Sales management course

Sales Management Agenda
• What is Sales Management ?
• Functions of Sales Manager.
• Relation with other Dept.
• Sales operation /strategy / analysis
• KPI’s
• Sales commission structure
• Sales planning
• Forecasting & Sales Budget
• KA management.
• Category Management Strategies
• Customer Business planning
8/28/2017Hazem EL Mahdi 2

How We Learn
• 10% of what we read
• 20% of what we hear
• 30% of what we see
• 50% of what we both see and hear
• 70% of what is discussed with each other
• 80% of what we experience personally
• 95% of what we teach to someone else
-William Glaser

Sales Management Definition
• The process of planning, directing
and controlling of personal selling
.
• Including : recruiting , selecting ,
equipping , assigning , supervision
and motivating the personal sales
force

The functions of sales management
The functions
of Sales
management
Planning
Organizing
Leading
Controlling

Planning Funnel
Time spent on planning pays off on the long run…
Planning
Execution
‘Arguing’ &
Rethinking
TimeSpent………….

OBJETIVES of Sales Management
Sales
Manager
Continuing
Growth
Contribution
to Profits
SalesVolume

Making Sales Management
Effective
• Vision
• Market Focus
• Clear Guidance
• A good team / team work
• Spending time with the team
• Motivation
• Good communication
• Sales excellence
• Innovation
• Leadership

Functions of Sales Manager.
Administrative
Functions
Sales
planning
Sales
Administration
Policy &
strategies
Sales
Forecasting
Sales
organization
Coordination in
ADV & promotions
Communication
Budget Control

Importance of Sales Management
Making Revenue
Achieving organization targets / Goals
Linking between organization and customers
Success sales Dept. moving company from loss to profit
Motivating Sales team to achieving company goals

What would
you like to be ?
Manager Or
Leader

10 Management tips for Great Larders
Share information
Say thanks
Empower through
delegation
Adjust your style
Set small milestones
Have fun
Remove difficulties
Give feedback
Raise your hand
Focus your
time 80 / 20

Relation with other Dept.
Sales
Finance
Marketing
Logistic and
supply chain
Production

Success

Sales
management
Sales
operations
Sales
strategy
Sales
Analysis

Sales operations
Sales operations:
✓ Building the team
The sales team is the backbone of the company – Why ?
• They are the direct connection between the product and the customer.
• All in all, the sales team should feel like they are a part of the company and be equipped
to move it forward, rather than viewed as money-making machines.
• You can set your team up for success by giving them high yet realistic targets, which
you’ll be able to track to measure future success
• You must therefore:
➢ Set targets
➢ Assign territories
➢ Establish goals and quotas

Sales strategy
Once you have a team and know your targets, you might be wondering: How do
you actually carry out the sales?
Every business has a sales cycle – a series of tasks that helps a company’s product
reach its users – and having a sales pipeline, or sales funnel, will make that easier to
manoeuvre.
A sales pipeline is a visual sequence of activities to achieve with each prospect, from the
initial lead to the closing of the deal.
A pipeline is a salesperson’s right-hand man, as it helps them stay organized and take
control of their work. After all, there are some things you cannot control – results.That’s
where managing activities comes into play. If a salesperson can see their progress, or
their activities, they will be motivated to do more work and achieve more.
“There are some things you cannot control – results.That’s where managing activities
comes into play.”

Sales Analysis
Reporting :Reporting is what allows you to understand how your current efforts
affectyour company’s success and gives you insight into what you can do
to increase your efforts, whether it’s hiring more salespeople, or whether the
salespeople should be making more calls or doing more demos.
Report using sales metrics, or quantifiable indicators, that tell you how each aspect of
your sales operations is performing and whether you are achieving your targets.
With the standard sales funnel, you should be able to measure these four metrics:
✓ Number of deals in your funnel
✓ Average size of a deal in your funnel
✓ Close ratio, or average percentage of deals that get won
✓ Sales velocity, or average deal lifetime before it is won
Collecting data will allow you to find your ideal customer quicker, and reach and serve
them faster.

