sales management

1、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 figure 1-1: positions of personal selling and sales management in th

2、e marketing mix productsprices advertisingpublic relations personal selling sales promotion promotiondistribution marketing mix sales management planningmotivating budgetingcompensating recruiting and selectingdesigning territories trainingevaluating performance figure 1-2 marketplace changes and se

3、lling consequences competition global competition shorter product cycles blurred boundaries customers fewer suppliers rising expectations increasing power selling process selling teams relationship selling technology utilization what creates satisfied customers? figure 1-3: contrasting transactional

4、 and relationship selling models relationship selling model emphasis on general management skills proactive innovation/opportunity identification and offers value-based offers/organizational enablers broaden to customers customer differentiation through people profit management focus/ share of custo

5、mer trusted business advisor and partner transactional selling model emphasis on sales skills respond to customer needs provide good products, price, and service narrow customer focus differentiate through products sales/revenue focus traditional customer relationship figure 1-4: traditional buyer-s

6、eller interface versus a team interface traditional buyer-seller interface buyer-seller interface team customer team supplier customer sales team supplier customer sales purch asing figure 1-5: sales organization in a typical consumer packaged goods company number 1 1 6 8 64 vice president of market

7、ing national sales manager regional sales manager district sales manager field sales representative a sales quota manager: job 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 s

8、ubordinate sales or support people, but focus on managing the sales team for the sake of achieving customer results. a sales force manager: job focus spend little or no time directly managing customer accounts. focuses on building, refining, and staffing a selling team. contact with customers is lar

9、gely non- selling, but service and salesperson development in purpose. a sales quota managers skill set willingness to train/coach willingness to make joint sales calls problem-solving making presentations answering objections a sales force managers skill set willingness to train/coach willingness t

10、o make joint sales calls ability to direct and control others profit mentality initiative table 1-1 sales managers time allocations selling 29% face-to-face (17) telephone selling (12) administration 25 account service/coordination 17 travel/waiting 15 internal meeting 14 managers time allocation (i

11、n percent)job responsibility figure 1-5: a model of sales management competencies figure 1-3: sales paths at hallmark cards retail installation coordinator entry level for those with no sales experience sales representative entry level for those with sales experience sales executive district sales manager regional sales vice president regional operations manager regional sales trainer district sales trainer staff positions outside sale