This document provides an overview of sales organizations, including definitions, characteristics, structures, principles, types, functions, and managers. It defines a sales organization as a structured framework that coordinates selling activities to achieve objectives like maximizing sales and profits. The structures can include line, line and staff, functional, and committee forms. Principles include unity of objectives, specialization, and coordination. There are also functional, product, consumer, and area types of sales organizations.
1) The document analyzes the fuel station forecasting and inventory management practices of Agarwal Automobiles, an authorized fuel station in India.
2) It identifies weaknesses in the current approach, which does not use formal analytical techniques for ordering and inventory policies.
3) Recommendations include developing a forecasting model and inventory management system to increase efficiency and profits.
The document discusses managing a sales force including designing the sales force structure, recruiting and selecting sales representatives, training the sales force, supervising and motivating sales representatives, and evaluating sales force performance. It also covers personal selling principles such as developing sales professionalism, negotiation skills, and relationship marketing strategies. The objectives of managing the sales force are to meet sales and profitability targets, satisfy customers, and improve selling, negotiation, and relationship-building abilities.
This document provides an overview and objectives of the MKTG 436 Marketing Decision Making course. The course will analyze and develop decisions around the 4 P's of marketing. Students will learn analytical techniques and case studies to improve decision making skills. Key topics covered include pricing, forecasting, advertising, market analysis and developing marketing strategies. The goal is for students to understand how to assess costs/profits and make effective marketing decisions for segmentation, products, and implementing marketing plans.
The Importance of Sales and Relationship Management in any BusinessXavier Jenkins
Sales and Relationship Management
Sales is part of every job today, internal and external. This curriculum will orient you on sales and relationship management, a very important aspect of business – one that going forward, will help you in your career. This serves as an introduction to sales, relationship management and the importance of both in banking and services.
Instructor: Xavier Jenkins
Hours: 3.0
Level: Core
Type: Online Video Course
Live Discussion: Yes
Language: ENG
This document discusses sales force management. It covers topics like sales force organization, recruitment, selection, training, supervision, motivation, evaluation, compensation. Specifically, it notes that sales force organization involves allocating resources to meet sales goals. It also discusses the various steps in recruitment and selection of salespeople, as well as different training methods like classroom, online, and on-the-job training. The document emphasizes that motivation of salespeople is important to get them to work harder and achieve rewards. It outlines financial incentives like salary and commissions, as well as non-financial incentives like promotion and recognition.
Sales management involves planning, organizing, directing, and controlling a company's sales force and sales operations. It aims to maximize revenue and profits through developing strategies to recruit, select, train, motivate, and oversee sales representatives. The sales manager is responsible for achieving sales targets, coordinating different sales functions, and ensuring customer satisfaction. Key activities include analyzing market conditions, formulating sales programs, implementing strategies, and evaluating performance. The overall goal of sales management is to profitably meet market needs through an effective personal selling program.
This document provides an overview of sales organizations, including definitions, characteristics, structures, principles, types, functions, and managers. It defines a sales organization as a structured framework that coordinates selling activities to achieve objectives like maximizing sales and profits. The structures can include line, line and staff, functional, and committee forms. Principles include unity of objectives, specialization, and coordination. There are also functional, product, consumer, and area types of sales organizations.
1) The document analyzes the fuel station forecasting and inventory management practices of Agarwal Automobiles, an authorized fuel station in India.
2) It identifies weaknesses in the current approach, which does not use formal analytical techniques for ordering and inventory policies.
3) Recommendations include developing a forecasting model and inventory management system to increase efficiency and profits.
The document discusses managing a sales force including designing the sales force structure, recruiting and selecting sales representatives, training the sales force, supervising and motivating sales representatives, and evaluating sales force performance. It also covers personal selling principles such as developing sales professionalism, negotiation skills, and relationship marketing strategies. The objectives of managing the sales force are to meet sales and profitability targets, satisfy customers, and improve selling, negotiation, and relationship-building abilities.
This document provides an overview and objectives of the MKTG 436 Marketing Decision Making course. The course will analyze and develop decisions around the 4 P's of marketing. Students will learn analytical techniques and case studies to improve decision making skills. Key topics covered include pricing, forecasting, advertising, market analysis and developing marketing strategies. The goal is for students to understand how to assess costs/profits and make effective marketing decisions for segmentation, products, and implementing marketing plans.
The Importance of Sales and Relationship Management in any BusinessXavier Jenkins
Sales and Relationship Management
Sales is part of every job today, internal and external. This curriculum will orient you on sales and relationship management, a very important aspect of business – one that going forward, will help you in your career. This serves as an introduction to sales, relationship management and the importance of both in banking and services.
Instructor: Xavier Jenkins
Hours: 3.0
Level: Core
Type: Online Video Course
Live Discussion: Yes
Language: ENG
This document discusses sales force management. It covers topics like sales force organization, recruitment, selection, training, supervision, motivation, evaluation, compensation. Specifically, it notes that sales force organization involves allocating resources to meet sales goals. It also discusses the various steps in recruitment and selection of salespeople, as well as different training methods like classroom, online, and on-the-job training. The document emphasizes that motivation of salespeople is important to get them to work harder and achieve rewards. It outlines financial incentives like salary and commissions, as well as non-financial incentives like promotion and recognition.
Sales management involves planning, organizing, directing, and controlling a company's sales force and sales operations. It aims to maximize revenue and profits through developing strategies to recruit, select, train, motivate, and oversee sales representatives. The sales manager is responsible for achieving sales targets, coordinating different sales functions, and ensuring customer satisfaction. Key activities include analyzing market conditions, formulating sales programs, implementing strategies, and evaluating performance. The overall goal of sales management is to profitably meet market needs through an effective personal selling program.
This document provides an overview of sales management, including defining it as planning, directing, and controlling personal selling efforts. It discusses the nature and importance of sales management in achieving organizational goals through relationships between buyers and sellers. The document also outlines the key functions of sales managers as planning, staffing, training, leading, and controlling, and how the skills required vary from conceptual to technical depending on the management level. Finally, it addresses the experience of being promoted from salesperson to sales manager.
This document provides an overview and outline of a lecture on sales and sales management. The key points are:
1. It introduces the role of professional salespeople and how they create value for companies through customer relationships and gathering market information.
2. The outline discusses different sales strategies for managing customer relationships, organizing a sales force, directing sales teams, and evaluating performance.