The AIDA Sales Funnel
Awareness
Interest
Decisio
n
Action
MKT
Activities
Irresistible
offer / develop
relation
Payment methods
Sell / money / repeat

KPI’s( Key performance indicator)
• A key performance indicator (KPI’s) is a business metric
for evaluating factors that are essential to the success of
an organization.
• The purpose of using key performance indicators is to
focus attention on the tasks and processes that
management has determined are most important for
making progress towards declared goals and targets

How to design
1. KPI’s should be clearly linked to the strategy ,i.e. the things
that matter the most .
2. KPI’s have to provide the answers to our most important
questions .
3. KPI’s should be primarily designed to empower employees
and provide them with relevant information to learn.
4. Do not create too many KPI ,
5. KPI should change to suit each stage ( depending on your
goals ).

CreateDefine operational
objectives monthly ,
quarterly ,6 months ,
yearly
Identify key results
Identify tasks list
Identify methods to
measure the results
Create construction
KPI’s

Abbreviations or Slang with similar
meaning
• KCA - Key Competency Area
• KFA - Key FocusArea
• KEA - Key Environmental Area
• KBA - Key Biodiversity Area
• KRA - Key Resource Area
• KPA - Key Performance Area
• KPA - Key Personnel Area
• KTA - KeyTechnical Area
• KMA - Key Market Area
• KLA - Key LearningArea
• IIKRA - Industry Issues Key ResultArea
• KDA - Key Development Area
• KLA - Key LinkageArea
• KPA - Key Practice Area
• KPA - Key ProductionArea
• KRA - Key Research Area
• KPA - Key Practice Area/Key Process Area
• KRM - Key Result Measures
• KSA- Key Storage Area
• KRA - Key ResponsibilityArea

KPI’S samples
• salesTarget achievement 90 %
• Collection achievement 80%
• New customers 10
• Company objectives
• Communication and feedback
• Team work concept
• etc.

Sales Commission

Sales Commission/ Incentive
Low Base + High commission
• Short sales Cycles
• Large Market
• Large product portfolio
• Quick inventory turns
• HighVolume lower profit margins
High Base + Low
Commission
• Long sales Cycles
• Technical sales
• Business Development
• Longer inventory turns
• Price protection

Commission Rules
Motivational
Achievable
Easy to Calculate

Sales commission / incentive
Sales
Manager
60 % - 40
%
% of total
revenue
SalesTeam
70 % - 30 %
% of total
collection
Sales
commission
SalesTarget
G . Profit Or N
.profit or Revenue

Sales commission criteria
Sales Manager
Team achievement
Company objectives
Overall businesses
development
Sales people
Achievements
SalesTarget
achievement
Collection
New
customers

Selling:
“Its not a game, it’s a mission”

Sales planning

7 steps of Sales Planning
Define a
promotional
calendar
Analyze / track
sales records
Project Sales Project results
Conciliate Sales
and Results
Detail the plan
Control ,
Evaluate and
Adjust

Analysis Set Goals
Develop
plan
Execute
Put plan in
action
Evaluate &
Adjustment
Sales planning
Process

1st Analyses
To determine where you are going you first have to see where you have
been.
Some questions to ask yourself are:
• What business are we in?
• Who are our customers?
• Where did most of my sales come from?
• Where do we want my sales to come from?
• What are some external/Internal factors that can impact my sales?
E.g.. Industry trends,Technology, Competition, Business
Environment etc..

2nd Set your Goals
• Some samples:
• Achieve 1 Million in New Sales by
December 31st, 2017
• Sell 2 Corporate wide Licenses by
December 31st, 2017
• Grow Distributor Network by 30%
by December 31st, 2017
•

3rd Step Develop the Sales Plan
Industry trend
This is the meat of your sales plan and is the most critical in helping you achieve
your goals. It should outline all the strategies and tactics that you are going to use
to overcome the difficulties that you may face in meeting your goals.

Sales forecasting /Budget

Forecasting

Sales forecastingShort-term
For period
up to 3
months
ahead .
Medium-terms
For 1 year
ahead .
Of the most
importance
in the area of
business
budgeting
Long–term
For periods
of 3 years
and
upwards.
Needed
mainly by
financial
accountants
for long-
term
resource
implications

Sales forecasting process
Setting goals
for forecasting
Gathering data
Analysis of
data
Choosing the
best model of
forecasting
Forecasting
Evaluation of
forecasting
outcomes

Types Of Forecasting
Macro forecasting
Market inTotal
Market Demand
in the Future
Market Demand
Micro Forecasting
Detailed unit sales
forecasts
Product’s market
share
What will happen
to the market
share in the future

