銷售管理案例英文

1、銷售管理案例4.1Question 1: What are the implications for Donna Armstrong and Steve Tremaine if the draft plan is implemented?（1）When the draft was implemented, Donna Armstrong and Steve Tremaine will get new accounts from Dave. But, both Donna and Steve questioned the idea of assigning half of Dave accoun

2、ts to Franklin. The decision brought them psychological pressure and the pressure of competition.（2）They worry about that Franklin lack of experience and can not manage large group of accounts and loss them.（3）After one year, sales territories will be redesigned, the future development is uncertaint

3、y. Maybe Franklin gain work experience after one year and his ability or competitiveness is growth. That lead some of Daves former accounts were got by Franklin, then their sales performance was not well. At last, their commission were not fixed or reduced.Question 2: What are the implications for O

4、TC's customers if the draft plan is implemented?(1). Improve the energy of the firm with the new idea.(2). Decrease the efficiency when in the handing over process.(3). The attention to the Regular consumers and the New consumers.(4). Decrease the loyalty of consumers中文版：如果這個(gè)初步計(jì)劃得以實(shí)施，對OTC的顧客意味著什

5、么？（1）. 新的想法的注入，增加公司活力。Franklin的優(yōu)勢在于年輕，有著前衛(wèi)的思想。這會給公司帶來新的活力并且也帶給兩個(gè)老員工新的競爭力。對于顧客來說，有些顧客可能會持有固守的思想，而思想先進(jìn)的顧客會更喜歡公司的改變，與時(shí)俱進(jìn)的公司才能更加長久。而人事的變動(dòng)也會使公司喪失一些信任。（2）. 交接工作時(shí)的效率降低。交接工作時(shí)顧客會對新的銷售人員產(chǎn)生不信賴感，造成客戶的流失和銷售額的減少。Dave的客戶一半轉(zhuǎn)交給Steven和Donna平分，其余的客戶分配給Franklin。Steven和Donna對此提出質(zhì)疑，同樣的客戶也會提出相同的質(zhì)疑。交接工作時(shí)會產(chǎn)生客戶數(shù)據(jù)的丟失并且會新的銷售人員

6、會對客戶不熟悉，造成顧客的滿意度降低。（3）. 對新老顧客重視程度。在銷售范圍重新設(shè)計(jì)一年后，現(xiàn)有的客戶的傭金比例會減少，而過去一年新開發(fā)的客戶的傭金將會有較高的傭金比例。新顧客會更受到銷售人員的重視，老顧客將會被忽視，而且隨著時(shí)間的增長，3個(gè)銷售人員將無法負(fù)荷增加的客戶群，對于顧客來說這樣的人員配備降低了工作的效率和對公司的信任以致引起老顧客的流失。4.顧客忠誠度降低。顧客不能對短時(shí)間工作的Franklin產(chǎn)生很快的信任。而維系與顧客之間的聯(lián)系恰恰需要的就是提升顧客的信任才能使顧客忠誠度提升。顧客可能會與OTC公司無法良好的合作，對公司失去信心。Question 3: What are th

7、e pros and cons of Mason's draft plan?From the aspect of the sales staffDisadvantages：1. Customer allocation method unsuitable 2. Influence team interpersonal relationshipAdvantages：1. Keep the sales staff work enthusiasm 2. Motivate sales staff to expand new customersFrom the aspect of the comp

8、anyDisadvantages：1. The old staff ability is limited 2. Sales staff have limited in total selling effort Advantages：1. Balance both opportunity and workload 2. Young people may bring new ideas to the company Question 4: What changes and additions would you make to the draft plan?A. About the ratio o

9、f customer allocationB. Maintenance of old customers and development of new customersC. Worries of Steve and DonnaD. About the sales staffs salary中文版：如何改進(jìn)方案：1、關(guān)于客戶分配比例問題：由于富蘭克林是剛剛畢業(yè)的學(xué)生，沒有工作經(jīng)驗(yàn)，還在不斷的學(xué)習(xí)與實(shí)踐之中，我們認(rèn)為不應(yīng)該給他分配過多客戶。就像史蒂文所說，他應(yīng)該從小的客戶群開始做起，他應(yīng)該在不斷的實(shí)踐中開發(fā)自己的新客戶，建立自己堅(jiān)實(shí)的客戶關(guān)系，從而將自己的業(yè)務(wù)不斷的發(fā)展擴(kuò)大，這樣他也能在這個(gè)過程