3. It describes evaluating sales representatives based on their competence in sales skills and product knowledge, as well as their motivation and opportunities within the company.
Personal selling refers to direct face-to-face communication between sellers and prospective buyers with the goal of making sales. It involves finding potential buyers, convincing them to purchase through demonstrations and presentations, and providing customer service. There are different types of salespeople, including order getters who increase sales to new and current customers, order takers who process purchase orders for current customers, and support personnel who locate prospects and provide after-sales service. The selling process involves several steps like prospecting, presenting to the customer, addressing objections, and following up after the sale.
The Field of Sales Force Management -Chapter (1) by Omar KottaOmar Kotta
For all FCES-IANS students management of a sales force course .
you will find a simply notes with Arab Franco , to help you to understand the chapter easily .
Sales management involves planning, directing, and controlling the personal selling activities of an organization. This includes recruiting, selecting, training, motivating, and evaluating salespeople. The objectives are to integrate personal selling with other marketing activities and develop relationships with customers. Sales management responsibilities vary and can include delivering products, taking orders, providing technical support, or creating new demand. Effective sales management requires analyzing market potential, formulating sales objectives, recruiting and selecting salespeople, developing training programs, and conducting sales training.
Marketing management and sales force managementKrishna Kanth
This presentation discusses key concepts in marketing management including needs, wants, demands, markets, and the evolution of marketing concepts from production to societal marketing. It also summarizes sales force management topics like recruiting, selecting, training, supervising, and evaluating salespeople. The presentation provides an overview of fundamental marketing and sales force management principles.
This document discusses personal selling and sales management. It covers key topics like the importance of personal selling, the selling process, factors affecting personal selling, designing and recruiting sales personnel, training and motivating sales personnel, theories of personal selling including AIDAS and behavioral equation, and the role and skills of effective sales executives. The roles of sales manager and district sales manager are also outlined.
The document discusses various methods of sales force compensation. It describes straight salary method, commission method, salary plus commission method, bonus method, fringe benefits, and additional task method. The key advantages and disadvantages of each method are provided. It concludes that the salary plus commission method is generally considered the best approach as it guarantees minimum remuneration while also providing incentives for higher performance.
Sales & distribution management by Govind Kumarmyslidegk
The document discusses various aspects of sales management and personal selling. It covers topics like the importance of personal sales, sales management responsibilities, sales planning, recruitment, reporting, roles of sales managers, salesmanship, sales goals, SPIN selling model, transactional selling process, market demand analysis, and identifying product niches. The key points are that sales management involves coordinating resources to achieve sales goals, and sales managers are responsible for planning, budgeting, recruiting staff, and ensuring targets are met.
Chapter 2 strategic sales force managementLo-Ann Placido
The document discusses strategic sales force management. It covers integrating marketing and sales functions, with sales providing market intelligence and marketing providing sales tools. Strategic planning involves setting objectives, strategies, and tactics at the company, marketing, and sales force levels. As marketing strategies are developed, corresponding sales force strategies and tactics are determined. Relationship marketing and multiple sales channels/relationships are also discussed.
The document describes Campbell's Soup's old and new sales organization structures. Campbell's originally organized its sales force by product division, with separate vice presidents and managers for canned foods, frozen foods, etc. It has now reorganized into a regional structure, with general managers overseeing regional managers, supervisors, and sales reps in specific geographic areas.
The document also discusses various considerations for structuring a sales force. It may be organized geographically by territory, by product, or by type of customer. Using outside agents can be more cost-effective than an internal sales force, depending on sales volume. Organizing key accounts separately with dedicated resources is also discussed.
The document discusses the roles and responsibilities of sales executives at different levels within an organization. It outlines that sales executives make short-term plans to carry out decisions and ensure others do so as well. They require experience and knowledge of the company, goals, and products. The responsibilities of sales managers include establishing sales goals and programs, organizing the sales force, recruiting and managing sales personnel, and communicating with other departments. District sales managers oversee sales personnel in their districts and report to sales managers. Effective sales executives balance operating functions like managing the sales force with planning functions and adapt their roles based on company size and products.
The document discusses different types of sales organizational structures including:
1. Lines sales organization, line and staff sales organization, and functional type of sales organization.
2. It also discusses different schemes for dividing the line authority in sales organizations such as geographic division, product division, customer division, and marketing channel division.
3. The purposes of setting up a sales organization are to develop specialists, ensure all necessary activities are performed, achieve coordination, define authority, and economize on execution time.
This document provides an overview of sales management. It discusses that sales management involves effective planning, controlling, budgeting and leadership to achieve sales goals. The key aspects of sales management include sales planning, sales reporting, and sales processes. Sales planning involves identifying target markets and devising strategies. Sales reporting checks the effectiveness of strategies and evaluates performance. The sales process outlines the steps sales representatives should follow from initial contact to after-sales service. Emerging trends impacting sales management are the increasing global perspective, technological revolution, and focus on customer relationship management.
The document discusses emerging trends in sales management that are important for sales managers to understand in a changing market environment. These trends include: going global to sell products and services internationally; adopting new technologies like digital marketing and customer relationship management tools; managing a more diverse salesforce with varied demographics; using a team selling approach to build long-term customer relationships; managing multiple marketing channels effectively; and addressing ethical and social responsibilities of sales managers and salespeople.
Sales organization is a part of the total organization which is given the responsibility of selling of products manufactured by a company
It is another organization within the larger organization which is given the responsibility of selling function
It involves people working together for attaining the sales objectives of the company
It is concerned with planning, organizing, leading and controlling the activities of the sales force
Sales organisation sales force management(2)Gurjit
The document discusses organizing and staffing a salesforce. It covers different types of sales organizations including line, line and staff, functional, and horizontal organizations. It also discusses specialization within sales organizations based on geography, products, markets, and combinations. The size of the salesforce can be determined using workload, sales potential, and incremental methods. Staffing the salesforce is a multi-stage process involving planning, recruiting, selecting, hiring, and socializing. Planning involves determining needs, job analysis and descriptions. Recruiting sources can be internal or external. Selection tools include screening, interviews, testing, and reference checks.
Sales management involves planning, organizing, leading and controlling a sales force to achieve marketing goals. It includes defining goals, determining required activities, implementing compensation plans, providing training, establishing monitoring systems, and measuring results. Personal selling is an important element of sales management where a salesperson uses a direct, face-to-face approach to communicate with customers to influence their purchasing decisions.
