1. Global Sales Management
Session-1

2. Sales Management
• Sales and Marketing - Discuss

3. CUSTOMER A
You are a salesperson for the Sport Shoe Corporation. On arrival at your office you find a
letter marked "urgent" on your desk. This letter is from the athletic director of Ball State
University, and pertains to the poor quality of basketball shoes you sold him. The director
cited several examples of split soles and poor overall quality as his main complaints. In
closing, he mentioned that since the season was drawing near he would be forced to contact
the ACME Sport Shoe Company if the situation could not be rectified. What actions on your
part would be appropriate?
A. Place a call to the athletic director assuring him of your commitment to service. Promise
to be at Ball State at his convenience to rectify the problem.
B. Go by the warehouse and take the athletic director all new shoes and apologize for the
delay and poor quality of the merchandise.
C. Write a letter to the athletic director assuring him that SSC sells only high-quality shoes
and that this type of problem rarely occurs. Assure him you'll come to his office as soon as
possible but if he feels ACME would be a better choice than Sport Shoe he should contact
them.
D. Don't worry about the letter because the athletic director seems to have the attitude that
he can put pressure on you by threatening to switch companies. Also, the loss in sales of 20-
40 pairs of basketball shoes will be a drop in the bucket compared to the valuable sales time
you would waste on a piddly account like Ball State.

4. CUSTOMER B
Sam Gillespie, owner of Central Hardware Supply, was referred to you by a mutual
friend. Gillepsie had been thinking of dropping two of their product suppliers of
home building supplies. "The sales should be guaranteed," your friend has stated.
Your friend's information was correct and your presentation to Gillepsie convinces
you he will benefit from buying from you. He comments as you conclude your
presentation: "Looks like your product will solve our problem. I'd like to think this
over, however. Could you call me tomorrow or the next day?" The best way to
handle this would be to:
A. Follow his suggestion.
B. Ignore his request and try a second close.
C. Probe further. You might ask: "The fact that you have to think this over
suggests that I haven't convinced you. Is there something I've omitted or failed to
satisfy you with?"

5. CUSTOMER C
In order to convince your customers that your product's benefits are
important, you must show how your product's benefits will meet their
needs.
Suppose your customer says: "I need some kind of gadget that will get me
out of bed in the morning." Check the statement below which best relates
your product feature, the G.E. clock radio's snooze alarm, to this
customer's need:
A. "Ms. Jones, this G.E. radio has a snooze alarm which is very easy to
operate. See, all you do is set this button and off it goes...“
B. "Ms. Jones, the G.E. radio is the newest radio on the market. It
carries a one-year guarantee and you can trade in your present radio and
receive a substantial cut in the price.“
C. "Ms. Jones, since you say you have trouble getting up in the morning,
you want an alarm system that will make sure you wake up. Now, G.E.'s
snooze alarm will wake you up no matter how often you shut the alarm
off. You see, the alarm goes off every seven minutes until you switch off
the "early bird knob."

6. Sales management
Marketing
mix
Products Prices Promotion Distribution
Public Personal Sales
Advertising Internet
Relations Selling promotion
Sales
Management

7. Personal Selling
• Personal Selling
– Personal selling involves two-way communication
with prospects and customers that allows the
salesperson to address the special needs of the
customer.

8. Personal Selling

9. Sales Management
• Sales Management is the attainment of sales
force goals through planning, staffing,
training, leading, and controlling
organizational resources.

10. Sales Management Functions
planning
Resources Controlling Staffing Performance
Leading Training

11. Planning
The conscious, systemic process of making
decisions about goals and activities that an
individual, group, work unit, or organization will
pursue in the future and the use of resources
needed to attain them.

12. Staffing
• Activities undertaken to attract, develop, and
maintain effective sales personnel within an
organization.

13. Training
• The effort put forth by an employer to provide
the salesperson job-related culture, skills,
knowledge, and attitudes that result in
improved performance in the selling
environment.

14. Leading
• The ability to influence other people toward
the attainment of objectives.
– Guiding average people to perform at above
average levels

15. Controlling
• Monitoring sales personnel’s
activities, determining whether the
organization is on target toward its goals, and
making corrections as necessary.

16. Sales performance
• Sales Management is the attainment of sales
goals in an ethical, efficient, and effective
manner.*

17. Sales Objectives
• Objectives of sales management
– Sales volume
– Contribution to profits
– Continuing growth

18. Sales Objectives
• Financial Results are another objective of sales
management.
• The Objectives of sales are therefore decided
on the basis of where the organization stands
and where it wants to reach. It is a
collaborated effort from the top management
along with the marketing managers and sales
managers to provide with a targeted estimate.

19. Sales Research
• Purchase Drivers: How do customers make their
purchase decisions?
• Competitive Analysis: What are the strengths
and weaknesses of our competitors, how can my
business neutralize their strengths and capitalize
on their weaknesses?
• Sales Force Evaluation: How well does our sales
force perform from the customer's perspective?
How well do we explain our value, are we on
message, etc?

20. Sales forecast
• A sales forecast is the estimated dollar or unit
sales for a specific future time period based
on a proposed marketing plan and an
assumed market environment.

21. Sales Forecasting
• What is the need for sales forecasting?

22. Decisions derived from sales
forecasting
• Employment levels required
• Promotional mix
• Investment in production capacity

23. 1. A sales forecast becomes a basis for setting and
maintaining a production schedule – manufacturing.
2. It determines the quantity and timing of needs for
labor, equipment, tools, parts, and raw materials –
purchasing, personnel.
3. It influences the amount of borrowed capital needed to
finance the production and the necessary cash flow to
operate the business – controller.
4. It provides a basis for sales quota assignments to
various segments of the sales force – sales
management.
5. It is the overall base that determines the company’s
business and marketing plans, which are further broken
down into specific goals – marketing officer.

24. Planning Forecasting Budgeting
Marketing Plan
Sales Forecasts Sales Force Budget

25. Forecasting types
• Macro forecasting is concerned with forecasting
markets in total. This is about determining the existing
level of Market Demand and considering what will
happen to market demand in the future.
– Consumer durables
• Micro forecasting is concerned with detailed unit sales
forecasts. This is about determining a product’s market
share in a particular industry and considering what will
happen to that market share in the future.
– Washing machines, Refrigerators

26. Activity
• Form groups of 3
• Decide a business
• Assuming your investments, expenditure etc
make a sales plan for the next quarter.
• Explain who will be your target market and
why?