1. SALES MANAGEMENT The basic function and role of selling is to generate sales and earn revenue for the organisation. Modern selling approach involves : Maintaining good customer relationship Managing profitability Managing customer complaints/ grievances Building brand equity Sales Management is the marketing management activity dealing with planning, organising, directing and controlling the personal selling efforts. Sales Management translates the marketing plan into marketing performance. It is the muscle behind marketing management.

2. SALES MANAGEMENT Sales V/s Marketing Sales DivisionMarketing Division Forecasts potential sales volumes and prices incorporating marketing and promotional activities for existing and new products Analyses user/ consumer needs in relation to market opportunities for new and existing products, their attributes and benefits Develops sales force organisation and structure to achieve the planned forecasts and implement strategies Develops marketing strategies and programmes, including advertising and promotional activity Converts division plans and forecasts into specific sales targets, programmes and tactics for subordinate personnel Conducts and commissions market research into aspects of existing and new products, incl. test marketing

3. SALES MANAGEMENT Sales V/s Marketing Sales DivisionMarketing Division Emphasis is more on the productEmphasis is on the consumer needs and wants Management is sales volume orientedManagement is profit oriented Planning is short-run, focusing on existing products and markets Planning is long-run, looks at future markets and growth Views business as a goods- producing process Views business as a consumer satisfying process Emphasis is on optimum utilisation of existing technology and reducing costs Emphasis is on innovation, better value to customer thru superior technology

4. SALES MANAGEMENT FactoryProduct Sales & Promotion Profits thru sales volumes Market Customer Needs Coordinated Marketing Profits thru Customer satisfaction Selling Concept Marketing Concept Starting Point FocusMeansEnds

5. SALES MANAGEMENT Tasks involved in Sales Management : Determine and achieve the firm’s personal selling objectives Formulate sales policies Structuring the sales force Deciding the size of the sales force Designing sales territories Sales forecasts and sales budgets Fix sales quotas/ targets for individual sales territories/ salesmen Creating and managing the sales force Contd….

6. SALES MANAGEMENT Tasks involved in Sales Management : - Contd. Managing the Marketing channels Ensuring growth and develop new accounts Sales communication & Reporting Sales coordination and control Build the sales organisation Assist the marketing management in product mix, pricing, distribution, advertising and sales promotion Create and maintain the right image for the company and its products

7. SALES MANAGEMENT Formulating Sales Policies : PRODUCT : Deciding the product line Whether product design or quality need to be modified Models, types/ size/ colour/ packing to be sold How product service is to be provided Kind of product guarantee are to be given DISTRIBUTION : Channel design and types Channel remuneration, motivation & training Channel-principal relations Channel Costs

8. SALES MANAGEMENT Formulating Sales Policies : PRICING : Whether prices should match competition or be below / above competition Pricing method for each class of customer / order Discounts and rebates Terms of delivery and terms of payment

9. SALES MANAGEMENT Personal Selling : Oral Presentation in a conversation with one or more prospective purchasers for the purpose of making sales - American Marketing Association Selling activity of a salesman can be grouped under 3 heads : 1. Making Sales 2. Performing non-selling and service duties 3. A communication medium

10. SALES MANAGEMENT Marketing Mix ProductPricePromotionDistribution Advertising Public Relations Personal Selling Sales promotion Internet Sales Management PlanningMotivating BudgetingCompensating Recruiting & SelectingDesigning Territories TrainingEvaluating Performance Positions of Personal Selling and Sales Management in the Marketing Mix

11. SALES MANAGEMENT Tasks performed by Sales Person : 1. Prospecting – Searching for prospects or leads 2. Targeting – Allocating time/ prioritising among prospects and customers 3. Communicating – About the company’s products and services 4. Selling – Approaching, presenting, answering queries/ objections and closing sales. 5. Servicing – Technical assistance, consultation, finance arrangement, delivery etc. 6. Information – Market Research, field intelligence

12. SALES MANAGEMENT SALES ORGANISATION : Is an organisation of individuals either working together for the marketing of products or services manufactured by an enterprise or the products procured for the purpose of re-selling. It is a structural body through which the functions of sales management are carried out. A Sales Organisation defines the rules, roles, rights and responsibilities of sales-people engaged in selling activities meant for the effective execution of the sales function. A successful Sales Organisation is one where the functions of each department are carefully planned and coordinated and the efforts of individuals are supervised.

13. SALES MANAGEMENT A properly designed Sales Organisation increases managerial efficiency as it allows management to delegate routine jobs to lower levels and concentrate on strategic organisational planning and formulation of policies. A good sales organisation always aims at achieving the sales target at minimum cost and with maximum efficiency. A sound Sales Organisation coordinates the efforts of various departments, sections and employees for the attainment of common objectives. A Sales Organisation makes continuous efforts to increase sales, thereby maximising profits and ensure growth.