Riskpro is an organization providing risk management consulting services across India through offices in major cities. It is managed by experienced professionals with over 200 years of cumulative experience. Riskpro aims to provide integrated risk management solutions to mid-large sized companies and be the preferred provider of governance, risk, and compliance solutions. It offers quality advisory services at competitive prices compared to large consulting firms. Riskpro's focus is on risk management and it has expertise across various industries and capabilities to take on large, complex projects.
1. The document discusses sales management, including defining it as the management of a firm's sales operations. It covers the objectives of sales management such as growing revenue, setting sales volumes, and improving production.
2. Sales forecasting methods are explained, including qualitative methods like expert opinion and quantitative methods like time series analysis. Sales planning and control involves setting goals, analyzing the current situation, preparing action plans, and setting performance metrics.
3. The document provides an overview of key concepts in sales management, forecasting, and planning, outlining definitions, objectives, methods, and the sales planning and control process in 3 sentences or less.
A sales audit is a comprehensive evaluation of a company's sales management processes and effectiveness. It assesses whether the sales management process is adequate, identifies areas for improvement, and recommends changes. The audit evaluates manpower, market conditions, sales procedures, customer service, and other components. It is conducted by an outside party and provides benefits such as identifying and correcting potential problems, despite being time-consuming and expensive.
The document provides information about marketing planning, organization, and audit. It discusses the meaning and components of a marketing plan including objectives, steps, and advantages/limitations. It also describes factors that influence marketing organization structure and common types of structures like line and staff, functional, product-based, customer-based, and matrix. Finally, it defines marketing audit and outlines its key components including analyzing the marketing environment, strategies, organization, systems, productivity, and functions. The goal of a marketing audit is to evaluate marketing performance and identify opportunities for improvement.
This document provides an overview of sales management, including defining it as planning, directing, and controlling personal selling efforts. It discusses the nature and importance of sales management in achieving organizational goals through relationships between buyers and sellers. The document also outlines the key functions of sales managers as planning, staffing, training, leading, and controlling, and how the skills required vary from conceptual to technical depending on the management level. Finally, it addresses the experience of being promoted from salesperson to sales manager.
This document provides an overview and outline of a lecture on sales and sales management. The key points are:
1. It introduces the role of professional salespeople and how they create value for companies through customer relationships and gathering market information.
2. The outline discusses different sales strategies for managing customer relationships, organizing a sales force, directing sales teams, and evaluating performance.
3. It describes evaluating sales representatives based on their competence in sales skills and product knowledge, as well as their motivation and opportunities within the company.
Personal selling refers to direct face-to-face communication between sellers and prospective buyers with the goal of making sales. It involves finding potential buyers, convincing them to purchase through demonstrations and presentations, and providing customer service. There are different types of salespeople, including order getters who increase sales to new and current customers, order takers who process purchase orders for current customers, and support personnel who locate prospects and provide after-sales service. The selling process involves several steps like prospecting, presenting to the customer, addressing objections, and following up after the sale.
The Field of Sales Force Management -Chapter (1) by Omar KottaOmar Kotta
For all FCES-IANS students management of a sales force course .
you will find a simply notes with Arab Franco , to help you to understand the chapter easily .
Sales management involves planning, directing, and controlling the personal selling activities of an organization. This includes recruiting, selecting, training, motivating, and evaluating salespeople. The objectives are to integrate personal selling with other marketing activities and develop relationships with customers. Sales management responsibilities vary and can include delivering products, taking orders, providing technical support, or creating new demand. Effective sales management requires analyzing market potential, formulating sales objectives, recruiting and selecting salespeople, developing training programs, and conducting sales training.
Marketing management and sales force managementKrishna Kanth
This presentation discusses key concepts in marketing management including needs, wants, demands, markets, and the evolution of marketing concepts from production to societal marketing. It also summarizes sales force management topics like recruiting, selecting, training, supervising, and evaluating salespeople. The presentation provides an overview of fundamental marketing and sales force management principles.
This document discusses personal selling and sales management. It covers key topics like the importance of personal selling, the selling process, factors affecting personal selling, designing and recruiting sales personnel, training and motivating sales personnel, theories of personal selling including AIDAS and behavioral equation, and the role and skills of effective sales executives. The roles of sales manager and district sales manager are also outlined.
The document discusses various methods of sales force compensation. It describes straight salary method, commission method, salary plus commission method, bonus method, fringe benefits, and additional task method. The key advantages and disadvantages of each method are provided. It concludes that the salary plus commission method is generally considered the best approach as it guarantees minimum remuneration while also providing incentives for higher performance.
Sales & distribution management by Govind Kumarmyslidegk
The document discusses various aspects of sales management and personal selling. It covers topics like the importance of personal sales, sales management responsibilities, sales planning, recruitment, reporting, roles of sales managers, salesmanship, sales goals, SPIN selling model, transactional selling process, market demand analysis, and identifying product niches. The key points are that sales management involves coordinating resources to achieve sales goals, and sales managers are responsible for planning, budgeting, recruiting staff, and ensuring targets are met.
Chapter 2 strategic sales force managementLo-Ann Placido
The document discusses strategic sales force management. It covers integrating marketing and sales functions, with sales providing market intelligence and marketing providing sales tools. Strategic planning involves setting objectives, strategies, and tactics at the company, marketing, and sales force levels. As marketing strategies are developed, corresponding sales force strategies and tactics are determined. Relationship marketing and multiple sales channels/relationships are also discussed.
The document describes Campbell's Soup's old and new sales organization structures. Campbell's originally organized its sales force by product division, with separate vice presidents and managers for canned foods, frozen foods, etc. It has now reorganized into a regional structure, with general managers overseeing regional managers, supervisors, and sales reps in specific geographic areas.
The document also discusses various considerations for structuring a sales force. It may be organized geographically by territory, by product, or by type of customer. Using outside agents can be more cost-effective than an internal sales force, depending on sales volume. Organizing key accounts separately with dedicated resources is also discussed.
The document discusses the roles and responsibilities of sales executives at different levels within an organization. It outlines that sales executives make short-term plans to carry out decisions and ensure others do so as well. They require experience and knowledge of the company, goals, and products. The responsibilities of sales managers include establishing sales goals and programs, organizing the sales force, recruiting and managing sales personnel, and communicating with other departments. District sales managers oversee sales personnel in their districts and report to sales managers. Effective sales executives balance operating functions like managing the sales force with planning functions and adapt their roles based on company size and products.
