THE BIG PICTURE

Introduction to Sales Management

Sales Management
I dont care how many degrees you have on the wall, if you dont know how to sell, youre probably going to starve.

Heavyweight boxer George Formans advice to his children

L.A. Times, pg. C2, Tuesday, March 25, 1997

According to you.. What are the most important gears in sales?

Let us understand you!!!

What is that in YOU, will make a good sales person?

Ponder upon.
Sales personality
Energetic, follows through, optimistic, realistic, assertive, social, expressive, serious minded, self-reliant, accommodating, positive about people

Sales knowledge Sales motivation

Lets talk about some reality!!

A day in the sales managers life

Oliver is currently national sales manager for a division of Martin Corp. Olivers typical day starts at 9:00 a.m. going through e-mail and prioritizing the days events. During the morning he will review reports and spend time with his sales reps. He will have lunch with customers and spend the afternoon making sales calls with his sales reps. He spends late afternoon reconciling the days activities ad setting his agenda for the next day.

Cont..

Oliver is involved in a variety of different activities. He spends much of his time interacting with individuals, specially sales people and customers. But, he also plans strategies and continuously monitors performance. In other words, he performs all the major sales management functions

Objectives of sales Management

Quantitative objectives (short term)
To retain and capture market share To determine sales volume in ways that contributes to profitability To obtain new accounts of given types To keep personal expenses within specified limits (sales volume, contribution to profits and continuing growth)

Objectives of sales Management

Qualitative objectives (long term) To maintain customer cooperation To provide technical advice wherever necessary To assist in training sales personnel To collect and report market information of interest and use to the company management

To illustrate the relationship between sales objectives, strategies and tactics, consider:
Sales Goals / Objectives Marketing Strategy Sales and Distribution Strategy Identify the countries Decide distribution channels Review and improve salesforce training, motivation and compensation Use effective and efficient channels Tactics / Action plans Marketing / sales head to get relevant information Negotiate and sign agreements in 3-5 months with intermediaries Add channels and members Train salespeople in deficient areas Train field salesmanagers in effective supervision Link sales volume quotas to the incentive scheme of the compensation plan

Enter Increase export sales markets volume by 15 percent Penetrate existing domestic markets

Positions of Personal Selling and Sales Management in the Marketing Mix

Marketing mix

Products

Prices

Promotion

Distribution

Advertising

Public relations

Personal selling

Sales promotion

Internet

Sales management Planning Budgeting Recruiting and selecting Training Motivating Compensating Designing territories Evaluating performance

Skills of a Successful Sales Manager

People skills include abilities to motivate, lead, communicate, coordinate, teamoriented relationship, and mentoring Managing skills consist of planning, organizing, controlling and decision making Technical skills include training, selling, negotiating, problem-solving, and use of computers

How to improve your sales

1 - a well defined sales process 2 - sales people need to have the essential skills 3 - focus on sales people's selling activities 4 - encourage and expand sales people's belief in their own capabilities 5 - sales leadership that nurtures and develops sales people's potential

Responsibilities of a Sales Manager

Managing the sales force

Building formal and informal organizational structures to ensure efficiency and effectiveness key contact with customers and other external public Taking decisions on budgeting, quotas and territories Participation in decisions on products, marketing channels, distribution policies, advertising and other personal-selling activities

Co-ordination is the key

Organization and co-ordination Planning and co-ordination Co-ordination in the marketing program Co ordination and implementation of overall marketing strategy Co-ordination with the distribution network
Gaining product distribution Obtaining dealer identification Reconciling business goals Sharing promotional risk

Controlling is Essential
Timely review of objectives Setting quantitative performance standards Gathering and processing data on actual performance Evaluating performance

Actions to correct controllable variables

Adjusting for uncontrollable variables

Cont..
Informal control
Formal control and written sales policies

Policy formulation and review

Formal control over sales volume Budgetary control