Description
Sales management is a business discipline which is focused on the practical application of sales techniques and the management of a firm's sales operations.
Aspects of Sales Management: Key Themes
The Sales Representative
?
Research
? ?
Based on types of messages delivered Links between performance and specific traits Statistically inconsistent does not mean links are nonexistent or unimportant Situation-specific approach is necessary Characteristics of customer and salesperson must be considered
?
Observations
?
? ?
The Boundary Role
Communication Communication
Selling org
Sales rep
Buying org
Marketing strategy •Policies •Procedures •Programs
Procurement strategy •Policies •Procedures •Programs
Classification of Sales Jobs
?
? ? ? ?
Missionary
Delivery Order taker Technical sales Demand creation
Managing Sales Tasks
?
Factors influencing Sales personnel behavior
Market/account characteristics Customer behavior Marketing strategy Desired behavior of sales personnel
Recruitment and selection
Effort
Training
motivation
evaluation
compensation
Linkages among motivation, evaluation and compensation
?
Motivation: personal, territory/account
characteristics, perceived results & rewards Effort: type? Quantity? Results: goals/objectives Evaluation: measurement criteria, process Compensation plan
? ? ? ?
A Sales Management Framework
Sales Force Control Systems •Performance measurements •Performance evaluations •Compensation systems •Training
Sales Personnel
•Experience •Competencies •Preferences
Sales Force Environment •Human resource patterns •Communication patterns •Interaction patterns •Management patterns
Selling behavior Sales tasks
Vendor’s marketing strategy
Market/Account characteristics
After the Sale Is Over…
The Product’s Changing Nature
Category Past
Product
Unit Feature Advantages Short
Present
Augmented product
System Technology advantages Long
Future
System contracts
System over time System advantages Lengthy
Item
Sale Value Leadtime
Service
Delivery place Delivery phase Strategy
Modest
Local Once Sales
Important
National Often Marketing
Vital
Global Continually Relationship
When the sale is first made
Seller
Objective achieved Selling stops
Buyer
Judgment postponed; applies test of time Shopping continues
Focus goes elsewhere
Tension released Relationship ended
Wants affirmation that expectations have been met Tension increased
Relationship intensified
Actions that effect relationships
Positive actions
Initiate positive phone calls Make recommendation Use phone Make service suggestions
Talk about ‘our future together’ Accept responsibility
Negative actions
Make only call backs Make justifications Use correspondence Wait for service requests
Talk about making good on the past Shift blame
Building dependencies
?
Absence of complaints- surest sign of a bad or declining relationship
Seller can become dependent on buyer Surprises and bad forecasts- symptoms of bad relationships In a proper relationship both the buyer and seller will benefit
? ?
?
Relationship management
?
Requires companywide maintenance,
investment, improvement and even replacement programs Co.s require engg & mfg people to spend time with customers
?
?
The Sperry Corporation- listening campaign
Making it happen
?
? ? ? ? ?
To manage relationships effectively, managers must meet four requirements Awareness Assessment Accountability Actions Relationship mgt can be institutionalized by
?
Role playing seminars and sensitivity training sessions
Thank you
doc_617459629.ppt
Sales management is a business discipline which is focused on the practical application of sales techniques and the management of a firm's sales operations.
Aspects of Sales Management: Key Themes
The Sales Representative
?
Research
? ?
Based on types of messages delivered Links between performance and specific traits Statistically inconsistent does not mean links are nonexistent or unimportant Situation-specific approach is necessary Characteristics of customer and salesperson must be considered
?
Observations
?
? ?
The Boundary Role
Communication Communication
Selling org
Sales rep
Buying org
Marketing strategy •Policies •Procedures •Programs
Procurement strategy •Policies •Procedures •Programs
Classification of Sales Jobs
?
? ? ? ?
Missionary
Delivery Order taker Technical sales Demand creation
Managing Sales Tasks
?
Factors influencing Sales personnel behavior
Market/account characteristics Customer behavior Marketing strategy Desired behavior of sales personnel
Recruitment and selection
Effort
Training
motivation
evaluation
compensation
Linkages among motivation, evaluation and compensation
?
Motivation: personal, territory/account
characteristics, perceived results & rewards Effort: type? Quantity? Results: goals/objectives Evaluation: measurement criteria, process Compensation plan
? ? ? ?
A Sales Management Framework
Sales Force Control Systems •Performance measurements •Performance evaluations •Compensation systems •Training
Sales Personnel
•Experience •Competencies •Preferences
Sales Force Environment •Human resource patterns •Communication patterns •Interaction patterns •Management patterns
Selling behavior Sales tasks
Vendor’s marketing strategy
Market/Account characteristics
After the Sale Is Over…
The Product’s Changing Nature
Category Past
Product
Unit Feature Advantages Short
Present
Augmented product
System Technology advantages Long
Future
System contracts
System over time System advantages Lengthy
Item
Sale Value Leadtime
Service
Delivery place Delivery phase Strategy
Modest
Local Once Sales
Important
National Often Marketing
Vital
Global Continually Relationship
When the sale is first made
Seller
Objective achieved Selling stops
Buyer
Judgment postponed; applies test of time Shopping continues
Focus goes elsewhere
Tension released Relationship ended
Wants affirmation that expectations have been met Tension increased
Relationship intensified
Actions that effect relationships
Positive actions
Initiate positive phone calls Make recommendation Use phone Make service suggestions
Talk about ‘our future together’ Accept responsibility
Negative actions
Make only call backs Make justifications Use correspondence Wait for service requests
Talk about making good on the past Shift blame
Building dependencies
?
Absence of complaints- surest sign of a bad or declining relationship
Seller can become dependent on buyer Surprises and bad forecasts- symptoms of bad relationships In a proper relationship both the buyer and seller will benefit
? ?
?
Relationship management
?
Requires companywide maintenance,
investment, improvement and even replacement programs Co.s require engg & mfg people to spend time with customers
?
?
The Sperry Corporation- listening campaign
Making it happen
?
? ? ? ? ?
To manage relationships effectively, managers must meet four requirements Awareness Assessment Accountability Actions Relationship mgt can be institutionalized by
?
Role playing seminars and sensitivity training sessions
Thank you
doc_617459629.ppt