allow field representatives to concentrate their efforts on the largest potential markets; inhouse sales correspondents relieve the field force of activities that would distract them from their basic efforts; and distribution, credit, and maintenance of personnel ensure that the customer is satisfied with the purchase.

Some firms operate with a simple line marketing organization. Here, a marketing organization is simply the sales organization. This type of arrangement may be satisfactory for small firms in basic industrial markets. There are Several key aspects of a large-scale marketing organization. First, the Chief Marketing Officer is typically called the Vice President for Marketing or Director of Marketing, rather than Vice President of Sales. The title change is indicative of the persons added responsibilities under a line and staff structure. The Vice President for Marketing is in charge of more than just the field sales force. The line and staff organization indicates that all marketing activities have been grouped together, suggesting that the basic tenets of the marketing concept have been accepted. Line and Staff Marketing Organization Second, staff activities report to the line position that they support. Distributor relations, sales planning, sales analysis and sales training are considered to be directly supportive of the field sales effort so these departments report to the General Sales Manager. By contrast, marketing research and advertising are broader functions and they report to the Vice President for Marketing. Formal and informal organizations Every firm has a formal and an informal organization. The formal organization is a fixed set of rules of intra organization procedure and structure that of the management whereas the informal organization is often developed from the informal relationships existing within the organization. Also called the grapevine, informal organization is basically a communications pattern that emerges to facilitate the operation of its formal counterpart. Most formal organizations would be totally ineffective if it were not for a supportive informal organization. Informal communications pattern that might exist in a marketing organization. Actual communications do not usually follow the formal organizational lines. This allows the formal structure to operate efficiently. Informal Communication System in a Marketing Organization Consider the case of a field salesperson who is responsible for collecting certain competitive information such as prices and trade discounts. If this information were forwarded through the formal organization the data would be so backdated that it would be useless to the management. The informal communication system, however, allows the information to be transmitted directly to the director of marketing research. Similarly, consumer complaints over delays in correcting billing errors can be mitigated when the district sales manager directly contacts the head of accounts.

A Lengthy Formal Communications The development of an effective sales organization requires that informal relationships and

communication patterns be recognised as being equally useful in accomplishing sales objectives. They should be encouraged to the extent that they improve organizational efficiency. Horizontal and vertical organizations A sales force can have either a horizontal or a vertical organizational format. This arrangement varies among companies even within the same industry. A purely vertical sales organization would be similar to the structure represented. In this structure, there are several layers of sales management all of which report vertically. Vertical Sales Organization The other extreme is a horizontal organization, shown in Figure 1.7. Here the number of management levels is reduced appreciably, but the number of managers at any particular level is increased. Instead of two or three district sales managers, there may be seven or eight. The factor that determines whether a vertical or horizontal organizational structure should be employed is the effective span 4. What are the motivational factors used to motivate sales team? Motivation is internal to the particular person and the only factors that can truly motivate a person lie within the person themselves. So why do we spend so much time talking about it? Why do we devote so much time and effort trying to make motivation happen? The answer is that although you cant control motivation, good leaders and coaches certainly can affect and inspire motivation. They create conditions in which people want to be motivated and therefore motivate themselves. When this occurs, we say the leader motivates because he or she has helped to shape an environment in which individuals are energized and motivated to achieve successful results. The strongest motivators for most people are achievement and its opposite the avoidance of failure. People are never motivated by failure itself, but for some competitive people, achievement for the purpose of avoiding failure can be a stronger motivator than achievement for its own sake. The other strong motivator is recognition. This occurs when someone achieves something and someone else recognizes the accomplishment in some way. There are many ways to motivate people and money is one of the most powerful. Nowhere is this more the case than with sales people. However, there is a common fallacy about the relationship between money and sales people. Many people (even some sales managers) perceive that sales people are solely coin-operated, meaning that they are only motivated by what their compensation plans pay them to do. This is a very limiting viewpoint when it comes to how to motivate sales professionals. While it is true that the majority of successful sales people are aggressive and competitive by nature and drive them-selves to succeed. Often that aggressiveness gets confused by the perception that sales people only do what they do because of the money. People who design compensation plans and those who manage sales people would be wise to understand that good sales people are motivated by the same characteristics of success as

a good athlete achievement, an aversion to failure and recognition, including the money that comes from those successes. Good salespeople are basically entrepreneurial in nature and are willing to take risks if the potential rewards are sufficient and achievable. The designer of a compensation plan must also be aware that many plans fail because the company does not set high enough goals and objectives for those who want to achieve them. An effective plan is one that motivates salespeople to work enthusiastically toward the sales and profit margin goals of the company. It helps them reach their highest potential and provides them with a sense of security and a strong desire to make more money. Furthermore, the compensation plan must be flexible, economically sound, have a reasonable amount of challenge and be well administrated if it is to work in the long term.

