chapter 1 introduction to sales management.ppt

7/17/2019 Chapter 1 Introduction to Sales Management.ppt

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Copyright 2001 by Harcourt, Inc. All rights reserved.

PART I

INTRODUCTION TOSALES MANAGEMENT


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CHAPTER1

SALES MANAGEMENT:

ITS NATURE, REWARDS, AND

RESPONSIBILITIES


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Provide you with an overview o a sales !anager"s

#ob.

Introduce you to the various types o sales !anagersand the s$ills re%uired o the!.

&iscuss what a new !anager e'periences when

pro!oted ro! a sales #ob.

()A*+I+ -/)CI)

A career in sales !anage!ent is e'citing and uni%ue andprovides nu!erous opportunities. his chapter will do

the ollowing3


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4HA I A()5A+A)5)+6

Sales management is the attainment of sales force

goals in an effective and efficient manner through:

7Planning

7Staffing

7Training

7Leading

7Controlling organizational resources


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8I9*) 1.1 H) A() 5A+A)5)+ P*-C)

ales 5anage!ent 8unctions


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P(A++I+

he conscious, syste!ic process o !a$ing

decisions about goals and activities that an

individual, group, wor$ unit, or organi:ation willpursue in the uture and the use o resources

needed to attain the!.


7/29Copyright 2001 by Harcourt, Inc. All rights reserved.

8I9*) 1.1 H) A() 5A+A)5)+ P*-C)




A88I+

Activities underta$en to attract, develop, and

!aintain eective sales personnel within an

organi:ation.



8I9*) 1.1 H) A() 5A+A)5)+ P*-C)




A()*AI+I+

he eort put orth by an e!ployer to provide the

salesperson #ob;related culture, s$ills, $nowledge,

and attitudes that result in i!proved peror!ance

in the selling environ!ent.



8I9*) 1.1 H) A() 5A+A)5)+ P*-C)




()A&I+

he ability to inluence other people toward

the attain!ent o ob#ectives.



8I9*) 1.1 H) A() 5A+A)5)+ P*-C)




C-+*-((I+

5onitoring sales personnel"s activities,

deter!ining whether the organi:ation is on target

toward its goals, and !a$ing corrections as

necessary.



8I9*) 1.1 H) A() 5A+A)5)+ P*-C)




ales 5anage!ent is the attain!ent o

sales goals in an ethical, eicient, and

eective !anner.AI-+

)?)*+A( )+I*-+5)+



-rgani:ation is a social syste! that is goal

directed and has a deliberated structure.

ocial !eans being !ade up o two or !ore

people.

&eliberated structure !eans the tas$s are divided,and the responsibility or their peror!ance is

assigned to organi:ation !e!bers.

oal directed !eans an organi:ation is designed

to achieve so!e outco!e.



-rgani:ational eectiveness is the degree to which

the organi:ation achieves a stated ob#ective.

-rgani:ational eiciency reers to the a!ount o

resources used to achieve an organi:ational goal.

5A/-* PA* -8 A+

-*A+I>AI-+A( =)5

8I9*) 1 @ A() ()A&)* ())( I+ H) -*A+I>AI-+A( HI)*A*CH=



T o p S a le s L e a d e r s( S t r a t e g i c )

F i r s t - L i n eS a l e s L e a d e r s( O p e r a t i o n a l )

M i d d l e S a l e s L e a d e r s

( T a c t i c a l )

8I9*) 1.@ A() ()A&)* ())( I+ H) -*A+I>AI-+A( HI)*A*CH=

*egional ales (eader

C)-

President

ice President o 5ar$eting

+ational ales (eader

>one ales (eader

&istrict ales (eader

Assistant &istrict ales (eader

+on!anagerial alespeople

ales rainee alesperson ey Account

FIGURE 1 4 PERCENTAGE OF TIME SPENT ON FUNCTIONAL ACTIVITIES



P l a n n i n g3 5 %

S t a f i n g1 0 %

T r a i n -i n g5 %

L e a d i n g3 0 %

C o n t r o l l i n g 0 %

P l a n n i n g ! %

T r a i n i n g1 0 %

L e a d i n g3 0 %

C o n t r o l l i n g %

S t a f i n g1 0 %

P l a n n i n g1 5 %

T r a i n i n g 5 %

L e a d i n g 5 %

C o n t r o l l i n g1 5 %

S t a f i n g 0 %

FIGURE 1.4 PERCENTAGE OF TIME SPENT ON FUNCTIONAL ACTIVITIES

BY ORGANIZATIONAL LEVEL

op 5anagers

5iddle 5anagers

8irst;(ine 5anagers

FIGURE 1 5 A SALES PERSONNEL CAREER PATH


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Copyright 2001 by Harcourt, Inc. All rights reserved.ales rainee

alesperson

ey Account alesperson

&istrict ales 5anager

*egional ales 5anager

>one ales 5anager

+ational ales 5gr.

ice President o 5ar$eting

President

FIGURE 1.5 A SALES PERSONNEL CAREER PATH


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A() 5A+A)5)+ I((

1. C-+C)P9A( A+&&)CII-+I((

*eer to the cognitive ability to see the organi:ation as awhole and the relationships a!ong its parts.

2. P)-P() I((

Involve the ability to wor$ with and through other people andto wor$ eectively as a group !e!ber.

@. )CH+ICA( I((

he ability to peror! a speciali:ed tas$ that involves a certain!ethod or process.


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P*-5-I-+ 8*-5 A()P)*-+- A() 5A+A)*

Changes that occur when a person beco!es a new

!anager3

1. Perspectives change

2. oals change

@. *esponsibilities change

B. atisaction changes

. /ob s$ill re%uire!ents change

D. *elationships change


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8I9*) 1.D *)(AI-+HIP -8 C-+C)P9A( A+& &)CII-+, P)-P(), A+& )CH+ICA(

I(( - A() ()A&)* ())(

T o p S a le s L e a d e r s

M i d d l e S a l e s L e a d e r s

F i r s t - L i n e S a l e s L e a d e r s

" o n # a n a g e r i a l S a le s p e o p l e

C o n c e p t $ a l a n d

e c i s i o n S & i l l s

P e o p l e S & i l l s T e c ' n i c a l S & i l l s


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H) P*-5-I-+ )?P)*I)+C)

Phase -ne E I!!obili:ation

Phase wo E 5ini!i:ation or &enial o Change

Phase hree E &epression

Phase 8our E Acceptance o *eality

Phase 8ive E esting

Phase i' E earching or 5eanings

Phase even E Internali:ation


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P*-()5+)4 5A+A)* )?P)*I)+C)

7(ac$ o preparation or the #ob.

7)'pected to step into the #ob and

i!!ediately unction eectively.

7-ten lac$s an i!!ediate peer group.


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5AI+ A 9CC)89( *A+II-+ -5A+A)5)+

7Have a learning attitude E a

willingness to learn, change, adapt,

and see$ help when needed.

7Having realistic e'pectations.

7(eave the old #ob behind.


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H)--5(I+)

$illed sales !anagers are the $ey to a successul organi:ation.

ales !anagers have ive unctions that, when co!bined, can

allow the! to achieve the goals desired by higher levels o!anage!ent.

he various types o sales !anagers can be bro$en down into the

categories o vertical and hori:ontal.

5ost corporations hire a person who cannot only sell but who

also shows the potential to one day beco!e a sales !anager.

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