The document discusses different types of sales organizational structures including:
1. Lines sales organization, line and staff sales organization, and functional type of sales organization.
2. It also discusses different schemes for dividing the line authority in sales organizations such as geographic division, product division, customer division, and marketing channel division.
3. The purposes of setting up a sales organization are to develop specialists, ensure all necessary activities are performed, achieve coordination, define authority, and economize on execution time.
This document provides an overview of sales management. It discusses that sales management involves effective planning, controlling, budgeting and leadership to achieve sales goals. The key aspects of sales management include sales planning, sales reporting, and sales processes. Sales planning involves identifying target markets and devising strategies. Sales reporting checks the effectiveness of strategies and evaluates performance. The sales process outlines the steps sales representatives should follow from initial contact to after-sales service. Emerging trends impacting sales management are the increasing global perspective, technological revolution, and focus on customer relationship management.
The document discusses emerging trends in sales management that are important for sales managers to understand in a changing market environment. These trends include: going global to sell products and services internationally; adopting new technologies like digital marketing and customer relationship management tools; managing a more diverse salesforce with varied demographics; using a team selling approach to build long-term customer relationships; managing multiple marketing channels effectively; and addressing ethical and social responsibilities of sales managers and salespeople.
Sales organization is a part of the total organization which is given the responsibility of selling of products manufactured by a company
It is another organization within the larger organization which is given the responsibility of selling function
It involves people working together for attaining the sales objectives of the company
It is concerned with planning, organizing, leading and controlling the activities of the sales force
Sales organisation sales force management(2)Gurjit
The document discusses organizing and staffing a salesforce. It covers different types of sales organizations including line, line and staff, functional, and horizontal organizations. It also discusses specialization within sales organizations based on geography, products, markets, and combinations. The size of the salesforce can be determined using workload, sales potential, and incremental methods. Staffing the salesforce is a multi-stage process involving planning, recruiting, selecting, hiring, and socializing. Planning involves determining needs, job analysis and descriptions. Recruiting sources can be internal or external. Selection tools include screening, interviews, testing, and reference checks.
Sales management involves planning, organizing, leading and controlling a sales force to achieve marketing goals. It includes defining goals, determining required activities, implementing compensation plans, providing training, establishing monitoring systems, and measuring results. Personal selling is an important element of sales management where a salesperson uses a direct, face-to-face approach to communicate with customers to influence their purchasing decisions.
Riskpro is an organization providing risk management consulting services across India through offices in major cities. It is managed by experienced professionals with over 200 years of cumulative experience. Riskpro aims to provide integrated risk management solutions to mid-large sized companies and be the preferred provider of governance, risk, and compliance solutions. It offers quality advisory services at competitive prices compared to large consulting firms. Riskpro's focus is on risk management and it has expertise across various industries and capabilities to take on large, complex projects.
1. The document discusses sales management, including defining it as the management of a firm's sales operations. It covers the objectives of sales management such as growing revenue, setting sales volumes, and improving production.
2. Sales forecasting methods are explained, including qualitative methods like expert opinion and quantitative methods like time series analysis. Sales planning and control involves setting goals, analyzing the current situation, preparing action plans, and setting performance metrics.
3. The document provides an overview of key concepts in sales management, forecasting, and planning, outlining definitions, objectives, methods, and the sales planning and control process in 3 sentences or less.
A sales audit is a comprehensive evaluation of a company's sales management processes and effectiveness. It assesses whether the sales management process is adequate, identifies areas for improvement, and recommends changes. The audit evaluates manpower, market conditions, sales procedures, customer service, and other components. It is conducted by an outside party and provides benefits such as identifying and correcting potential problems, despite being time-consuming and expensive.
The document provides information about marketing planning, organization, and audit. It discusses the meaning and components of a marketing plan including objectives, steps, and advantages/limitations. It also describes factors that influence marketing organization structure and common types of structures like line and staff, functional, product-based, customer-based, and matrix. Finally, it defines marketing audit and outlines its key components including analyzing the marketing environment, strategies, organization, systems, productivity, and functions. The goal of a marketing audit is to evaluate marketing performance and identify opportunities for improvement.
Riskpro is an organization of risk management firms in India that provides services such as risk advisory, consulting, training and human capital management solutions. It has over 200 years of cumulative experience among its professionals. The document discusses Riskpro's value proposition as a quality yet affordable alternative to large consulting firms. It also outlines Riskpro's presence across India and provides an overview of the sales and marketing audit process it uses to improve business performance.
Riskpro is an organization providing risk management consulting services across India through offices in major cities. It is managed by experienced professionals with over 200 years of cumulative experience. Riskpro aims to provide integrated risk management solutions to mid-large sized companies and be the preferred provider of governance, risk, and compliance solutions. It offers quality advisory services at competitive prices compared to large consulting firms. Riskpro's focus is on risk management and it has expertise across various industries and capabilities to take on large, complex projects.
Riskpro is an organization providing risk management consulting services across India through offices in major cities. It is managed by experienced professionals with over 200 years of cumulative experience. Riskpro aims to provide integrated risk management solutions to mid-large sized companies and be the preferred provider of governance, risk, and compliance solutions. It offers quality advisory services at affordable rates compared to large consulting firms. Riskpro's focus is on risk management and it has expertise across various industries and capabilities to take on large, complex projects.
Introduction to performing an assessment of your company's product management...CompellingPM
The Product Management and Product Marketing Roles are some of the most strategically important roles in an organization and when well executed, can help the organization consistently deliver products and services that are successful in the market and result in increased revenue, market share and profitability. But unfortunately, these are also some of the most misunderstood roles and too often are relegated to tactical duties and miss out on delivering the strategic value and impact that they could deliver to the organization.
How do you ensure that your Product Management & Product Marketing team is consistently delivering strategic value? How do you know if the structure and process you have in place are right for your organization? How do you know if your team is doing all of the critical activities they should be doing? How do you know if you have the right people in these roles?
The starting point is to do an Assessment of Your Product & Market Management Practices.
The document discusses the relationship between marketing and other business functions like operations, finance, and human resources. It explains that marketing must permeate all areas of a business and work closely with other departments. The marketing department needs cooperation from other functions to ensure customer needs are met. The document also provides details about the components of a marketing information system, including internal records, marketing intelligence, marketing research, and a marketing decision support system.