Major factors considered when forecasting sales
:
Past sales
levels and
trends
General
economic
trends
Economic
trends in
the
company’s
industry
Other
factors
expected to
affect sales
in the
industry
Political
and legal
events
The
proposed
pricing
policy of
the
company
Marketing
plan and
activities
Expected
action of
competitor
s
PLC /New
products
Market
research

Sales forecasting MethodsQualitative
• Executive opinion
• Delphi method
• Salesforce composite
• Survey of buyers’ intentions
• Test Marketing
• ======================
• Used when situation is vague & little data
exist:
➢ New products , New technology.
➢ Involves intuition , experience.
➢ E.g., forecasting sales on internet /
communication
Quantitative
• Moving averages
• Exponential smoothing
• Naïve/ Ratio method
• Regression analysis
• Econometric analysis
• =====================
• Used when situation is stable & historical
data exist.
➢ Existing products / current technology.
➢ Involves mathematical techniques.
➢ E.g., forecasting sales of cars / color
televisions / beverages

Approaches of forecasting
Forecast relevant external environmental factors
Estimate industry sales or market potential
Calculate company sales potential = market
potential X company share
Decide company sales forecast ( lower than
company sales potential because sales
potential is maximum estimated sales ,without
any limits
• 1-Top-down / break-down

Approaches of forecasting
2-Bottom- up / build-up
Sales / Marketing head
combine sales forecast received from regional/ zonal managers into company sales forecast ,which is presented to CEO for discussion and approval
Regional/ zonal
combine sales forecast received from area/
branch managers
Area / branch managers
combine sales forecast received from salespersons
Salespersons
estimate sales expected from their
customers

Delphi Method
Getting forecasts
separately from
Experts
gathers, evaluates
and Summarizes the
expert opinion as the
basis for a forecast

1- Moving Average
• Using weighted ( 0.4,0.3,0.2and 0.1) = 1
• 4 weeks weighted Moving Average
week Sales 4WMA Error
1 0.1 39
2 0.2 44
3 0.3 40
4 0.4 45
5 38 42.7 4.7
6 43 41.1 -1.9 /3
7 39 41.6 2.6
8 40.6
MAD 3.7
F5=0.4x45+0.3X40+0.2X44+0.1X39
F6 = 0.4X38+0.3X45+0.2X40+0.1X44
MDA ( Moving deviation average) = 4.7+1.9+2.6 = 3.7
3

Moving Avg. 3weeks
• Using weighted 3 F2 = (s1+s2+s3)/3
1 2 39
2 3 44 41
3 40 43
4 45 41
5 38
6 43
7 39
8
MAD

Moving Average
• Using weighted 3 and 2 3+2 = 5
1 2 39
2 3 44
3 40 42 2
4 45 41.6 3.4
5 38 43 5
6 43 40.8 2.2 /5
7 39 41 2
8 40.6 0
MAD 2.92
F3=(3 x 44)+(2 x 39) / 5
F4=(3 x 40)+(2 x 44) / 5
MAD ( Main Absolute Deviation) = 2+3.4+5+2.2+2 = 2.9
5

2 -Exponential smoothing
• a = 0.2 1-a=1-0.2=0.8
At Ft F1=A1
week Sales forecast Error Error 2
1 39 0
2 44 39 5 25
3 40 40 0 0
4 45 40 5 25
5 38 41 -3 9
6 43 40.4 2.6 6.8
7 39 40.92 -1.92 3.7
8 40.54
MSE 11.57667
Ft+1=0.2(A1)+0.8(F1)
F1=A1
F2=(0.2 x 39)+(0.8 x 39)
F3=(0.2 x 44)+(2 x 39) / 5

Regression analysis
• Identifies a statistical relationship between : sales
( dependent variable ) and one or more influencing factors ,
which are called the independent variables.
• When just one independent variable is considered (e.g.
population growth ), it is called a linear regression and
the results can be shown as a line graph predicting future
value of sales based on changes in the independent
variable.
• When more than on independent variable is considered ,
it is called a multiple regression

What is sales Budget ?
budget is estimates
Sales volume
Selling
expenses
Administrative
expenses
Purposes of the sales
Budget
planning
coordination
control