14. SALES MANAGEMENT Functions of Sales Organisation : 1)Administrative Functions : Formation of sales policy, designing the sales organisation structure, co-ordination of sales activities etc. 2) Operating functions : Performed by field sales managers and supervisors – include recruiting, training, routing, supervising and controlling the sales force. 3) Staff function : Providing support, sales planning, marketing research, sales analysis, sales personnel policies.

15. SALES MANAGEMENT Factors influencing Sales Organisation structure : 1. Product / Service 3. Overall size of the company / Volume of business 4. Marketing Mix 5. Market Size (Present & Future) 7. Competition 2. Nature of Business (B2B, B2C, Manf. / Mktg./ Service) 6. Account Sizes (Key Accounts)

16. SALES MANAGEMENT Geographical Structure Sales Director Area Sales Manager (South) Area Sales Manager (North) Area Sales Manager (West) Sales Executives Salespeople

17. SALES MANAGEMENT Product Specialisation Structure Sales Director Product Sales Managers FansRadiatorsWater Pumps Salespeople

18. SALES MANAGEMENT Customer-Based Structure Sales Director Industry Sales Managers BankingManufacturingRetail Salespeople

19. SALES MANAGEMENT Functional Structure Sales Director Functional Managers New Accounts Customer Support Distribution/ Logistics Salespeople

20. SALES MANAGEMENT Emerging Trends in Sales management Technology New Selling Methods Relationship Selling Customer Orientation Global & Ethical Issues Diversity

21. SALES MANAGEMENT Relationship Preferences : Hunter Focussed on finding/ securing new business. Once a new customer has been secured, the Hunter prefers to hand off the customer to another salesperson (a Farmer/Account Manager) for ongoing service. The Hunter will then go pursue additional new business. Farmer An Account Manager - does not secure many new customers. This sales role is focused on deepening and broadening existing customer relationships. When Farmers do secure new customers, it is often the result of referrals from existing customers. Hybrid Can be successful in either a Hunter or Farmer role. They are effective at securing new business and deepening customer relationships. However, it is very rare for both relationship preferences to be completely equal. Hybrid salespeople that prefer the Hunter role are likely to have more churn in their account bases and higher rates of new account signups. Hybrid salespeople that prefer the Farmer role will prospect effectively for a period of time. However, as soon as they have secured a sufficient number of accounts, they will happily focus their full attention on Farming these accounts.

22. SALES MANAGEMENT SELLING STYLES Consultative : Have a talent for asking questions, picking out important pieces of information from the answers, identifying possible needs, and relating the needs to potential solutions. Relationship : Build close, personal relationships with their prospects and customers. They win business by earning trust. They can be effective Hunters, but usually prefer to be Farmers. Display : Usually work in department stores or similar environments. The goods they sell are on display, and customers come to them. Their primary responsibilities are answering customers' questions and processing orders. Hard Closer : These salespeople are very aggressive and don't readily take "no" for an answer. They are much more interested in making sales than they are in building long-term relationships. These selling styles are not mutually exclusive. It is entirely possible for an individual's selling style to include components from two or more of the above selling styles.

23. SALES MANAGEMENT Factors Defining a Firm’s Sales Job Nature of the customer : Nature of the offering : Target Market – whether vertical or horizontal, individuals, corporations, institutions or Govt., Level of organisation to be addressed etc. Tangible or intangible, complex or simple, stand- alone or a package, size of the portfolio etc.. Sales Environment : Factories, office or home-based, personal communication or telecom/ correspondence etc. Geography : Number and locations of salespersons, connectivity etc. Sales styles : Consultative, Relationship, Display or Hard closing etc. Marketing Preference : Expansion (New markets, new accounts), consolidation or both.

24. SALES MANAGEMENT Factors Defining a Firm’s Sales Job Sales Cycle : Frequency of opportunities to close sales Prospecting : Whether prospects seek salespersons or otherwise Administration : Which sales job functions require attention to detail? (eg. Forecasts, timely updates, sales strategies, regulatory compliance etc.) Communication : Requirement of verbal and written communication skills, presentations, preparation of proposals, legal contracts etc. Pre and Post-sales support : Support resources available, managing effectiveness of salespeople, Training : Kinds and levels of training provided to salespeople.

25. SALES MANAGEMENT SALES CONTROL Sales Control enables the Management ensure that all the personal selling objectives of the firm are achieved. The control system is made up of the following Control Loop : TARGET Action Variance (Positive/ Negative Action / corrective steps

26. SALES MANAGEMENT SALES CONTROL Yardsticks for measuring Sales Performance 1. Sales Volume & Sales Growth 2. Individual product-share in total volume 3. Market Share 4. Profits 5. Selling Expenses 6. Key Accounts 7. New Accounts 8. Channel Expansion/ New Dealers 9. Receivables Control 10. Pre-Sales & After-Sales Service 11. Dealers/ Customers training 12. Market Intelligence