10、中更快的學(xué)習(xí)與成長。因此初步計(jì)劃中關(guān)于客戶分配的方案需要改進(jìn)，應(yīng)充分聽取史蒂文與唐納的意見，畢竟他倆是公司的老銷售人員，關(guān)于史蒂文銷售業(yè)績停滯不前的事情也應(yīng)與史蒂文好好談?wù)?，然后綜合考慮來確定分配客戶的比例，那么史蒂芬和唐納也不至于有意見，這樣不會打擊他倆的工作積極性，更有利于銷售團(tuán)隊(duì)的管理。2、關(guān)于史蒂文與唐納的擔(dān)心： 其實(shí)從三個(gè)方面來講富蘭克林是不會爭奪史蒂文和唐納的客戶的，首先富蘭克林有自己從大衛(wèi)那分得的一部分客戶，也有自己不斷開發(fā)的新客戶，他的精力也是有限的，他沒有必要再去爭奪他倆的客戶；其次從客戶關(guān)系的角度來講，最好的客戶關(guān)系維護(hù)就是應(yīng)該盡量不換銷售人員，接受別的銷售人員的客戶也不是

11、很好處理關(guān)系；再有就是從公司整體的發(fā)展來講，富蘭克林總有一天會擔(dān)任公司的總裁，那么他應(yīng)該有更多的時(shí)間去考慮公司整體的發(fā)展問題，而不是整天做銷售。但是史蒂文與唐納既然提出了質(zhì)疑，為了穩(wěn)定員工情緒或者說為了安撫員工應(yīng)該給他們一個(gè)合理的解釋，將以上三方面的因素講給他們聽，答應(yīng)他們富蘭克林不會爭奪他們的客戶，讓他們能夠放心，從而繼續(xù)踏實(shí)努力的工作。3、關(guān)于銷售人員的薪酬問題： 銷售人員的薪酬應(yīng)該制定一個(gè)清晰的標(biāo)準(zhǔn)，實(shí)行績效薪酬是最科學(xué)的，而不僅僅是說根據(jù)銷售額提取傭金，比如有根據(jù)工作年限制定的底薪，有根據(jù)銷售額的提成，又有不同崗位的將金等等。這樣能夠更加提高銷售人員的工作積極性與對公司的責(zé)任感，有利于

12、銷售團(tuán)隊(duì)的管理，同時(shí)有利于公司的發(fā)展。6.1Question 1: Assess the sales training processes used by Clara Halter. What would you do differently if you were she? (That is, how could the process is improved?)Training Processes assessing and improvingThe framework of Clara's training processes is reasonable.The training

13、 method is effective.We have different voices. cost of training processes training location time spent on trainingOur advice: Chose the location of the training in the Middle East, near the company, and will extend the time of training for five days to a week.1. The investigation before the training

14、 2. Tracking and evaluationQuestion 2：Do you think this program will improve sales? Explain.Answers： Through the sales skills training, help to solve the sales people's following problems.1. Ineffective listening and questioning2. Failure to build rapport and trust 3. Poor job of prospecting for

15、 new accounts 4. Lack of preplanning of sales calls5. Reluctance to make cold calls (without an appointment)6. Lack of sales strategies for different accounts.7. Failure to match call frequency with account potential8. Spending too much time with old customers 9. Over controlling the sales call10. F

16、ailure to respond to customers' needs with related benefits11. Giving benefits before clarifying customers' needs12. Ineffective handling of negative attitudes13. Failure to effectively confirm the saleSo it must be admitted that the plan is reasonable. Therefore we think will increase sales

17、 volume.The plan will boost sales.1.Increase customer knowledge training, help and build customer relationship and trust.In Arab countries we also need to be aware of cultural differences: Dont use your left hand to hold, offer or receive materials because Arabs use their left hands to touch toilet

18、paper. If you must use your left hand to write, apologize for doing so. When first meeting someone, avoid giving a gift as it might be interpreted as a bribe. In the Middle East don't ask, "Hows the family?" it is considered too personal. Also, don't show the bottom of your foot.2.

19、 Targeted training method. Emphasized by commercial games and simulations, case studies and role playing of behavior study method, this method of training for sales staff experience about the consequences of their actions, the emphasis is to determine the behavior of the ideal or correct the wrong b

20、ehavior, that is, through the training group role playing, helpful to the sales staff to correct errors behavior already exist, or continue to adhere to the correct and effective sales behavior.Question3: Do you think this program will improve sales? Explain.Sales Staff will think the program useful

21、. Because Solutions Software ,Inc in this industry have a lot of competition，in such situations, salespeople are often overworked, and there comes a point when working harder to improve results is not realistic. Such circumstances call for "working smarter not harder”. In a word, TTM let salesp

22、eople how to use the time and effort to maximize efficiency, and can also reduce pressure on sales.Role playing, without the risk of a poor performance in the presence of a real customer. It is most effective when promptly critiqued with emphasis on the positive points of the performance as well as

