BBA IV SEMESTER SYLLABUS ?(UNIT -1) BY:Ms. Mansi Tyagi

1. Sales management
UNIT -1
(BBA- IV SEM)
SUBJECT : SALES MANAGEMENT
BY: MS.MANSI TYAGI

2. Sales Management
 Planning, direction and control of personal selling including
recruiting, selecting, training, equipping, assigning,
supervising, compensating and motivating as these tasks
apply to the personal sales force.
 The American marketers association (AMA’s) definition,
takes into consideration a number of these viewpoints. Its
definitions runs like: the planning, direction, and control of the
personnel, selling activities of a business unit including
recruiting, selecting, training, assigning, rating, supervising,
paying, motivating, as all these tasks apply to the personnel
sales-force.

3. Sales management
 Management of the personal selling task.
 Is there anything like ‘impersonal selling’ or ‘non-
personal’ selling?
 Selling is an exchange transaction. Exchange of
Product or service for money
 Money is the revenue or the earnings of an
enterprise often called ‘turnover’ or ‘top line’
 Sales therefore is the only revenue generating
function in an enterprise.

4. OBJECTIVE OF
SALES
MANAGEMENT
14

5. 5
Objectives of sales
management
 3 general underlying objectives:
1. SALES VOLUME
2. PROFITS
3. GROWTH
Sales – cost of sales = gross margin.
Gross margin – expenses =net profit.

6. OBJECTIVE OF SALES
MANAGEMENT
15
Following are the three general objectives of sales
management:
1.Generate sufficient sales volume.
2.Contribute towards current profit.
3.Ensure continuous growth of the organisation.
Top management has ultimate responsibility for
the above objectives.
However, this task by authority delegation,
is entrusted to sales department who are the
ultimate operational level managers.

7. OBJECTIVE OF SALES
MANAGEMENT
16
Sales Volume & Sales Growth.
Share of each product in the total volume.
Market Share.
Profits.
Selling Expenses. Key Accounts.
New Accounts. Expansion of Channels.
Proportion of Cash & Credit Sales. After
sales services.
Training of dealers & Customer in some
cases.

8. NATURE & SCOPE OF SALES
MANAGEMENT
The nature or characteristic of sales
management can be explained by:
Its integration with marketing management.
Relationship selling.
Varying sales responsibilities.
17

9. 9
Sales management: evolution
 Industrial Revolution – 1760
 Small home industries – Large scale
manufacturing –marketing – sales and
sales support
 Concept of hunters and farmers
 The modern day sales manager is both
an administrator in-charge of personal
selling activity and a member of the
group that makes marketing decisions of
all types.

10. 10
Sales management: evolution
 …..they make more noise and more
mistakes, create more cheer, correct
more errors, adjust more differences,
spread more gossip, hear more
grievances, pacify more belligerence and
waste more time under pressure, all
without loosing their temper, than any
other class of professionals –including
politicians.

11. 11
Sales management: evolution
 …they live in hotels, cabs and tents on
trains, buses, eat all kinds of food, drink
all kinds of liquids –good and bad- sleep
before, during and after business, with
no sympathy from the office.
 They draw and spend more money with
less effort, they come at the most
inopportune time, under the slightest
pretext, ask more personal questions.
 Yet they are a power in society…

12. 12
Sales management: evolution
 With all their faults, they keep the wheels
of commerce turning, and the currents of
human emotions running. More cannot
be said any man. Be careful whom you
call a salesman, lest you flatter him.
-Donald Benenson in Ziglar on Selling

13. Sales Management
Personal
Sales
Representatives
Sales
Managers
Customer
Firm
Value

14. Sales Management
Planning
Personal
Sales RepsSales
Managers
Recruiting
Training
Motivating
Supervising
Managing a sales force involves recruiting, hiring, training, supervising,
compensating salespeople, motivating them to become problem solvers, and
providing the proper planning and backup support so they can perform their jobs
properly.
Overview
Sales
Environment

15. Sales Management
“QUALITIES THAT LEAD TO EFFECTIVE SALES MANAGEMENT
ARE OFTEN OPPOSITE THE ATTRIBUTES OF A SUCCESSFUL
SALES PERSON”

16. FUNCTIONS OF
SALES
MANAGEMENT
18

17. FUNCTIONS OF SALES
MANAGEMENT
19
Managerial
Functions:
1. Planning:This involves, forecasting demand, sales
personal selling and promotional efforts.
2. Organising:
territory
planning,
This involves structure, resource
allocation, assignment and delegation of
authority etc.
3. Direction:
responsibilit
y
This involves leadership motivation, communication and
promotional steps including personal selling.

18. FUNCTIONS OF SALES
MANAGEMENT (CONTD..)
20
Managerial Functions (Contd…):
4.Control:
This involves delegation, quota fixing,
performance evaluation, incentives and
budgets.
5.Co-ordination:
This involves liaison, integration of various
elements, internally, P.R. and good will by
contact with customer / general public.

19. 21
FUNCTIONS OF SALES
MANAGEMENT (CONTD..)

20. FUNCTIONS OF SALES
MANAGEMENT (CONTD..)
22
Staff Functions:
This is related to staff functions of sales force such as the
following:
Recruitment and selection.
Deployment and evaluation of performance. Training
and development.
Career development. Compensation and incentives.
Motivation and empowerment.

21. FUNCTIONS OF SALES
MANAGEMENT (CONTD..)
23
Advisory Functions:
This is related to advisory functions of sales management:
Product attributes / quality aspects. Pricing policies.
Promotional steps and personal selling aspects. Distribution
policies and channel selection criteria. Advertisementpolicies
such as media selection and target
audience.
Transportation and warehousing aspects.

