PRINCIPLES OF MANAGEMENT F.Y.B.M.

S DiV A DOCUMENTATION BY GROUP 1

Bhavans college

Group Members
Names Roll Nos
Ronak Agrawal 1 Shoab Ansari 3 Hrishikesh Baishya 4 Vaishali Barick 5

Sagar Bhagat 6

ACKNOWLEGEM ET
We owe profound Gratitude to Mrs.Farida Mam for stimulating our .Creative abilities by assigning this report to us. Writing this report appeared to be a great experience to us. It added a lot to our knowledge while we were working on this report. If we say that this report is one of our memorable experiences in

students life, then it would not be wrong. We are immensely obliged to all our fellow students who guided us in making this report, without whose considerate attention &, it would be difficult for us to complete this report on time. Whatever we have learnt from them & this project report has out indelible impression on our mind. It is our conviction that this learning experience will always be a source of help in our practical life and professional career.

INDEX
1. INTRODUCTION TO SALES DEPARTMENT

2. PROPERTIES OF THE PRODUCT 3. USAGE OF THE PRODUCT 4. SECTIONS UNDER SALES DEPARTMENT 5. SALES STRATEGIES 6. SALES CHANNELS 7. SEGMENTATION 8. SALES PROMOTIONS 9. BUDGETING 10.SALES BUDGET

Introduction to sales Department

In the same way as selling has become more professional, so too has the nature and role of sales management. The emphasis is now on the word management. Increasingly, those involved in management are being called upon to exercise in a professional way the key duties of all managers, namely planning, organising and controlling.the main

function of a sales department is to attract & retain customers. Many moving parts are tied to this but the number one objective is to attract and retain customers. That sales activities need to been co-coordinated i.e., to meet the customers demand with appropriate supply to our product. The next is to increases the sales volume to our product considering a particular period of time. Then to give motivation by appropriate means to the sales persons and to give appropriate training to them in caring out the sales activities successfully they analyze the demands of markets. Nowadays the sales manager is expected to play a much more strategic ole in the company. The prime responsibility is to ensure that the sales function makes the most effective contribution to the achievement of company objectives and goals.

Properties of the product

I. There is an extensive range available in disposable organic plastic sheets. II. Disposable organic sheets are easy to handle, economical and can be disposed easily.
III.

With the changing lifestyle of mankind, the use of disposable products is raising like anything.

IV.

Organic plastic sheets are very popular because it can be carried easily, and very low in prices too.

V. Organic sheets are eco-friendly.

VI.

Our disposable organic plastic sheets are made up of ldpe plastics. Our plastic sheets are made up of various materials such as dry leaves, papers and plastic etc. Our product is specially designed to dispose easily after use.

VII.

VIII.

Usage of the product

I. Organic plastic sheets are like a gift for todays hectic lifestyle, they save your energy and money both.
II. III.

Organic plastic sheets are an easily available material. It is molded easily in desired shape.

IV. Plastic is highly flexible.

V.

Our plastic sheets are safe to keep eatables.

VI. Plastic is counted as one of the most heat resistant material.

VII.

Our plastic sheets are very cost effective.

VIII. Our organic disposable plastic sheets are useful in industrial as well as domestic purpose.

Sections under sales Department

Our sales departments usually consist Of: General sales manager:

The two primary responsibilities of the sales manager are to achieve the companys goals and to develop

the people reporting to them. Many sales managers operate without a sales management process. On this one day sales manager master class the sales manager will learn how to put in place a sales management process where he can clearly define the activities and responsibilities of the sales force and construct a formal organization of the sales operation. The sales manager will learn how to lead and motive his sales team for success. Assistant sales manager:-

Assistant sales manager reports to sales manager; assistant sales manger assists the manager in the daily operations of a retail store. These operations can include customers service, sales and inventory control. Consistently achieves individual sales goals and helps sales to achieve goals implements and reviews store policies and procedures helps with the supervision of sales staff. Assistant sales manager job responsibilities are, they need to achieve or exceed l.p.p goal and needs to help salon manager achieve or exceed gcm goal. Ensure excellent customer service by providing information, resolving problems, and answering questions for employees and customers. Maintain product presentation and housekeeping standards in all areas of the salon in accordance with company policies. Learn to prepare work schedules within agreed upon payroll budgets. Branch sales manger:-

 A branch sales manager is the subordinate of a branch manager who is delegated responsibility for increasing the office client base and revenues. The job requires close work with financial advisors; both in implementing firm side sales strategies and in developing tactics relate to the local competitive situation countering the efforts of other financial services firm to penetrate the local client base is a major concern for branch sales manager. Branch sales manager hold an important role in the hiring of new financial advisors or in the dismissal of financial advisors for under performance or for legal, regulatory or firm policy infractions. In these matters, the sales manager acts in an advisory role to the branch manager. Additionally, branch sales manager often take on a mentoring role with new inexperienced financial advisors, or with experienced hires from others firms who must learn their new firms way of doing business.