Sales Budget ProcessReview and analysis of situation
Identifying specific market opportunities and
problems
Sales forecasting
Sales goals & objectives
Allocation of resources / Get Approval

The Master Budget
Sales Budget
Production
Budget
Direct
Materials
Budget
Direct Labor
Budget
Cash Budget
Budgeted Financial
Statement
Manufacturin
g O/H budget
Selling and
Administrative
Budget

Budget methods
• Affordability
• Percentage of sales
• Competitive parity
• Objectives and tasks
• Return oriented

Budget methodsAffordabl
e
• Is a process where the management develops the sale budget depending on its ability to spend on sales
functions.
• Firm develops the budget based on whether it can afford to spend a certain amount for selling goods.
Percentage
ofsales
• Is used for developing by multiplying sales revenue by given percentage.
• The sales revenue used may be a past sales revenue figures or forecasted figure.
Competitive
parity
• sales Managers establish budget amounts base on the budget figures of the competitors or the industry
average.

Budget methodsObjectiveand
task • The management develops the budget based on objectives .
• Involves 4 steps
1.Identification of objectives of the sales department.
2. the tasks to be performed for achieving the objectives.
3.The expenditure required for the tasks.
4.Adding all the above expenses to a final figure of budgeting
Returnoriented
method
• The methods like return on investment ( ROI), return on assets ( ROA), return on total
assets (ROTA) return on asset managed ( ROAM) are some tools that help managers
to develop a sales budget.
• It helps the sales managers analysis the impact of a particular sales cost allocation on
revenues and profits generated by sales

Introduction• This Training focuses on Key Accounts Management as trade is developing customer
operations, sizes and tactics .
• As 20:80 principle applies to Key Accounts, selection process is vital.
• Applying category management principles represent opportunity/ threat; that is who is in
puts barriers for others.
• Key Accounts Development is a result of two factors:
• Evolution – natural respond to consumer needs and expectations, and market
dynamics. However, it is a slow process.
• Revolution – Lead by new ideas/approaches to broaden customer base, and gain
edge over competition. Human factor (Management of change) boosts revolutionary
change, some times within few months evidence.
This training aims to highlight elements of revolution, and the roadmap to speed and
cope with the change.

Why KAM?
Key Account Management is a natural respond to the diversified
needs of the retailer & the consumer.
This means that the same number selling unit is expected to
understand the diversification and deliver accordingly.
You can always use a pan to cook flour and eggs to prepare cookies,
but you can not expect to end same with a cake. It is not how we
mix them only, but it is also the environment yeast, oven, mix, and
flavor “training, orientation, work field and scope” that are needed
to get the bake done. 8/28/2017Hazem EL Mahdi 63

Why KAM?
KAM is a function to fulfillThree simple purpose :
1. KAM is a process for attempting to manage the future
KAM is not a short-term sales drive.
2. KAM is a means to competitive advantage
3. KAM is a means, if you can , to key supplier status.

Why KAM?Key Account Management
Pen
Paper
Calculator
Facts and Figures

Identifying Key Accounts?
Who are the Key Accounts?:
• Are they just the big ones?
• Are they the ones you wouldn’t lose?
• Are they the ones that offer futures profit?
• Are they the ones you want your staff to focus on- to
look after the very best?
• Are they the ones where extra effort will bring extra
returns?
• Are they the ones that demand more from you?
• Are they the ones that will take your business where you
want it to go? 8/28/2017Hazem EL Mahdi 66

Main Accountabilities of KA Managers
1. To achieve volume, distribution targets by preparing, negotiating and executing customer
annual business plan.
2. To recommend key accounts from total customer base based on agreed selection criteria.
3. To plan and control the execution of the trade terms investment.
4. To support field sales force in the strict application of the annual contracts and execution of
trade promotions.
5. Regular monitoring of completion activities.
6. To build and keep sustainable relationship with key accounts to support and influence decision
making of key accounts.
7. To develop individual promotion plan to optimize the performance of the key accounts.
8. Continuous improvement and sharpen negotiation skills to become superior negotiator.