The document discusses the design and management of an effective sales force. It outlines key steps in designing a sales force structure including setting objectives, using salespeople strategically, and deciding on a structure based on company strategy. Common sales force structures include territorial, product, market, and complex structures. Managing salespeople effectively requires recruitment of the right candidates, training, supervision, motivation through compensation and quotas, and regular evaluation. Relationship building and negotiation skills are also important for salesforce success.
The document discusses the relationship between marketing and other business functions like operations, finance, and human resources. It explains that marketing must permeate all areas of a business and work closely with other departments. The marketing department needs cooperation from other functions to ensure customer needs are met. The document also provides details about the components of a marketing information system, including internal records, marketing intelligence, marketing research, and a marketing decision support system.
The document discusses various aspects of controlling marketing operations. It defines marketing control as monitoring marketing plans and adjusting as needed to achieve goals. There are four main steps to marketing control: 1) establishing performance standards, 2) measuring actual performance, 3) comparing performance to standards, and 4) taking corrective actions as needed. The document also outlines different types of marketing controls including annual plan control, profitability control, efficiency control, and strategic control, which involve analyzing sales, profits, expenses, financials, market share, and customer attitudes. Marketing audits provide in-depth analysis of a company's marketing environment, strategies, and activities to identify issues and improve performance.
The document outlines the key aspects of conducting a marketing audit, including:
1. The steps of a marketing audit involve identifying marketing channels, goals, gathering data, making comparisons, identifying issues, and creating an action plan.
2. There are different types of audits, including external environmental audits, internal environmental audits, and marketing strategy audits.
3. Tools like SWOT analysis and PEST analysis are used to evaluate the strengths, weaknesses, opportunities, threats, political, economic, social, and technological factors.
This document discusses key concepts in sales management. It defines a sale, relationship management, and sales management. Sales management involves planning, staffing, training, leading, and controlling resources to achieve sales goals effectively and efficiently. Components of sales management include sales planning, recruiting and selecting sales executives, training executives, evaluating performance, compensation plans, and handling executive exits. The document also discusses channel partners, which help market and sell a producer's products, and aspects of managing relationships with channel partners like alignment, appraisal of the situation, and developing a strategy.
Marketing control involves monitoring marketing plans, assessing results, and making adjustments to achieve goals. It includes establishing performance standards, measuring results, comparing to standards, and taking corrective actions. Marketing control helps ensure plans are on track, problems are identified and addressed, and marketing efforts are effective. It is a critical process for organizations to evaluate performance and make strategic decisions.
This document discusses sales force management. It defines sales management as planning, directing, and controlling selling personnel to achieve sales targets. Effective sales force management ensures a business has the appropriate salespeople to meet goals. Key aspects of sales management include deciding the size and type of sales force, organizing the sales department, designing sales territories, and recruiting and training salespeople. The sales management cycle involves analyzing markets, planning sales strategies, organizing the sales force, directing sales activities, and controlling performance.
1Running head SALES MANAGEMENT PROCESS2SALES MANAGEME.docxherminaprocter
This document outlines an individual assignment to carry out a statistical process control (SPC) procedure on a real-world business process. Students are instructed to:
1) Describe a business process they have chosen and explain why a particular critical-to-quality characteristic is important.
2) Select an appropriate SPC type, collect sample data for the critical characteristic, and represent the data in a table.
3) Calculate SPC parameters, construct control charts by plotting the sample data, and discuss the stability of the process based on the charts.
4) Offer process improvement recommendations to the owner based on the SPC investigation.
The assignment aims to provide students hands-on experience applying S
The document discusses the key concepts and steps of the marketing process. It begins by defining marketing as how companies create value for customers and build relationships to capture value in return. The 5 main steps of the marketing process are: 1) Understanding customer needs and wants, 2) Designing a customer-driven marketing strategy, 3) Constructing an integrated marketing plan, 4) Building profitable relationships, and 5) Capturing value from customers. Each step is then further explained, with a focus on understanding customer needs, developing a marketing strategy and mix, building relationships, and evaluating results to improve future efforts.
Introduction to e-commerce and its evolution, Globalization and the digital economy, Benefits and challenges of e-global business, Global market entry strategies, Digital transformation and its impact on global business, Evolution of online marketplaces and their role in e-global business, The role of technology and innovation in driving e-commerce growth, Regulatory and legal frameworks governing e-global business, The role of artificial intelligence (AI) and automation in e-global business, Digital entrepreneurship and the emergence of startups in the digital space, Cybersecurity challenges in e-global business and methods for protection, The impact of social media on global business and customer engagement.
Types of e-business models (B2C, B2B, C2C, etc.), E-marketplaces and online platforms- Digital marketing and customer relationship management- Payment systems and security in e-global business- Subscription-based business models and recurring revenue strategies- Influencer marketing and its effectiveness in e-commerce, Collaborative consumption and its impact on e-global business-Influencer selection and management strategies for effective digital marketing, Strategies for building and managing online communities to drive customer loyalty.
Supply chain management in a digital environment- Logistics and fulfilment in e-commerce- International trade and legal considerations- Cross-cultural management and customer service- Reverse logistics and managing returns in e-global business- Intellectual property rights and protection in digital transactions, Customer data privacy and compliance with data protection regulations- Cloud computing and its role in supporting scalable and flexible e- commerce operations- Supply chain sustainability and responsible sourcing in e-global business- Risk management in e-global business operations.
Developing an e-global business strategy- E-marketing and online advertising- Data analytics and business intelligence- Social media and online reputation management- Personalization and customization strategies in e-commerce- Competitive analysis and benchmarking in the digital marketplace- Personalization through machine learning and recommendation systems- Social commerce and the integration of e-commerce with social media platforms- Voice search optimization and its impact on e-commerce websites.
Mobile commerce and the rise of m-commerce, Artificial intelligence and machine learning in e-commerce, Blockchain technology and its applications, Ethical and sustainability issues in e-global business, Voice commerce and the impact of smart speakers on e-commerce- (VR) in enhancing online shopping experiences, Cryptocurrencies and their potential for transforming global Bus
PPT on how to chose electives in MBA-Final year, This information is very much help full for all those who are confused about selecting specializations in MBA-final year. It is applicable for the students of any university across the globe, It highlights the basis and criteria for selecting any one of the four electives offered by Osmania University -Hyderabad.