22. FUNCTIONS OF SALES
MANAGEMENT (CONTD..)
24
Liaison Functions:
Liaison with departments such as the
following:
Production department. Finance
department.
Marketing department. R&D
department.
Distribution network.
After Sales Services department.

23. BENEFITS OF SELLING Mgt.
23
Benefits to the society:
economic growth and maximum employment are the basics for national
development. The achievement of both these goals means jobs and incomes
for a nation’s labor-force. The number of people, who need jobs, continues to
expand, and also some jobs are being eliminated, because of the introduction
of computers and abolition of obsolete technology.
Benefits to consumers:
professional people may not know every fact of a product, but they, at least
know its major uses, limitations and benefits; so they can easily serve their
customers, quite effectively.
Benefits to business firms; their sales-persons and customers:
salespersons are owned by their companies, while customers are the end-
users of the company’s product(s) and/or services, all these people, in the
chain of marketing, stand to benefit by sales-activities.

24. ELEMENTS OF SALES
MANAGEMENT
24
Planning: a business cannot be taken as a chance. Every salespeople or person
concerned have to see for the future, in a planned way like what must be done?
And who will do it? The plan must be based on extensive market research, and
the facts must be verified at every stage. The plan should also be evaluated, after
investigating the total-market, for a particular type of product.
Co-ordination: Co-ordination is all pervasive and permeates every function of the
management-process. For example, ill planning, departmental-plans are
integrated into a master. Co-ordination also helps in maximum utilization of
human-effort by the exercise of effective leadership, guidance, motivation,
supervision, communication etc.
Controlling: the sales manager has to check regularly, that the sales activities
are moving in the right direction or not. He guides, leads, and motivates the
subordinates, so as to achieve the goals planned for the business.

25. ELEMENTS OF SALES
MANAGEMENT
25
Motivating: Motivation is essentially a human resource concept. It aims to weld
together distinctive personalities into an efficient team. This is especially
important in the case of the sales-force.Only motivated sales-persons can
achieve company’s goals.

26. 26
Nature of Sales
Management
i. Integration with Marketing
Management
ii. Relationship Selling
iii. Varying sales responsibilities

27. 27
i. Integration with
Marketing
Management
Sales management is a part of
marketing management
•Field sales team: In territories,
contacting existing and prospective
customers
•Headquarter team: Performs support
and service functions to assist sales
people. (Promotion, Market research,
Logistics, Customer service and
coordination)

28. ii. Relationship
Selling
 Transactional
 Value Added
Collaborative
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• Relationship is an exchange
– Obtaining & offering
• Creation of customer loyalty
• Customers classified as A/B/C as per
sales & profit potential
• Lower costs and add value
• Satisfying current needs and
understanding future needs

29. 29
Importance of Sales
Management
1. Most exciting
2. Highly financially rewarding
3. Challenging careers
4. Fastest & surest route to top
management
5. Only function to generate revenue
6. Directly impacts the bottom line or net
profit

30. 30
Roles of a Sales
Manager
1. Strategic role in the company with key inputs –
long term strategic plans, forecasting, sales
force management, evolving strategies,
controlling budget.
2. Member of corporate team to ensure
organizational objectives – customer
satisfaction, sales growth & market share
3. Team leader to achieve sales goals & profits
4. Managing multiple sales channels – personal
selling, electronic and telemarketing
5. Latest CRM technologies
6. Continually understand changes in environment
and update strategies

31. 31
Skills of Sales
Manager
1. People Skills – Motivate, lead,
communicate and coordinate effectively
with team building
2. Managing Skills – Administrative skills
like – planning, organizing, controlling
and decision making
3. Technical skills – Training, selling,
negotiating, problem-solving and CRM
skills

32. Sales Management
positions
Strategi
c
/ Top
Tactical
/
Middle
Operational
/ First
32
1. Strategic: [President; V.P;
National sales head] –
Long term sales planning,
environment scanning,
strategy formulation,
control performance
2. Tactical: [Regional sales
head; Zonal sales
manager] – Manage
regions, implement
strategies
3. Operational: [Branch /
Area sales managers] –
Achieve sales goals,
supervising sales force,
implement rules

33. Sales Objectives, Strategies &
Tactics
Decide
Objective
s
Develop
Strategie
s
Evolv
e
Tactic
s
33
• Objectives:
Statement of intent,
quantified to
measurable targets
w.r.t time periods
• Strategies: Ways of
achieving objectives
• Tactics: Action plans
or activities to be
carried out to
implement
strategies.

34. Example: Objectives,
Strategies, Tactics
34

35. Relations with managers of
other marketing activities
 Relation with Product Management
 Relation with Promotion Management
 Relation with Pricing Management
 Relation with Distribution Management
35

36. 36
Sales relation with marketing
activities
 Sales &Advertising: both stimulate
demand. They need to be blended.
Salespersons can improve advertising
effectiveness. Advertising needs to
support sales where and when they
need it most.
 Sales & Marketing information: data is
needed for analysis of sales problems,
for determining sales potential. Raw data
is collected by sales people.

37. 37
relationships
 Sales and service: contributes to
strategy success.
 Sales and distribution: minimizes stock
out situation; improves inventory control;
helps sales to focus on demand
generation.
 Sales & Production:
 Sales and R&D
 Sales &Finance

38. 38
Emerging trends in Sales
Management
1. Global perspective
2. Revolution in technology
3. Customer Relationship Management
(CRM)
4. Sales force diversity
5. Team selling approach
6. Managing multi channels
7. Ethical & social issues
8. E-selling