Segmenting
Key Accounts?
Opportunistic Accounts
Key Development Accounts
Key
Account
s
Maintenance Accounts

Focus by Priority:
Key Development
Accounts
Maintenance Accounts
OpportunisticAccounts

KAM Competencies
Vital competencies for the key account manager are four:
1. The ability to form, motivate, and direct a team of people in a ‘team
sell’, while those people probably do not work directly for them (in a
line management sense), are perhaps senior, and are certainly more
expert in their own area.
2. A focus on creating value for the customer. This involves seeing
opportunities, provoking internal resources to meet them, and
presenting powerful propositions.
3. The ability to build long term relationships based on trust. This
involves an ability to assess complex decision making processes, the
ability to network, and the ability to work in a cooperative and
consultative way.
4. The ability to enhance profitability through an understanding of the
supplier’s own business models. 8/28/2017Hazem EL Mahdi 70

Segmenting Key Accounts?
100% Attractiveness of Account 0%
1. 2. 3.
4. 5. 6.
7. 8. 9.
High Medium Low
Strong
Moderate
Weak
SupplierPositionwithinAccount
Fill Matrix with right tactic: Invest, Maintain, Withdraw (or delegate)

Required Skills for KAM
• Commercial awareness
• Analyzing
• Planning
• Communication
• Negotiating
• Influencing
• Presentation skills
• Initiative
• People management
• Building and leading teams
• Tact & diplomacy

KAM Process
Key Account Management process follows 5
essential steps:
REMEMBER: 90% OF ANY SUCCESSFUL PLAN,
LIES INTHE EXECUTION.

Retail Stores Format Grid
More Variety
Less Variety
Lower
Margin
Higher
Margin

Category Management Strategies
Improved Business Results
Consumer Purchase Behavior
Category Management
Efficient
Replanishment
Efficient
Assortment
Efficient
Promotion
EfficientNew
Products

Key Accounts Manager
So, for all the earlier mentioned objectives, Key Accounts Manager is
viewed by Key Account customers as:
“A Walking Bank”
“ A rich Businessman”
It is no harm, but rather a privilege. It uncovers opportunities.And it
is the right time to capitalize on these views.

What is requiring Skills for the Key Account
manager/Rep?
• Commercial awareness
• Analyzing
• Planning
• Communication
• Negotiating
• Influencing
• Presentation skills
• Initiative
• People management
• Building and leading teams
• Tact & diplomacy

Buyer’s Guide
1. NEVER RUSH ENTHUSIASTICALLY UPTO A SALEMAN
2. ALWAYS REACT (ADVERSELY )TO A FIRST OFFER
3. ALWAYS ASK FORTHE MOON
4. NEVERACCEPTTHE FIRST OFFER
5. TELLTHEMTHEYWILL “ NEEDTO DO MUCH BETTER
THANTHAT”
6. BE SMART : ACT STUPID
7. NEVER STRIKE A DEALWITHOUT SOMETHING IN
RETURN
8. ALWAYS BE PREPAREDTO BREAK OFF DISCUSSIONS
9. PLAY “ GOOD COP , BAD COP”
10.USE FALSE PRETEXTS 8/28/2017Hazem EL Mahdi 78

TakeA Minute OfYour DayTo Look IntoThe Faces OfThe PeopleYou
Manage

Customer Business
Planning

Customer Business Plan
Key Learning about Customer Business Plan
• The CBP is our best tool in understanding:
• Customers
• Categories
• Consumers
• Market Place
• The CBP is a “Roadmap” to:
• Grow overall business
• Achieve company’s goals
• Achieve customer’s goals
• A good CBP:
1) Identifies opportunities/issues
2) Defines strategies
3) Provide direction
No plan- No key account 8/28/2017Hazem EL Mahdi 81

Customer Business Planning
Simulation Plan

Contents• The Key Account Team
• The Contact Matrix
• History performance Analysis; Sales growth, spending
• Category information; market share, competition %
• Objectives, Strategies, Activities, clear and measurable
• Primary & Secondary spaces required, New listings, merchandizing the category
• Promotion Calendar
• Implementation timetable
• Tracking tools, RBR
• Spending plan, get approval from management, but do not include it in the proposition

Key AccountTeam
CoreTeam
• …. KA Manager
• ….
• ….
• ….
SurroundTeam
• ….
• ….
• ….
• ….
• ….
• ….
• ….