This PPT explains about four electives,
1. Criteria to chose HR as elective
2. Criteria to chose IT as elective
3. Criteria to chose Fin as elective
4. Criteria to chose Mkg as elective.
I am sure this PPT will provide quality information for all the students who are about to opt any electives in MBA-Final year. These PPT are not the only source of information to take the decision, the students must research on the domain areas also, regarding internship opportunities in the subject they are selecting, jobs in the market, starting salary range, work life balance, Local or non local jobs etc.
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1. Sales Management – MAM- VI-semester
UNIT-1
Sales Management
Sales management is the process of developing a sales force, coordinating sales operations,
and implementing sales techniques that allow a business to consistently hit, and even surpass,
its sales targets.
Sales research
The process of gathering, analyzing and interpreting information about a market, about a
product or service to be offered for sale in that market, and about the past, present and
potential customers for the product or service; research into the characteristics, spending
habits, location and needs of your business's target market, the industry as a whole, and the
particular competitors you face
Sales forecasting
It is defined as the process of estimating future sales. Accurate sales forecasts enable
companies to make informed business decisions and predict short-term and long-term
performance. Companies can base their forecasts on past sales data, industry-wide
comparisons, and economic trends.
2. Methods of sales forecasting
1. Jury of Executive Opinion. 2. Sales Force Opinion, 3. Test Marketing Result. 4.
Consumer’s Buying Plan, 5. Market Factor Analysis. 6. Expert Opinion, 7. Econometric
Model Building. 8. Past Sales (Historical Method), 9. Statistical Methods.
Sales planning
It is defined as a strategy that sets out sales targets and tactics for your business, and
identifies the steps you will take to meet your targets. A sales plan will help you: define a set
Sales Planning is a key function in the procedure of sales management process. Sales
planning is an effective method that involves sales forecasting, demand management, setting
profit-based sales targets, and the written execution steps of a sales plan. Sales Planning is the
process of organizing activities that are mandatory to achieve business goals. of sales targets
for your business. choose sales strategies that are suited to your target market
A sales planning that is commonly used in business strategic planning is the VMGS Model.
When your organization wants to achieve higher sales targets through their planning, then
they use this framework for reaching the desired objective.
The VMGS model is based on the observation that, when you want to create an effective
plan, you will need to follow several elements, which are −
• Vision
• Mission
• Goals and objectives
• Strategies and tactics
Performance Measurement [ of sales forces]
Performance refers to output results and their outcomes obtained from processes, products,
and services that permit evaluation and comparison relative to goals, standards, past results,
and other organisations. Performance can be expressed in non-financial and financial terms.
Measurement refers to numerical information that quantifies input, output, and performance
dimensions of processes, products, services, and the overall organisation (outcomes).
3. Performance measures might be simple (derived from one measurement) or composite.
Performance measurement is fundamental to organisational improvement. The importance of
performance measurement has increased with the realisation that to be successful in the long-
term requires meeting (and therefore measuring performance against) all stakeholders' needs
including customers, consumers, employees, suppliers, local community stakeholders, and
shareholders. While the importance of performance measurement is difficult to quantify it is
evident that in virtually all texts, research, and case studies on organisational improvement,
that performance measurement plays a central role. It is worth noting that performance
measurement is a requirement for benchmarking and business excellence
Sales organisation consists of human beings or persons working together for the effective
marketing of products manufactured by the firm or the products purchased for resale. Sales
organisation co-ordinates the efforts of members of a group to bring about a desirable result.
It provides an efficient, economic and flexible administrative set up to ensure timely
movement of products from the warehouse to the ultimate consumer. Thus it provides
satisfactory job to buyers and sellers.
A sales organisation performs the functions of planning, organizing and controlling
marketing and distribution of products. Sales organisation is a foundation for effective sales
planning and sales policies. Systematic execution of plans and policies and programmes of a
sales organisation control all the sales activities. As such it ensures maximum efficiency and
profitability without losing consumer service and satisfaction.
4. The following are the important functions of a sales organisation:
1. Analysis of markets thoroughly, including product and market research.
2. Adoption of a selfishly sound but defensible sales policy.
3. Accurate market or sales forecasting and planning the sales campaign, based on relevant
data.
4. Deciding about prices and terms of sales and pricing policies.
5. Packaging for the consumer wants a container which will satisfy his desire for attractive
appearance, keeping qualities, utility, and correct price and many other factors.
6. Branding the product.
7. Deciding the channels of distribution.
8. Selection, training and control of salesmen and fixing their remuneration.
9. Allocation of Territory and quota-setting.
10. Sales programmers and sales promotion activities.
11. Arranging for advertising and publicity.
12. Order preparation and office recording.
13. Preparation of customer’s record cards.
14. Scrutiny and recording of reports.
15. Study of statistical records and returns.
16. Maintenance of salesmen’s records.
5. Sales Budget
A sales budget estimates the sales in units as well as the estimated earnings from these sales.
Budgeting is important for any business. Without a budget companies can’t track process or
improve performance. The first step in creating a master company while budget is to create a
sales budget.
Characteristics of good salesmen
Passionate, Ingenious, Empathetic, Accountable, Well Prepared, Tareget oriented, team sprit,
appetite for more , excellent communications, convening ability, patience, Tech-Savvy,
Highly Engaged, Goal Oriented, Relationship Driven
Unit – III
Recruiting, Selection and Training of Sales force
The recruitment and selection of a sales force often is the key to success for an organization.
A successful sales team leads to profitability and future growth. Most organizations that hire
sales professionals use a very detailed, well-orchestrated process to ensure that the candidates
selected will meet or exceed targeted sales goals.
6. Recruitment (hiring) refers to the overall process of attracting, short listing, selecting and
appointing suitable candidates for jobs (either permanent or temporary) within an
organization
The main selection process steps are:
Receiving applications: after passing the preliminary interview the candidate is asked to fill
the standard application form. The application form generally consists the information about
the age, qualification, experience etc. of the candidate on the basis of which the interviewer
gets the idea about the candidate and this information also helps in formulating questions.
Screening of applications: after receiving the applications the screening committee screens
the applications. Only the candidates who qualify the criteria of the screening committee are
called for the interview. Usually the candidates selected for interview are four to six times
than the number of posts. Interview letter is sent to them or they are called telephonically.
