WELCOME TO SALES MANAGEMENT

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WELCOME TO SALES MANAGEMENT
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What do you think about Salesman?

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PART I BIG PICTURE CHAP1 Intro to Selling
Sales Mgt CHAP2 Strategy Sales Program
Planning
PART II ROLE OF SALES FORCE CHAP3 Sales
Opportunity Mgt CHAP4 Account Relationship
Mgt CHAP5 Customer Interaction Mgt
PART V SALES FORCE LEADERSHIP CHAP9
Leadership CHAP10 Ethical Leadership CHAP11
Motivating Salespeople CHAP12 Compensating
Salespeople CHAP13 Evaluating Performance
PART IV SALES FORCE COMPETENCIES CHAP7
Recruiting Selecting Personnel CHAP8 Sales
Training
PART III SALES FORCE STRUCTURE CHAP6
Sales Force Org
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CHAPTER 1INTRODUCTION TO SELLING AND SALES
MANAGEMENT

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If you sincerely believe that the customer is
king, the second most important person in this
kingdom must be the one who has a direct
interaction on a daily basis with the
king. MICHAEL BONCHAIRMAN CEO, FRANCE
TELECOM

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BIG PICTURE OF SALES MGT
Sales management
Planning Motivating Budgeting Compensating Recr
uiting and selecting Designing territories Trainin
g Evaluating performance
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PERSONAL SELLING

. Direct communication between paid rep and
prospects that lead to transactions, customer
satisfaction, acct dvpment, and profitable
relationships

. Push and Pull strategy
. To identify opportunity to create value for the
customer and to gain customer commitment
. Role of Sales Manager
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SALES MANAGEMENT

The planning, organizing, leading and controlling
of personal contact programs designed to achieve
the sales and profit objectives of the firm
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SALES MGT PROCESS
. The sequence of activities that guides managers
in the creation and administration of sales
programs for a firm

1. Focusing on the big picture
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Improving Your Chances of Success

• Build awareness
• Get on the short list
• Demonstrate how your proposal meets company needs
• Directly address decision makers personal needs
• Be prepared for buyer remorse

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ROLES OF SALES MANAGER

2. Develop the people reporting to them
1. Achieve or exceed the goals established for
performance in the current period
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A Sales Quota ManagerJob Focus

• Maintain direct responsibility for sales results
  for specific customers.
• Manages one or a few larger, long-term or
  strategic accounts
• May have a staff of one or more subordinate sales
  or support people, but focus on managing the
  sales team for the sake of achieving customer
  results

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A Sales Force ManagerJob Focus

• Spend little or no time directly managing
  customer accounts.
• Focuses on building, refining, and staffing a
  selling team.
• Contact with customers is largely non-selling,
  but service and salesperson development in
  purpose.

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A Sales Quota ManagersSkill Set

• Willingness to Train/Coach
• Willingness to Make Joint Sales Calls
• Problem-Solving
• Making Presentations
• Answering Objections

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A Sales Force ManagersSkill Set

• Willingness to Train/Coach
• Willingness to Make Joint Sales Calls
• Ability to Direct and Control Others
• Profit Mentality
• Initiative

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SALES MGT ACTIVITIES
JOB RESPONSIBILITY
MANAGERSTIME ALLOCATION
Selling Face-to-face Telephone
selling Administration Account service/coordinatio
n Travel/waiting Internal meeting
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A CHANGING MKTPLACE
Customers Fewer Suppliers Rising
Expectations Increasing Power
Competition Global Competition Shorter Production
Cycles Blurred Boundaries
Selling Process Relationship Selling Customer
Relationship Management Sales Teams Global
Account Management Inside Selling
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WHAT CREATES SATISFIED CUSTOMERS?
A Total Customer Solution
Competence of the Salesperson
Quality of Product or Service
Competitive Price
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Contrasting Transactional andRelationship
Selling Models
TRANSACTIONAL
RELATIONSHIP
Emphasis on Sales skills Respond to Customer
needs Provide good products, Price, and
services Narrow the customer focus Differentiate
through Products Sales/revenue Focus Traditiona
l customer relationships
Emphasis on general Management skills Proactive
innovation/opportunity Identification and
offers Value-based offers/ Organizational
enablers Broaden to Customers
customer Differentiate through People Profit
management focus/ Share of customer Trusted
business advisor and partner
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Traditional Buyer-Seller Interface VS A Team
Interface
TRADITIONAL BUYER-SELLER INTERFACE
BUYER-SELLER INTERFACE TEAM
Sales Team
Customer Team
Sales
Purchasing
Supplier
Customer
Supplier
Customer
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SALES MGT COMPETENCIES

Sets of knowledge, skills, behaviors, and
attitudes that a person needs to be effective in
a wide range of industries and various types of
organizations
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SALES MGT COMPETENCIES
Strategic Action Competency
Sales Management Effectiveness
Technology Competency
Coaching Competency
Global Perspective Competency
Team Building Competency
Self- Management Competency
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1. Strategic Action Competency Dimensions

• Understanding the Industry
• Understands the history and general trends in the
  industry and their implications for the future
• Stays informed of and anticipates the actions of
  competitors and strategic partners
• Identifies attractive market segments and their
  buying needs

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1. Strategic Action Competency Dimensions