Sales correspondents:

It complies the data pertinent to manufacture of special products for customers. Roads correspondents from customers to determine needs of the customers not met by standard products, confers with engineering department to ascertain feasibility of designing special equipment. Confers with production personnel to determine feasibility

Of fabrication and to obtain estimate of cost and production time. Corresponds with customer to inform of production progress and costs. May specialize in correspondence dealing with customer service agreement and be designated service correspondent.

Statistical clerks: Statistical clerks compile and tabulate facts or numerical data such as costs, sales and volume for use in data processing or statistical studies. The statistical studies contain classified and significant information, usually in the form of tables, charts or graphs to help administrators and managers make decisions.
1.

Statistical clerks may compile statistics from such sources as production and sales records, personnel records, time sheets, survey sheets, questionnaires and data published by government or trade association.

Assemble and classify statistics according to set procedures. Arrange data in chart, graph and tabulated form. Compute statistical formulas using calculator and computers. 3. Check source data for accuracy.
2.

Stenographers:-

The role of stenographers is primarily to transcribe records, usually in a legal setting, in addition though, stenographers can also help with clerical tasks it enhance office operations. They may be asked to write up a variety of materials and reports up to data. Stenographers take dictation from clients and either transcribe their notes using a work processor or type directly in to a dictating machine. Their dictation is often used to create letters, legal documents, technicalor statistical data, and other types of documents.

Sales strategies
One of the key roles of the sales function in the planning process is the provisions of such information. This will become clearer if we examine just some of the stages in the planning process. These stages include: Analysis of current market situation:-

 Its proximity to the market place places the sales function and its personnel in a unique position to contribute to the analysis of the current market situation facing the company. In particular, the sales function is often well placed to contribute to the analysis of customer needs and trends in purchasing behavior. The sales manger can also make a valuable contribution with respect to knowledge about competitors and their standing in the market place. This informational role of the sales manager should not be ignored; through the sales force he or she is ideally equipped to provide up-you-date accurate information based on feedback from customers.

Department under sales potential/sales forecasting:

An important responsibility of the sales manger is the preparation of sales forecasts for use in planning. short Medium-and long term forecasts by the sales manager form the basis for allocating company resources in order to achieve anticipated sales Generating and selecting strategies:

Although the final decision about the appropriate marketing strategies to adopt in the market place rests with marketing management, the sales manager must be prepared, and encouraged, to make an input to this decision.

Once again, the sales function is ideally placed to comment on the appropriateness of any suggested strategies. A point worth mentioning here is that the sales manager should actively encourage the sales staff to comment upon the appropriateness of company marketing strategies. Often the field sales force can assess accurately how existing target markets will respond to company marketing initiatives.

Budgeting, implementation and control:

The preparation of the sales forecast is a necessary prerequisite to the preparation of detailed plans. The sales forecast is also used in the preparation of the sales budget. On the basis of the sales forecast, the sales manager must determine what level of expenditure will be required to achieve the forecasted level of sales. The important thing to remember about this budget is that it is the corner stone of the whole budgeting procedure in a company. Not only the activities of the sales department, but also production, personnel, finance, and research and development will be affected by this budget. At this stage it is stuffiest to note that in preparing the sales budget the sales manager must prepare an outline of the essential sales activities required to meet the sales forecast, together with an estimate of their costs. The precise contents of the annual sales budget will vary between companies, but will normally

include details of salaries, direct selling expenses, administrative costs and commissions and bonuses.

Sales channels:Modern-day manufacturing, more cosmopolitan consumers, better transportation and Communication, and business specialization has meant that channel decisions are now quite complex. In fact,

as a result of automation and computerization, production costs as a few years ago. The market:

This must be analyzed with a view to ensuring that as many potential consumers as possible will have the opportunity to purchase the product or service. Channel compatibility with similar products in the market place is important; consumers are quite conservative and any radial move from the accepted norm can be viewed with suspicion. Unless there are sound reasons for so doing, it does not make sense to go outside the established channel.

Channel costs:

Generally the shortest channels are the costliest. Thus the company selling direct may achieve large market coverage, but in addition to increased investment in the sales force the firm will also incur heavier transportation and warehousing costs.