Few companies are happy with their present sales compensation plan and more importantly the lack of sales results they are presently experiencing. That dissatisfaction often comes from the fact that the compensation combined with the way sales people are managed doesnt take into account the whole sales person in terms of well-rounded motivation. To determine what changes, if any are needed, several factors should be considered: Does the compensation plan provide for growth in existing accounts as well as acquiring new accounts? Studies show it is five times easier to gain more business in the customers where you already have a relationship than to gain business in a new customer. Is the compensation amount realistic in view of the companys price structure, competition, sales cycle, market share and present market conditions? Does it encourage high volume at the expense of profit? Does it reward maximization of sales and profit margins for current as well as new customers? Do the salespeople earn the same as, less than, or more than their counterparts at other companies, i.e. Is your compensation plan competitive? Successful sales people will often move to where the opportunities to increase their income is regardless of the industry or the product lines. Does the plan encourage superior service to the customer such as the proper handling of complaints as well as providing accurate and informative record keeping and reporting by the sales rep? Is the compensation plan limited to the outside sales organization or is it tied in some way to the internal sales organization? Well designed compensation plans encourage the customer service people (inside sales) and the field sales people to work together as a team. Does the compensation plan align itself with and support the overall goals and objectives of the company? Does the compensation plan provide for stretch goals that encourage high performers to reach into a higher level of excellence and reward?

When salespeople are not adequately motivated by the compensation plan and goals and objectives are not being met, the program probably needs redesigning. There is no best way to compensate salespeople. The plan that works best depends upon the company and market(s) they serve. There are some guidelines, however, for creating a plan:

The design of a compensation plan should be a cooperative effort since it will also affect finance, accounting, human resources, data and order processing, payroll and salary administration. All of those areas should be consulted regarding the design, including top management, sales management, a sampling of salespeople, and appropriate personnel and consultants, if appropriate. The design must be based clearly on company objectives. Therefore, the success of the package depends on how thoroughly the designers of the plan understand those objectives and the sales effort required to reach them. Because of the diversity of functions in sales operations, compensation plans must be tailored to meet the needs of different kinds of sales people and their selling activities. Some of the other factors that affect compensation include customer buying habits, planned promotions and advertising programs, plant capacity, pricing policies, territory fluctuations and competition. Travel and entertainment expenses should also be considered.

All of these factors must be recognized and dealt with when designing the compensation program. But as stated earlier, the underlying factor that designers must consider is whether the plan will motivate salespeople to reach and exceed company objectives. To this end, objectives must be defined, markets must be identified, territories outlined and the overall role of the sales force spelled out. When company objectives have been defined, then designers must decide on an incentive plan that will best motivate the sales force. Among various types of plans and variations are the following: The most basic plan is a straight salary. This works for sales organizations whose main function is to service existing customers. But it does not motivate salespeople to build new sales dollars and their compensation wont motivate them to be concerned with the profitability of their results. The constant incentive is one in which salespeople are paid a commission or bonus from the first sales dollar. This can be in addition to a base salary or guaranteed draw, or it can be a commission or bonus that is paid starting at a high achievement point. With a progressive incentive, commission rates increase as sales increase to higher levels. This can be highly motivating; but can result in high compensation and some resentment from some sales managers who may earn less than some of their sales people. Other types of motivations can be tied in for the sales manager. However, if a sales representative meets a high level of performance they should be compensated accordingly. Monthly commission ceilings on earnings may be imposed on some incentive plans. Ceilings protect the company against windfall situations in which large sales and earnings happen one time or in one month or seasonally with slow or low sales and earnings in other months.

The use of ceilings should be used in these instances but be aware that if they are not instituted correctly they can destroys incentive, enthusiasm and effort. If ceilings are set too low salespeople may quit selling altogether once the ceiling is reached.

A successful companys number one responsibility is to encourage (motivate) individuals to achieve their potential in an environment that provides equal opportunity for success and enrichment. A well thought out compensation plan is a good start. Keep in mind however that motivating the sales force or the entire organization is about more than just compensation. People become motivated when: They know the overall objectives of the company, i.e. where are we going and how do we plan to get there? Each person knows how their particular job or responsibility fits in the overall objectives, i.e. How does what I do affect the overall objectives of the organization and whats in it for me? Each person has the necessary tools they need to get their job done. Tools include not only material items like computers, software programs, sales reports and objective setting, but they need to understand the overall strategic plan, the marketing plan and the sales plan.

Keep in mind that the more educated and armed with the right tools and support systems, with the right incentives and compensation plan, the more motivated the sales organization will be.

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