23、suggestions for improvement. A good way to maximize the benefits of the critique is to have the person who has played the role of the salesperson offer opinions first and then solicit opinions from observers.Finally, holding a two-day training seminar in sunny Orlando, Florida, Not only can enhance

24、their learning effects, and alleviate the work pressure of appropriately, so that they can have better energy in work.7.2Question1: How would you characterize Rocks management style? How would you assess his sales management performance thus far?Autocratic management style is one where the manager m

25、akes decisions unilaterally, and without much regard for subordinates. As a result, decisions will reflect the opinions and personality of the manager, which in turn can project an image of a confident, well managed business. On the other hand, strong and competent subordinates may chafe because of

26、limits on decision-making freedom, the organization will get limited initiatives from those "on the front 你怎樣評價(jià)他的銷售管理表現(xiàn)。1 羅克對計(jì)劃的態(tài)度是他做計(jì)劃，然后讓他人實(shí)施。我認(rèn)為一個(gè)好的銷售經(jīng)理不能一意孤行，而是要聽取銷售人員的建議再做出好的計(jì)劃。這樣，不僅可以完善計(jì)劃，而且有利于計(jì)劃的完成。羅克作為新任的銷售經(jīng)理，更要多聽取大家的意見，完善自己的管理方式。1 Rocco's attitude is to plan:he make a decision, and

27、 then let the others to implement.I think a good sales manager can't take his own course, instead to listening to the advice of sales staff to make a good plan. In this way, not only can perfect plan, but also can advantageous to the plan . Rocco as a new sales manager, must listen to the views

28、of the people , improve their own management style.2 羅克對員工不信任，喜歡仔細(xì)檢查銷售人員，確保銷售人員正在做他們應(yīng)該做的事情。我認(rèn)為羅克要建立明確的目標(biāo)，激勵(lì)銷售人員不僅要有效的完成目標(biāo)，而且有效地監(jiān)督自己。把經(jīng)理對員工的監(jiān)督變成成員工的自我監(jiān)督。逐一地檢查意味著要花大量的時(shí)間，同時(shí)也意味著經(jīng)理對員工的不信任，而抽查能起到很好的監(jiān)督的作用。2 Rocco mistrust of workers, like check sales personnel, to ensure the sales people are doing things

29、that they should do.I think Rocco must to establish clear goals, motivating sales staff complete the target effectively, and self supervision effectively. The manager to supervise the employees become into employee self monitoring. One by one to check means to spend a lot of time, it also means the

30、manager mistrust of the employees, and the selective examination have good supervisory function.3 羅克喜歡直接指出銷售人員的不足，員工得不到應(yīng)有的尊重。作為一名銷售經(jīng)理，羅克對員工的態(tài)度不能像對待軍人一樣。要讓員工覺得自己受到應(yīng)有的尊重。此外經(jīng)理不僅要指出員工的不足，還要激勵(lì)員工，并幫助他們發(fā)揮出自己的潛力，并不是一味的批評與指責(zé)。3 Rocco like points out the shortage of sales staff directly, the staff can not get

31、the respect .As a sales manager, Roccos attitude to employees cannot be treated like a soldier. To make employees feel the respect they deserved. In addition the manager should not only points out the shortage of staff, also motivate employees, and help them to develop their potential, not blindly a

32、nd criticism.Question2: What suggestions can you provide to Rock regarding coaching?1、 對訓(xùn)練的正確認(rèn)知 訓(xùn)練的本質(zhì)是對有關(guān)發(fā)展銷售人員的技能、態(tài)度或行為的特有事件的發(fā)生提供可能密切的指導(dǎo)和反饋。比如銷售經(jīng)理要定期與銷售人員一起工作一次，然后銷售經(jīng)理為銷售人員提供一個(gè)指導(dǎo)建議，同時(shí)要銷售人員提出積極地反饋。而羅克對他銷售人員的訓(xùn)練更像是老師對學(xué)生的批評，沒有互動(dòng)，只有他挑銷售人員的錯(cuò)誤，這讓他的銷售人員很反感。因此我們建議羅克首先改變他自己對于訓(xùn)練的認(rèn)識，改變訓(xùn)練的模式。2、 如何做有效的訓(xùn)練 有效的訓(xùn)練是建

33、立在銷售經(jīng)理與銷售人員互相信任和尊敬的環(huán)境中的，而羅克在訓(xùn)練中沒有對銷售人員的尊重，更沒有建立互相的信任。畢竟羅克是新上任的領(lǐng)導(dǎo)，他應(yīng)該顯示出誠信、可靠、精明，尊敬和信任他的銷售人員，聽取銷售人員的需求，從而也贏得銷售人員對他的尊敬和信任。而且羅克也要做一個(gè)好的角色模范，從而增加銷售人員對他的信服，這樣銷售人員才會更加愿意聽取他的建議。3、 對訓(xùn)練的具體建議 1）用“我們”代替“你們”，不要這樣告訴銷售人員“你們下次應(yīng)該這樣做”，而應(yīng)該說，“下一次訪問，我們試一試這樣做。” 2）一次只提出一個(gè)或兩個(gè)問題，必須解決的問題賦予優(yōu)先權(quán)，先處理最重要的問題。 3）不要在訓(xùn)練過程中批評銷售人員，通過給予