Preliminary interview: the selection process generally starts with this step where the totally
unsuitable applicant is eliminated. Thus the organization is saved from the expenses of
processing the applicant through the remaining steps of selection
7. 4. Employment test: after getting the interview letter and before going to the interview there
is one more step and that is the employment tests. These tests are done to check the ability of
the candidate. These tests vary from organization to organization and change as per the need
of the particular job. these tests are intelligence tests, aptitude tests, trade tests, interest test,
personality tests etc. these tests must be designed properly otherwise they will not good
indicator of one knowledge.
5. Employment interview: the candidates who qualify the above tests are called for the
employment interview. This interview is done to get more information about the candidate, to
give him the actual picture of what is required from him, to check the communication skill of
the candidate etc. for senior position post; a panel is prepared who take the interview. At the
end of interview of each candidate the members of panel discuss about the candidate and give
him the grades.
Checking references: before selecting the employ the prospective employee generally look
out for the referees given by the candidate. To check about the candidate’s past record,
reputation, police record etc.
Physical examination: The organizations generally prefer medical examination to be
incurred of the person to avoid time and expenditure spend on the medically unfit person.
Sometimes the organization may ask the candidate to get them examined from the medical
expert.
8. Final selection: after all these steps the candidate is selected finally. He is appointed by
issuing appointment letter. Initially he is appointed on probation basis after finding his work
satisfactory he is appointed as permanent employee of the organization or otherwise he may
be terminated.
Sales Training
It involves the personal development of skills and techniques related to creating and
exploring new sales opportunities, as well as closing sales for an organization
Elements of training [ACMEE]
• Aim of the training
• Contents of training
• Methodology adopted for training
• Execution of training and
• Evaluation post training
Selection tools
9. Unit –IV
Areas of sales Training
A company knowledge base can function like a repository, containing critical information
for the daily functioning of your business, as well as its long-term success. It provides an
effective way to store important information regarding your customers, employees, products,
and services. It helps employees access important information to address customer service
issues, resolve problems, and gain insight for workforce collaboration.
Product knowledge is an essential sales skill. Understanding your products' features allows
you to present their benefits accurately and persuasively. Customers respond to enthusiastic
sales staff who are passionate about their products and eager to share the benefits with them
Successful salespeople need the additional edge of knowing the industry they are pitching to,
the person they are dealing with and how their product or service can benefit the individual
company to whom it is proposed. This requires knowledge of not only your own company but
your potential customer’s company.
Modern day salespeople realize it takes more than just strategy and training to succeed in the
field. It requires the four key aspects of the potential client’s business that is integral to
delivering an efficient sales pitch.
• Knowledge of the customer includes an understanding of their business and daily
aspects of their job. This is how you determine what aspects of your service to
promote as being able to solve your client’s problems.
• Knowledge of the industry involves knowing what the competition offers and the
market in general, and the role of your client’s company in the overall scheme.
• Knowledge of the product is more than just knowing what your client offers but the
various applications it has and how it is commonly used and how it can potential
serve your customer’s clients.
• Knowledge of your client’s company means you understand their message, strategy
and why their product is of value.
10. Sales Meeting / Sales conference.
A sales meeting is a gathering in which a product or service is being discussed, and the
benefits are outlined to the potential buyer. The sales meeting is not always a presentation
format; it can sometimes be an informal conversation, phone call or online interaction. The
parties involved have this meeting between the initial contact and final purchase, in order to
entice the customer.
A sales contest is a motivational program in which rewards are offered to sales people based
upon their sales and/or results. There are three types: Direct competition — the sales people
compete against each other and there is one winner. Team competition — there are teams
which are rewarded collectively for winning
Sales compensation is the combination of base salary, commission, and incentives that are
used to drive the performance of a sales organization. A sales compensation plan is the
individual plan for a sales representative within your sales organization, and it should be
designed with specific concepts and components in mind, based on their role within the sales
cycle, types of sales engagements, seniority, and more. Different sales team roles will require
plans that are unique to each rep. Sales compensation management is the method of
overseeing plans and ensuring components drive performance aligned with organizational
goals.
11. Non-monetary compensation
It include benefits, flex-time, time off, free or discounted parking, gym membership
discounts, retirement matching, mentoring programs, tuition assistance, and childcare. A
benefits plan is designed to address a specific need and is often provided in a non-cash form.
Compensation package
A compensation package is the combination of salary and fringe benefits an employer
provides to an employee. When evaluating competing job offers, a job-seeker should consider
the total package and not just salary. There is almost an unlimited number of potential
benefits packages offered by employers.
Sales force evaluation is the comparison of sales force objectives with results. A model of
the evaluation process is shown in Figure 17.1. It begins with the setting of sales force
objectives which may be financial, such as sales revenues, profits and expenses; market-
orientated, such as market share; or customer-based such as customer satisfaction and service
levels. Then, the sales strategy must be decided to show how the objectives are to be
achieved. Next, performance standards should be set for the overall company, regions,
12. products, salespeople and accounts. Results are then measured and compared with
performance standards, the following are the methods used for evaluation of sales force
Sales force control
Sales force control involves measuring sales force performance, comparing it with standards,
detecting deviations and causes, and, if necessary, taking corrective actions so that
performance takes place as per plan.
• Sales force controlling process involves four steps:
• Setting Sales Force Standards
• Measuring Actual Sales Force Performance
• Comparing Actual Performance with Standards
13. Unit – V
According to Prof Stephenson, “Salesmanship refers to conscious efforts on the part of the
seller to induce a prospective buyer to purchase something that he had not really decided to
buy, even if he had thought of it favourably. It consists of persuading people to buy what you
have for sale in making them want it, in helping to make up their minds
Thus, salesmanship is the process of persuading a person to buy goods or services. It does not
mean that salesmanship is applied only to personal selling; it can also be applied to
advertising- printed salesmanship. Salesmanship in its broader meaning, includes all types of
persuasion means, by a seller, viz., advertising, personal selling and other methods.
Characteristics of a good salesman:
• The principal duty is to make sales of products or services.
• He has to do the assigned duty (travelling).
• He has to make collection of bills relating to sale.
• He has to make report-Sales made, Calls made, Services rendered, customers lost,
competition and any other matters, relating to firm.
• All complainants must be satisfied peacefully.
• He has to attend sales meetings.
• A salesman with his experience must supply information in order to solve problems
relating to product or the firm.
• He must maintain a good relation with the customers.
• He must assist the customers to make good selection.