There has been a trend in recent years for manufacturers to shorten their channels in order to control more effectively the distribution of their products, particularly where expensive advertising has been used to pre-sell the goods to the consumer.

 The product:

Generally, low-cost low-technology items are more suited to longer channels. More complex items, often requiring much after sales service, tend to be sold through short channels. This is why most industrial products are sold direct from the producer to the user.

Profit potential:

There comes a point when the costs of attempting to obtain more sales through the channel outweigh the revenue and profits to be gained from those increased sales. A manufacturer using short channels is more likely to have high gross margins, but equally higher channel expenses. The manufacturer using longer channels will have relatively lower gross margins, coupled with lower channel expenses.

Segmentation:
When our company decides to sell to a specific target market, it is employing market

Segmentation. This is basically an attempt to group or to classify customers according to similar needs or purchasing characteristics. These needs can relate to non-product as well as product benefits. Broadly speaking, segmentation partitions the market into industrial, retail, wholesale consumer and international specific segmentation which includes the following: 1. Cultural : This is important in international markets, as well as in domestic markets where large cultural or ethnic groupings occur. Demographic: This contains factors such as age, income, sex, occupation, size of family, type of dwelling, religion, social class or grade.
2.

Geographic: Here, segmentation includes nations, regions within a nation, and areas within regions, cities and districts.
3.

Psychographic: This is concerned with groupings based upon personality types; including life-styles.it could also include interests and hobbies.
4.

Sales promotions:-

Sales promotions embrace a variety of techniques that organization can use as part of their total marketing effort. It is sometimes implied that sales promotion is a second rate or peripheral marketing activity. Sales promotions can be divided into 3 main areas of activity: 1. Trade promotions. 2. Personnel motivation. o Trade promotions: The aim of trade promotions is usually to push products (push techniques) through the sales channel towards the customer. Similar to consumer promotions, incentives are offered in the offered in the form of extra rewards such as cash discounts, increased margins on sales, dealer competions, exhibitions, provision of demonstrators, holidays(often in the guise of a conference or product launch),etc. The objectives of retailer-distributer promotions are: To achieve widespread distribution of a new brand. To move excess stocks on to retailers shelves. To achieve the required display levels of a product. To encourage greater overall stockholding of a product. Particularly in the case of non-consumer products, to encourage salespeople at distributer level to recommend the brand. To encourage support for overall promotional strategy.

There are a number of problems associated with trade promotions. Too frequent use of promotions can mean that a sales person directs his or her attention to the one product involved and neglects other products in the product line. There is also a danger that a trade promotion may be used to push an uncompetitive brand or inferior product. o Personnel motivatiion: These are essentially promotions to the sales force, But many apply to distributors and retailers. When establishing a sales force incentive scheme one must considerobjectives, timing, scoring methods and prizes/rewards, typical objectives of such a scheme may be: The introduction of a new product line. The movement of slow-selling items. To obtain wider territory coverage. To develop new prospects. To overcome seasonal sales slumps. To obtain display. To develop new sales skills

Budgeting:

An organization needs the budget in order to ensure that its expenditure does not exceed its planned income.

Its has already been shown that the sales forecast is the starting point for business planning activities.

The company costing department takes the mediumterm sales forecast as its starting point, are from this budgets are then appointed to departments (or cost centers in accounting parlance). Budget state limits of spending; they are thus a means of control. The company can plan its budget profit based upon anticipated sales, minus the cost of achieving those sales (which is represented in the total budget for the organization) A prime factor cause of many business failures, not necessarily because of bad products or a bad sales force, but through insufficient money being available to meet working capital requirements. These problems all stem from incorrect medium-term forecasting in there first place.

The sales budget:

The sales budget may be said to be the total revenue expected from all products that are sold, and as such this affects all other aspects of the business. Thus, the sales budget comes directly after the sales forecast. It can therefore be said that the sales budget is the starting point of the company budgeting procedure because all other company activities are dependent upon sales and the total revenue anticipated from the various products that the company sells. This budget affects other functional areas of the business, namely finance and production, because these two functions are directly dependent upon sales. The sales budget thus is the revenue earner for the company and the other budgets represent expenditures incurred in achieving the sales.

Bibliography.

1. (Reference) Selling And Sales Management -Jacob Jaffrey 2. Www.Salesxcellence.Co. Uk 3. Www.Salesforce.Com 4. Www.Businessballs.Com 5. Www.Books.Google.Co.In