• Understanding the Organization
• Understands the vision, overall strategy, and
  goals of the organization
• Appreciates the distinctive competencies of the
  organization with respect to market opportunities
  and limitations
• Understands how to marshal organizational
  resources to meet the needs of the customers

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1. Strategic Action Competency Dimensions

• Taking Strategic Actions
• Assigns priorities and making decisions that are
  consistent with the firms mission and strategic
  goals
• Implements specific account selection, retention,
  and dominance strategies
• Develops an appropriate portfolio of account
  relationships
• Considers the long-term implications of actions
  in order to sustain and further develop the
  organization
• Establishes tactical and operational goals that
  facilitate the firms strategy implementation

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2. Coaching CompetencyDimensions

• Providing Verbal Feedback
• Provides specific and continuous performance and
  selling skills feedback
• Builds a feeling of appreciation and recognition
  by taking the time to acknowledge a job sell
  done, and effort beyond the call of duty or an
  important victory
• Reinforces successes and nice-tries to support
  desirable behaviors

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2. Coaching CompetencyDimensions

• Role Modeling
• Leads by example, rather than decree
• Provides role models, either themselves or
  others, and sharing best practices
• Models professional attitudes and behaviors

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2. Coaching CompetencyDimensions

• Trust Building
• Maintains good rapport with the sales team and
  fosters open communications, collaboration,
  creativity, initiative, and appropriate risk
  taking
• Adds value through communicating relevant selling
  experiences
• Helps salespeople to look good through two-way
  communications

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3. Teambuilding CompetencyDimensions

• Designing Teams
• Implements an organizational architecture that
  will support teams
• Creates a reward system that is fair within the
  context of a team effort
• Coordinates team goals with the overall goals of
  the organization
• Coordinates team activities with the requirements
  of functional areas within the organization

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3. Teambuilding CompetencyDimensions

• Creating a Supportive Environment
• Hires people that will be successful in a team
  environment
• Trains programs that encourage teamwork
• Integrates the individual members of the sales
  team together to form a functioning supportive
  team

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3. Teambuilding CompetencyDimensions

• Managing Team Dynamics
• Understands the strengths and weakness of team
  members and using their strengths to accomplish
  tasks as a team
• Facilitates cooperative behavior and keeps the
  team moving towards its goals

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4. Self-Management Competency Dimensions

• Fostering Integrity and Ethical Conduct
• Has clear personal standards that serve as a
  foundation for a sense of integrity and ethical
  conduct by the sales team
• Projects self-assurance and does not just tell
  people what they want to hear
• Willing to admit mistakes and accepts
  responsibility for own actions

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4. Self-Management Competency Dimensions

• Managing and Balancing Personal Drive
• Seeks responsibility, works hard and is willing
  to take risks
• Shows perseverance in the face of obstacles and
  bounces back from failure
• Ambitious and motivated to achieve objectives,
  but does not put personal ambition ahead of the
  organizations goals
• Understands that goals are achieved through the
  success and development of the salespeople

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4. Self-Management Competency Dimensions
Developing Self-Awareness and Management Skills

• Has clear personal and career goals and knows own
  values, feelings and areas of strengths and
  weaknesses
• Analyzes and learns from work and life
  experiences
• Willing to continually unlearn and relearn as
  changing situations call for new skills and
  perspectives

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5. Global Perspective Competency Dimensions

• Cultural Knowledge and Sensitivity
• Stays informed of political, social, and economic
  trends and events around the world
• Recognizes the impact of global events on the
  market and the organization
• Sensitivity to cultural cues and ability to adapt
  quickly in novel situations
• Travels regularly and has a basic business
  vocabulary in languages relevant to the position

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5. Global Perspective Competency Dimensions

• Adapting Global Selling Program
• Adopts an appropriate sales force architecture
  for global accounts
• Appropriately adjusts sales force measurement,
  competency creation and motivation systems to the
  local culture
• Appropriately adjusts own behavior when
  interacting and managing people from various
  national, ethnic and cultural backgrounds

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6. Technology CompetencyDimensions

• Understanding of New Technology
• Awareness of the potential for technology to
  increase sales force efficiency and effectiveness
• Experience in using new technology
• Attitude toward adopting new technology

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6. Technology CompetencyDimensions

• Implementing Sales Force Automation
• Knows what is to be accomplished and the benefits
  that are possible
• Adapts personal management style and procedures
• Fosters sales force acceptance and use of selling
  technology

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Know your e-Business Terminology

• EDI
• ERP
• CRM
• Groupware

• Intranet
• Extranet
• E-Commerce

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Figure 1-6Career Paths at Procter and Gamble
EXECUTIVE MANAGEMENT FUNCTION MANAGEMENT
GENERAL MANAGEMENT
DIRECTOR

• WORLDWIDE
• ASSIGNMENTS
• Canada
• LatinAmerica
• Asia/Pacific
• Europe
• Middle East Africa
• U.S.

• OTHER
• FUNCTIONS
• Advertising
• Product Supply
• Management System
• Human Resources
• Finance
• Other

Human Resources
Customer Business Development
Sector/ Multi-Sector Sales
ASSOCIATE DIRECTOR
Human Resources
Customer Business Development
Sector/ Multi-Sector Bus. Devel
Sector Sales Merchandising
MANAGER
Geographic or Team Account Exec
Other Field or General Office Roles
Operations Manager
ACCOUNT MANAGER
Geographic or Team Account Exec
Other Field or General Office Roles
Operations Manager