34、他們怎樣做的建議來使他們進(jìn)步，反復(fù)告訴他們你喜歡他們什么樣的表現(xiàn)。 4）提出問題，最大限度的使銷售人員積極參與到訓(xùn)練中。 5）將訓(xùn)練與正式的銷售訓(xùn)練協(xié)調(diào)起來，訓(xùn)練有價(jià)值但他不能代替正式的銷售培訓(xùn)；通過定期的培訓(xùn)來提高技能，然后用訓(xùn)練強(qiáng)化。 6）鼓勵(lì)銷售人員不斷成長和進(jìn)步，使用團(tuán)隊(duì)形式或一對一的形式來評價(jià)進(jìn)步并加速成功。Question 3: What would you recommend Rock do differently?一個(gè)總的大點(diǎn) Establish and maintain good relationship with subordinates, show personality

35、 glamour, and promote the influence of referent power小點(diǎn) 1. Listen to your sales teams wants, needs, and dreams.2. Align the sales team with the firms corporate culture.3. Meet key customers and industry leaders.4. Make appearances at image-enhancing events.5. Use one-on-one meeting to motivate sales

36、people.6. Secure support of upper management for sales management problems and activities.7. Develop an information management system to minimize the flow of irrelevant information. 9.1Question1: What analyses should Kate perform with this data? Perform these analysesSales analysis:Sales growth= (sa

37、les-sales last year)/sales last yearEffectiveness index= sales/sales quato*100Cost analysisBudget sales=sales last year*(1+2%) budget cost=budget sales*10%Return on assets managed analysis:Asset turnover=Sales / Total asset managedProfit contribution percentage= Profit contribution SalesROAM=profit

38、contribution percentage*asset turnover rateProductivity analysis:Question2:What problems can you identify from your analyses?Problem about sales quota distric1distric2distric3distric4distric5Effectiveness index101.2397.43101.9597.34254.54Sales quota8,1009,75010,25014,1253,300Sales8,2009,50010,4

39、5013,7508,400sales last year7,5009,25010,25013,9258,200s/nos 1,0251,0559501,145.8840Problem about number of salespeople distric1distric2distric3distric4distric5Sales8,2009,50010,45013,7508,400Number of salespeople89111210Sales quota8,1009,75010,25014,1253,300Sq/nos1,012.51,083.3931.81,177330Sel

40、ling cost is too high distric1distric2distric3distric4distric5totalActual cost/ sales9.40%10.74%8.85%10.20%9.90%9.84% The poor asset turnover distric1distric2distric3distric4distric5ROAM79%61%66%53%81%Asset turnover2.61.92.21.82.3Accounts receivable1,1701,4001,4502,4201,150Inventory 2,0003

41、,5003,2005,2502,500Question3: What solutions do you recommend to solve these problems and improve results in the future?The answer:1. Sales analysis Adjust the sales quota of district 5 Scrutinize the selling cost and the asset turnover of district 4 The relatively movement of market share in distri

42、ct 1 (1% up ) and district 4 (1% down)2. Cost analysis From the information sheet, hardly can we get the particular and specified budgeted components, such as budgeted compensation costs, budgeted travel and budgeted administrative costs of particular district I. From the percentage of sales, there

43、existed a substantial variance between the actual percentage costs of sales and budgeted in district 2 and district 3, especially for district 3, who should increase the actual cost in accordance with the anticipate number. 3. Return on asset managed analysis By reducing the inventory stock and acco

44、unts receivable of district 4, the assets turnover can be increased.Add more staff to district 4, because Sales of per person in district 4 is overburden than other districts.9.2Questions 1: how could Rich use benchmarking to address Alica's concerns?Answer: Benchmarking is an ongoing measuremen

45、t and analysis process that compares an organization's current operating practices with the best practices used by world-class organization. Xerox will be the benchmarked firm. Multiple criterions will be used to measure the performance.Questions 2: Outline a benchmarking study that could be use

46、d to help make Induplicate's salesforce more effectivePurpose: improve process to improve performance 1.identify the processes to be benchmarked and whom to benchmark 2.collect data on the benchmarked firm 3.analyze gaps and communicate 4.establish goals and implement plansQuestion3: What else can be done to ensure that In