• He must develop a goodwill for the firm and the products.
• He must have cooperative habits
14. • Establishing good relationship with a variety of people.
• Learning quickly and adapting smoothly.
• Planning ahead and efficiently managing his time and efforts.
• Working hard to achieve his goals, dedicating himself to provide long-term service,
rather than having a get-rich-quick attitude.
• Communicating clearly both in speech and in writing.
• Thinking analytically and learning to break problems down to their basic components.
• Producing constantly both in quality and quantity rather than performing erratically.
• Persisting steadily his goal and not giving up easily.
• Possessing and living up to high moral characteristics that enable people to admire,,
respect and trust him.
Prospecting
Prospecting is the first step in the sales process, which consists of identifying potential
customers, aka prospects. The goal of prospecting is to develop a database of likely
customers and then systematically communicate with them in the hopes of converting them
from potential customer to current customer.
To make contact with sales suspects – buyers who may or may not be potential customers for
your business – there are a number of popular tools and tactics you can use, including:
• Phone calls – designed to initiate a discussion with the individual who answers the
phone
• Automated voicemail messages – designed to try and persuade the listener to take
action to get more information, such as by visiting a website or making a phone call
• Email – designed to share information and entice the recipient to take an action that
will identify them as a prospect
15. • Direct mail – sent in the mail as flyers, postcards, or catalogs, for example, designed
to share information that may entice you to consider buying
Sales Lead'
A sales lead is the identification data gathered from a prospective buyer of a product or
service. Businesses gain access to sales leads through advertising, trade shows, direct
mailings, third-parties, and other marketing efforts. A sales lead is not a sales prospect
because further qualification of the new client possibility is necessary to determine their
intent and interest
Sales presentation.
Making a sales presentation isn't something you do on the fly. Always use a written
presentation. The basic structure of any sales presentation includes five key points: Build
rapport with your prospect, introduce the business topic, ask questions to better understand
your prospect's needs, summarize your key selling points, and close the sale. Think about the
three major selling points of your product or service. Develop leading questions to probe your
customer's reactions and needs.
Sales call
16. Usually pre-arranged and face-to-face meeting between a salesperson and a customer or
prospect for the purpose of generating a sale
Types of Sales Calls
• Cold Call: An unsolicited visit or phone call made by someone trying to sell goods or
services. ...
• Warm Call: Contact with a prospect through an introduction at a business event or
from a referral. ...
• Sales Appointment: A set time the prospect and salesperson agree upon to discuss the
prospect's needs.
•
Effective selling technique
There is a real art to selling, as any salesperson probably knows. You walk a fine line
between alienating the customer and making them feel comfortable. ... Developing a solid
and proven technique is a big part of learning how to sell efficiently. Here are five selling
techniques every salesperson should master
• Listen to the emotional side of your prospect or client:
Focus on your prospect or client's needs:
We've talked about it before, but it's worth mentioning again. You may be
• Use language that focuses on your prospect or client:
Help your prospect see the bottom line:.
• Find out your prospect's priorities:
Know your prospect:
Focus on why they should buy - not their objections:
• Sell the benefits - not the product
• Never rush the sale or the customer, Focus on your client's success
Relationship marketing is a strategy designed to foster customer loyalty, interaction and
long-term engagement. It is designed to develop strong connections with customers by
17. providing them with information directly suited to their needs and interests and by promoting
open communication
Goals of Relationship Marketing
• Identify the customers who spend above average. Find out whether they are loyal to
the company, if not find out ways to keep them with the company. The company
should try to continuously lure them to buy its product, even by offering loyalty
discounts.
• Loyal customers can be even better customers if they buy more products and services
from the company over time. Loyal customers not only provide a solid base for the
organization; they may represent growth potential too.
• Find out the group of new customers, which hold better promise than the others do.
One way of doing so is to tap the customers who are buying the company’s product
not in response to a price discount. Then the company should try to nurture such
customers by finding out why they bought the product and by trying to strive to give
the customer whatever they look from it.
• As customers move from one life cycle stage from another, needs evolve, buying
pattern fluctuates and product choices shift. A smart and live relationship company
should recognize such change of needs and wants, and should gear itself up to suit the
advantage. Failure to do so might result in drifting of the customer.
Tools and tactics for Relationship Marketing
1. Networking
Networking, online and off, can be a powerful relationship marketing technique.
2. Cherish Each Customer
Make sure that every interaction you have with your customers shows them that they are
valued.
3. Listen to Your Customers
18. Listen to your customers, Even listening and responding to compliments can be beneficial.
People love knowing they’ve been heard.
4. Build a Brand Identity
A memorable brand will make it easy for customers to find you and your product
5. Give Your Customers Free Information
Give them answers! Identify the topics and interests your customers have!
6. Loyalty Rewards
if you want to truly succeed at relationship marketing, and you should, you need to expand
beyond the traditional types of programs. People love getting stuff and people love being
recognized. Combine the two along with something else
7. Communicate Often
Relationships marketing is truly based on communication.
8. Special Events
Holding a special event for your existing or prospective customers is a great way to build
relationships.
Common personal selling tools and techniques include the following:
• Sales presentations: in-person or virtual presentations to inform prospective
customers about a product, service, or organization
• Conversations: relationship-building dialogue with prospective buyers for the
purposes of influencing or making sales
• Demonstrations: demonstrating how a product or service works and the benefits it
offers, highlighting advantageous features and how the offering solves problems the
customer encounters
19. • Addressing objections: identifying and addressing the concerns of prospective
customers, to remove any perceived obstacles to making a purchase
• Field selling: sales calls by a sales representative to connect with target customers in
person or via phone
• Retail selling: in-store assistance from a sales clerk to help customers find, select, and
purchase products that meet their needs
• Door-to-door selling: offering products for sale by going door-to-door in a
neighborhood
• Consultative selling: consultation with a prospective customer, where a sales
representative (or consultant) learns about the problems the customer wants to solve
and recommends solutions to the customer’s particular problem
• Reference selling: using satisfied customers and their positive experiences to
convince target customers to purchase a product or service
The value-added selling technique is defined as selling a product by including incentives or
other perks
Value added selling is one of several sales techniques that relies on building on the inherent
value of a product or service. By its nature the value add technique is a more flexible and
customized selling approach that requires input from a defined range of average customers.
This customer feedback helps sales and marketing professionals to outline value propositions
that are likely to benefit the largest number of customers.