1. SELLING AND SALES MANGEMENT
Chapter One The Field of Sales Force Management

2. Sales Management : Sales management is a business discipline which is focused on the practical application of sales techniques and the management of a firm's sales operations. It is an important business function as net sales through the sale of products and services and resulting profit drive most commercial business. These are also typically the goals and performance indicators of sales management
Also known as Sales force Management and maybe also defined as the management of the personal selling component of an organization's marketing program.

3. Personal Selling: persuasive communication between a representative of the company and one or more prospective customers, designed to influence the person's or group's purchase decision.
A personal presentation by the company’s sales force for the purpose of making sales and building customer relationship

4. The world of professional selling is changing dramatically.
THE CHANGE..?
The world of professional selling is changing dramatically.
Much of this change is driven by shifts in the way customers , particularly business customers, buy products.
Important changes:
Customers have become more sophisticated and demanding
Customers want solutions rather than products
Companies are using fewer suppliers
Purchases being made from foreign suppliers
Rapid transfer of technology
Large accounts require more sophisticated selling
With less product differentiation and greater customer and competitive pressures, the selling task will become increasingly difficult and more complex.
Smaller, less profitable accounts will often be served through low cost channels of distribution n communication eg telemarketing, direct mktg. , e-mktg.

5. We now understand ‘The Changes’, now what?
The ‘KEY’ to success is that:
The sales force must be able to identify and develop relationships with the high profit potential accounts.
Successful companies will distinguish themselves by the relationships they develop with their clients/ customers
What does all this lead us to?
This means that managing the sales force becomes more important to the ultimate success of most companies.
Sales management will be primarily responsible for what happens when salesperson or selling team meets the customer.

6. Along with changes in their approach to customers, sales people will change themselves.
They will have more in depth customer knowledge and more sophisticated selling and service skills.
As a result, salespeople will be highly paid, more highly trained, and more skilled professionals.

7. Figure 1.1 Characteristics of modern selling

8. Modern sales approaches:
The shifts in the way customers buy in 21st century entails that sales function takes on a new robe and a novel sales approach.
Some of the modern sales approaches include:
Partnering
Relationship selling
Team selling
Value added selling
Consultative selling

9. Personal selling in the Marketing Mix
Under the marketing concept, marketing research assumes the task of identifying customer needs and problems, while the firm’s marketing mix is used to deliver the solutions.
The marketing mix is the set of strategies that a company utilizes to implement its marketing plan and pursue its marketing objectives.
In line with the changes in the markets and marketing strategies, salespeople n sales managers are being asked to play a significant role in each component of the marketing mix.

10. The role of personal selling in product strategy: earlier limited input into product development decisions; but under marketing concept, sales personnel help specify desirable product features n benefits during product development phase.
The role of personal selling in pricing strategy: they can ascertain competitive pricing and gauge market reaction to alternative price levels; advise senior management in pricing decisions; or granted some discretion in adjusting prices to market conditions.
The role of personal selling in distribution strategy: be it direct, in which its the salesperson calling on ultimate customer, or indirect distribution, where salesperson works closely with intermediaries.
The role of personal selling in promotion strategy: the presentation of informative and persuasive messages to the firm’s target market in an attempt to stimulate sales. Thus paving the way for the salesforce to sell the firm’s offerings.

11. Fig 2. Types of sales job

12. Selected activities of a Salesperson
Generate Sales
Pre call planning
Prospecting
Make sales presentations
Overcome objections
Closing sales
Arranging delivery
Entertain
Arrange credit/finance
Collect payment
Participate in trade shows
Provide Service
Provide mgt./ technical consulting
Oversee installation & repair
Check inventory levels
Oversee product testing
Train mktg. intermediaries
Territory Management
Gather info.
Assist sales managers
Develop strategies/
forecasts & budgets
Professional development
Participate in:
Sales meetings
Professional associations
Training programs
Company service
Train new sales people
Perform civic duties

13. Fig. 3. Sales Management responsibilities
Strategic Planning
Organizing
Assimilation
Selection/
Recruiting/
Training & development
Motivation &
Supervision
Performance Evaluation
Communication Coordination Integration
Fig. 3. Sales Management responsibilities

14. Field Sales Manager’s Activities
Analyze: the conditions of the selling situation
Review individual sales records n performance of salesperson
Assess specific market trends n conditions
Note relevant environmental factors n trends
Plan: short run & long run
Establish sales objectives n develop strategies n procedures to attain these objectives
Transmit objectives, strategies n procedures to salesperson
Organize: sales team to achieve the objectives
Break the selling tasks n supporting activities into operational jobs
Create specific job descriptions for these tasks n activities
Direct: the operations of the sales team
Issue directions n delegate authority in order to get people do things
Motivate people (incentives), Train them and lead them.
Assure quality work and ethical behavior in conduct of business.
Evaluate: sales performance
Create performance standards n measurement techniques
Analyze performance against standards
Take indicated remedial actions.

15. Crucial traits of a Sales manager
Motivation – enthusiasm toward all major tasks with no strong aversion to any required tasks.
Human relationship skills
High energy levels
Ambition – strong personal desire to achieve n advance
Persuasiveness – interest in persuasive involvement rather than tendency to bully.
Behavioral flexibility
Intellectual ability
Personal impact – charisma

16. Relationship oriented
Transaction oriented
Get new accounts
Get the order
Cut the price to get the sale
Manage all accounts to maximize short term sale.
Sell to anyone
Relationship oriented
Retain existing ones
Become the preferred supplier
Price for profit
Manage each account for long term profit
Concentrate on high profit potential accounts
Difference between Transaction – oriented selling and relationship – oriented selling

17. Important Questions
Explain how changes in purchasing patterns have changed the nature of the selling task?
How does relationship oriented selling differ from transaction oriented selling?
What activities a sales manager usually perform?
Write down the general activities a salesperson has to perform?