SALES MANAGEMENT

1. SALES MANAGEMENT

2. Welcome to the world of sales

3. Reference book Sales Management by Edward W Cundiff, Richard R Still, Norman A.P Govoni

4. Sales Management as a career • Advantages • Fast growth opportunities • Measurable performance • Opportunity to Build wide network/ relationship • Helps Build emotional intelligence • Opportunity to gain Industry knowledge • Inter Personal Skills • Can be the of the company • More scope to enrich in all job functions • Generally turn to be good in HR • Personality becomes aggressive

6. Sales Management as a career • Perils • Non performance easily identified • Some tend to remain just good salesmen • First to take the brunt of Non Performance

8. The Modern Sales Personnel • Is good at: • Planning • Building and Maintaining effective Organization • Control and Monitoring • Implementation • Achieving end Result

10. Responsibilities in Sales Management • Achieve Targeted Sales • Contribute to Profit • Maintain Growth

11. Demand > Supply Buyer Seek Sellers Manufacturing had Higher Importance No Mass Production Evolution of Sales function (Pre-Industrial Era)

12. Mass Production Commenced New Markets to be found Specialized Departments for Personal Selling Competition Forced it further Evolution of Sales function (Post-Industrial Era)

13. MARKETING Credit/ Collection Sales Market Research Traffic / Shipping Advertising Sales Promotion Export Merchandis sing How marketing Function got Split?

14. Activities in Sales Management • Planning • Control of Personal Selling • Recruitment • Training • Equipping • Assigning • Motivating • Routing • Supervising • The Above activities are related to Personal Sales Force • Sales and Marketing Dept work together • Sales is both and Operational and Executive function

15. Sales Management and Financial Results Sales - Cost of Sales =GROSS PROFIT Gross Margin - Expenses = NET PROFIT • Hence Sales has a Direct Influence on the Profitability • Any impact on Sales speaks on the Profit Directly

16. Sales, Expenses and Profit relationship Situation Growth in Sales with Higher Growth Expenses Solution Maintain Sales growth but shrink Expenses No result- shrink both Sales and Expenses Catch At times Sales Organization get blind to expenses in sight of Sales Volume

17. Sales Manager as a Co-ordinator

19. Organizing & Co-ordination function • What do they co-ordinate ? • Co-ordinate different order getting methods • Cross objectives of different channels • Co ordinate with other Marketing activities • Co ordinate personal Selling with Advertising and Sales Promotion • Sales to capitalize on Advertising How do they co ordinate ? • Co ordination by participate method • Advertising and Sales promotion an arial support. • What done best by Personal Selling and Advertising is decided

20. Ajay & Co. Rahul & Co Sanjay & Co. Vijay & Co. • Co ordination with Distribution Network • (In case of dealer network Management) • Create middlemen (dealers) • Persuade them to stock • Create market pull for them to stock • Co ordinate between company and dealer for Promotional work • Establish dealer identity among end users • Protect the interest of the company and the dealer • Share promotional Cost and Risk with dealer

21. Sales Management & control

22. Analysis of the Situation • ? • What is the present performance level? • How did we achieve the present level? • Where are the trends for future? • How do we get to the target?

23. “Control measures should work at clockwise precision”

24. Setting Performance Standards Fix upper and Lower limits of performance Analyze factors like • Area • Market Potential • Salesmen skills • Assignment base • Past performance • Future objective • Cost of Sales while fixing range of performance

25. Gathering information on • Actual Performance • Identify the relevant information needed • Avoid duplication • Establish periodicity and time schedule for information gathering • System for action plan based on information.

27. Evaluating Performance • Compare results with Target / Standard • Question analyze more than standard variation • Consider influences out of control

28. Action to correct Controllable Variations • Provide Directions on more effective way • Guide/ Train • Install Procedures & Practices to control

29. Adjust the Un-controllable factors • Rework on Standard if un-realistic • Re look at the policies and procedures • Identify lacunae in Planning

31. Sales Control Styles

32. “Yes, expectations are high”

33. Informal Control • More effective in smaller organizations • Should have a feel for the pulse of business • Able to quickly put you finger on the problem • Be close touch with market

34. This is what you think of a company with no follow up

35. Formal control • For larger organizations • Have written practices and sales policies • Build authority for changing • With exceptions makes changes

36. Policy formation and review- • Informal control • Study all influencing factors prior to policy formation • Consider Intangible factors as well • Review periodically • Amend based on: • Market response • Uncontrollable environment changes. • Acquire more information • In case of new product changes are more likely to • happen due to unknown factors

37. Formal control on sales volume • Fix sales volume target based on market forecast • Monitor periodically • Review based on: • Industry sales trends • Activities of Competitors • Market share percentages • Govt Policies

38. “don’t you need for control and systems”

39. Budgetary Control • Control of Sales, Expenses, Margins and hence profit • Individual profit and loss statement can be made for • Territories • Products • Marketing Channels • Class of Customers • Install review system and control Sales , Expenses • Take timely corrective action • Take decision of elimination with over all Marketing objective in mind

40. Pre requisite for success of Sales Management Control • A de-centralized decision making • Senior Management pitches in when situation not manageable • Time is the factor • Train and empower hierarchy down the line for decision making