Contact Matrix
Key
Account
Manager
Your team
member
Your team
member
Your team
member
Your team
member
Your team
member
Buying
Director X
Their team
member X X X X
Their team
member X X
Their team
member X X X
Their team
member X
Their team
member X X
Their team
member X X

History Performance Analysis
2017 2018 2019
SalesVolume/Value
YOY growth
Key Points as comment on key drives for LY

Category Information Analysis
2017 2018 2019
CategoryAVolume/Val
YOY Growth
Category BVolume/Val
YOY Growth
Category CVolume/Val
YOY Growth

Category Information Analysis
2017 2018 2019
Brand X share from A
Competitive Brand from A
BrandY share from B
Competitive Brand from B
Brand Z share from C
Competitive Brand from C

Objectives, Strategies, Actions
Objectives Strategies Actions
To achieve SR 2.50M Focus on Cereals - list 5 additional SKU’s
with client ‘X’ (+15% vs. LY) - increase shelf space
in 2003 - agree permanent
secondary visibility
for coated
Improve visibility of - participate in each
Confectionery leaflet
- “BTS” promotion
- Increase shelf space
for Bon O Bon by 20%

Share of Space Required
Primary Secondary
(specify)
• Brand X
• BrandY
• Brand Z
NB, Primary better will be if defined in % share

Promotion Calendar
• Define promotions per each individual brand
Set promotion calendar, clear, with defined objective and execution time table
• Try to plan separate activity per each KA.This gives intimacy as each is treated
with specialTailor-Made
• Work with smart objectives, aim is to promote consumption, not building
customer inventory
• Make calendar user friendly.The last thing you like to do, is to make your
primarily KA buyer confused

ImplementationTimetable
Promotion
Date
Promotion/ Activity Order
Date

TrackingTools
 Define a set of tracking reports to show progress and allow
easy evaluation for each activity
 Urge your customer to share his info with yours
 Highlight success. In case of failures, highlight remedies
 Make Regular Business Review (RBR) a regular habit

FinancialTerms
1. Promotion Support Budget: LE . . . . . . . .
2. Business Plan Agreement : LE. . . . . . . .

Key terms [Sales glossary]
• Activity-based selling –The theory that you can close more deals by focusing on
the activities you can control, such as the number of calls or appointments made,
rather than focusing on results, or making a certain amount of money in sales.
• Close/closing – Bringing a prospect to a final buying decision.
• Close ratio – Number of deals you close compared to the number of deals you
have presented.
• Cold calling – Getting in contact with a potential customer with no prior contact or
relationship in hopes of setting up an appointment of informing them about your
product or service.
• Conversion –The act of turning a prospect into a customer.
• Customer relationship management (CRM) – A tool or software to manage your
customer relationships and sales pipeline.
• Deal – An agreement to meet or take action with a prospect.
Demo – A sales presentation of your product or service.
• Lead – Anyone who could potentially be a customer.
• Marketing –The act of promoting your product or service.
• Metrics – A collection of individual and organizational performance indicators and
ratios calculated from collected data that describe a company’s historical and
ongoing sales processes. 8/28/2017Hazem EL Mahdi 95

Key terms [Sales glossary]• Product – Something made to be sold to a consumer.
• Prospect – A potential customer or person who may be interested in a company’s product or service.
• Quota – A fixed share of something that a person or group is entitled to achieve or contribute to.
• Retention rate –The percentage of customers who stay.
• Revenue – A company’s income or earnings.
• Sales cycle –The series of predictable phases required to sell a product or a service. Sales cycles can vary
greatly among organizations, products and services, and no one sale will be exactly the same.
• Sales force – Division of a business responsible for selling products or services.
• Sales funnel (or pipeline) – A systematic and visual approach to selling a product or service.The sales
pipeline is helpful in showing you exactly where the money is in your sales process.
• Sales management –The process of developing and coordinating a sales team.
• Sales management planning – Process of thinking and organizing activities to achieve a desired goal.
• Sales management process – Steps taken to attain a company’s objectives.
• Sales management strategy – A method to bring about a desired outcome.
• Sales manager – Someone who’s responsible for managing salespeople and overseeing a company’s sales
process.
• Salesperson – Someone who typically works directly with customers to inform them and sell a product
while providing customer service.
• Sales reporting –The documentation of a company’s activities.
• Sales targets – Objectives or goals for a salespeople or company.
• Sales velocity –Time it takes for a new deal to close, from the initial contact.
• Service – An action performed to satisfy a customer’s need or problem.

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