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Sales Management

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The function of planning directing, and controlling the personal selling activities of a business unit, including recruting, selecting, training, equipping, assigning, routing, supervising, paying, and motivating as these tasks apply to the sales forces. Are respected marketting professionals who oversee the sales force.

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Working together,salespeople and sales managers

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generate direct revenue for their organizations while carrying out their comany's marketing strategies in their day-to-day interaction with customers.

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American Marketing Association (AMA) defines

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Sales Management as " the planning, direction, selecting, training, equipping, assigning, routing, supervising, paying and motivating as these tasks apply to the personal sales force. " Satisfying customers and achieving company objectives.

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Supersalesperson

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who shows the salespeople how best to do their job.

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Sales management concepts and techniques apply to

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non-commercial as well as to commercial organizations.

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Macroenvironment

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Largely uncontrollable factors- such as technology, competition, economy, laws, culture, and ethics- that are continously changing and to which sales managers must adapt in overseeing the sales force.

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Stakeholders

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Company employees, suppliers, financial community, media, stockholders, special interest groups, governments, and the general public- all of whom have a stake, interest, and frequently an opinion about sales force activities.

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Sales Management hierarchies: Titles and Responsibilities

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Table 1.1 - Page 5

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Responsibiliies and duties of sales Managers: A conceptual Framework

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Figure 1.1 - Page 6

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Sales forecasting and budgeting

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Are the cornerstones supporting virtually all sales management decisions and activities.

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Sales Manafers must estimate

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Market potential and Sales Potential before developing a final sales forecast.

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Sales Budget

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Is a simply financial plan of expenditures needed to accomplish the organization's sales goals and objectives.

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Sales Force Planning and Organizing

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Provides guidelines and direction for most other sales decisions and activities.

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Manufactures' agents

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who receive commision only

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Time and Territory management strategies

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Determine which accounts their salespeople call on, when, and how often.

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Sales territory

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Is a Market segment or group of present and potential customers who usually share some common characteristics elevant to purchasing behavior.

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Sales Quotas

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The motivational targets assigned to sales force as a whole and to sales people individualy.

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Recruting and selecting the sales force

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Chapter 8 - Includes identifying sources of potential sales recruits, methods of reaching them, and strategies for attracting them to apply for a sales job.

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Training a sales Force

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Chapter 9 - Has focused mainly on selling techniques.

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Sales Force leadership

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Chapter 10- may be thought of as the emotional process of exercising psychological, social, and inspirational influence on individual slaespeople and the sales force collectively toward the achievement of organization objective, goals, and values.

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Management is promarily a

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learned roccess

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Leadership is more of an

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emotional process

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Sales force motivation

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Chapter 11- Deals with the set of dynamic interpersonal processes that stimulate the initiation, direction, intensity, and persistence of workrelated behaviors toward attaining organizational goals and objectives.

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Sales Force Compensation

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Chapter 12- The most important and least ambiguous way to motivate saleserson performance, it can be viewd as all monetary payments and benefits used to remunerate salespeople.

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Staight Salary

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A fixed amount of money at fixed intervals, such as weekly or monthly.

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Straight Commission

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An amount that varies with results, usually sales or profits.

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Combination

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A mix of salary and commission

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Non-financial incentives

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Include use of a company car, office space, secretarial help, and benefits such as insurance, retirement plan , etc.

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Sales volume, cost , and profitability analysis

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Chapter 13 - Is essential to ensure the organization's bottom-line goal of improving profitability.

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Sales force performance evaluation

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Chapter 14- The single most important activity for sales managers and their salespeople. To improve organizational profitability by improving sales force productivity.

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Marketing

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An organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationship in ways that benefit the organization and its stakeholders.

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Customer Relationship Management (CRM)

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A company-wide effort to satisfy customers across all "touch" points and provide personalized treatment of the most valued customers in order to increase customer retention and profitability.

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Salespeople are serving as customer consultants and business partners

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as companies stress the value of customer relationship management, sales managers and their sales forces are taking on greater roles in carrying out CRM strategies in the selling situation.

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Contemporary sinior executives

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recognize that the whole organization needs to have a customer orientation in order to retain customers and enhance profitability.

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Managing the Hybrid Sales force

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About 70 manufactures' agents in what it calls " a hybrid sales force approach".They work solely on commissions and tend to stay in one sales territory and develop it for life.

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Sales Managers can be called

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Marketing Managers with specific task of managing the sales force.

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What it takes to be a Sales Manager

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Be an effective leader Good decision maker Creative problem solver outstanding communicator be successful in sales management enjoy challenges enjoy solving problems love working with people ( mainly)

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Organizations' Marketing team consist in two groups

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1) The field sales force 2) The headquarters marketing support team.

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The fiel sales force

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works with customers out in their sales territories.

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The headquarters marketing team

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provides critical support and service functions. It includes:: - Advertising -Sales Promotion - Sales aids - Trade Shows - Product Publicity - Marketing research - Marketing and sales planning - Forecasting - Product planning and development - Marker development -Public Relations - Internet communication

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Integraded Marketing Communication (IMC)

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The coordination of promotional elements ( advertising, personal selling, sales promotion, public relations, direct marketing, and publicity ) with other marketing mix elements ( product, pricing, and distribuition). IMC can improve sales force effectiveness and increase company profitability.

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Personal selling

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is the most important and highest-cost component of the promotional mix for business-to-business selling.

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Monitoring and Adapting to the Macroenvironment

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Sales Managers must continuosly monitor and adjust to these changing domestic and global variables because they can sharply affect sales.

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Megatrends Affecting sales Management

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3 major categories Behavioral Forces Technological Forces Managerial Forces

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Sales force Automation (SFA)

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The use of high-tech sales tools by salespeople to work more effectively and efficiently.

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Information Management Tools

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Database Marketing, Data earehouse, data mining, and push technology.

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Some of the most common complaints that salespeople have about their own sales managers

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- They did not take their salespeople's cncerns seriously - Demanded too much paperwork - Failed to follow up on problems.

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Reasons why sales managers fail

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1) Illogical selection of sales managers 2) Inadequate selas management training programs 3) lack of long-run customer relationship orientation in handling sales operations 4) Insufficient blending of sales, marketing and financial knowledge.

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Developing Sales Managers for the new milennium

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1) Developing closer relationships with customers 2) Treating salespeople as newly empowered equal and partnering with them 3) Applying flexib;e motivational skills in working with a multicultural 4) Kepping up-to-date on the latest technologies 5) learning marketing and financial skills 6) Working closely with other internal departments 7) Continualy seeking ways to exceed customer expectations 8) Creating a flexible, learning environment for all members.

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