SALES MANAGEMENT CHAPTER 1

Views:
 
Category: Entertainment
     
 

Presentation Description

No description available.

Comments

Presentation Transcript

Part I THE BIG PICTURE:

Part I THE BIG PICTURE Chapter 1: Introduction to Selling and Sales Management

Sales Management:

Sales Management “I don’t care how many degrees you have on the wall, if you don’t know how to sell, you’re probably going to starve .” Heavyweight boxer George Forman’s advice to his children L.A. Times, pg. C2, Tuesday, March 25, 1997

Figure 1-1: Positions of Personal Selling and Sales Management in the Marketing Mix:

Figure 1-1: Positions of Personal Selling and Sales Management in the Marketing Mix Planning Motivating Budgeting Compensating Recruiting and selecting Designing territories Training Evaluating performance Sales management

Figure 1-2: Marketplace Changes and Selling Consequences:

Figure 1-2: Marketplace Changes and Selling Consequences Selling Process Relationship Selling Sales Teams Inside Selling Productivity Metrics Customers Fewer Suppliers Rising Expectations Increasing Power Competition Global Competition Shorter Production Cycles Blurred Boundaries

What Creates Satisfied Customers?:

What Creates Satisfied Customers? Quality of Product or Service A Total Customer Solution Competence of the Salesperson Competitive Price

Figure 1-3: Contrasting Transactional and Relationship Selling Models:

Figure 1-3: Contrasting Transactional and Relationship Selling Models Emphasis on Sales skills Respond to Customer needs Provide good products, Price, and services Narrow the customer focus Differentiate through Products Sales/revenue Focus Traditional customer relationships Emphasis on general Management skills Proactive innovation/opportunity Identification and offers Value-based offers/ Organizational enablers Broaden to Customers’ customer Differentiate through People Profit management focus/ Share of customer Trusted business advisor and partner TRANSACTIONAL RELATIONSHIP

Figure 1-4: Traditional Buyer-Seller Interface versus A Team Interface:

Figure 1-4: Traditional Buyer-Seller Interface versus A Team Interface Sales Purchasing Sales Team Customer Team Supplier Customer Supplier Customer TRADITIONAL BUYER-SELLER INTERFACE BUYER-SELLER INTERFACE TEAM

Improving Your Chances of Success:

Improving Your Chances of Success Build awareness Get on the short list Demonstrate how your proposal meets company needs Directly address decision maker’s personal needs Be prepared for “buyer remorse”

A Sales Quota Manager: Job Focus:

A Sales Quota Manager: Job Focus Maintain direct responsibility for sales results for specific customers. Manages one or a few larger, long-term or strategic accounts May have a staff of one or more subordinate sales or support people, but focus on managing the sales team for the sake of achieving customer results

A Sales Force Manager: Job Focus:

A Sales Force Manager: Job Focus Spend little or no time directly managing customer accounts. Focuses on building, refining, and staffing a selling team. Contact with customers is largely non-selling, but service and salesperson development in purpose.

A Sales Quota Manager’s Skill Set:

A Sales Quota Manager’s Skill Set Willingness to Train/Coach Willingness to Make Joint Sales Calls Problem-Solving Making Presentations Answering Objections

A Sales Force Manager’s Skill Set:

A Sales Force Manager’s Skill Set Willingness to Train/Coach Willingness to Make Joint Sales Calls Ability to Direct and Control Others Profit Mentality Initiative

Figure 1-5: A Model of Sales Management Competencies:

Coaching Competency Team Building Competency Global Perspective Competency Technology Competency Sales Management Effectiveness Figure 1-5: A Model of Sales Management Competencies Strategic Action Competency Self- Management Competency

Strategic Action Competency Dimensions:

Strategic Action Competency Dimensions Understanding the Industry : Understands the history and general trends in the industry and their implications for the future Stays informed of and anticipates the actions of competitors and strategic partners Identifies attractive market segments and their buying needs

Strategic Action Competency Dimensions:

Strategic Action Competency Dimensions Understanding the Organization : Understands the vision, overall strategy, and goals of the organization Appreciates the distinctive competencies of the organization with respect to market opportunities and limitations Understands how to marshal organizational resources to meet the needs of the customers

Strategic Action Competency Dimensions:

Strategic Action Competency Dimensions Taking Strategic Actions : Assigns priorities and making decisions that are consistent with the firm’s mission and strategic goals Implements specific account selection, retention, and dominance strategies Develops an appropriate portfolio of account relationships Considers the long-term implications of actions in order to sustain and further develop the organization Establishes tactical and operational goals that facilitate the firm’s strategy implementation

Coaching Competency Dimensions:

Coaching Competency Dimensions Providing Verbal Feedback : Provides specific and continuous performance and selling skills feedback Builds a feeling of appreciation and recognition by taking the time to acknowledge a job sell done, and effort beyond the call of duty or an important victory Reinforces successes and nice-tries to support desirable behaviors

Coaching Competency Dimensions:

Coaching Competency Dimensions Role Modeling : Leads by example, rather than decree Provides role models, either themselves or others, and sharing best practices Models professional attitudes and behaviors

Coaching Competency Dimensions:

Coaching Competency Dimensions Trust Building : Maintains good rapport with the sales team and fosters open communications, collaboration, creativity, initiative, and appropriate risk taking Adds value through communicating relevant selling experiences Helps salespeople to “look good” through two-way communications

Teambuilding Competency Dimensions:

Teambuilding Competency Dimensions Designing Teams : Implements an organizational architecture that will support teams Creates a reward system that is fair within the context of a team effort Coordinates team goals with the overall goals of the organization Coordinates team activities with the requirements of functional areas within the organization

Teambuilding Competency Dimensions:

Teambuilding Competency Dimensions Creating a Supportive Environment : Hires people that will be successful in a team environment Trains programs that encourage teamwork Integrates the individual members of the sales team together to form a functioning supportive team

Teambuilding Competency Dimensions:

Teambuilding Competency Dimensions Managing Team Dynamics : Understands the strengths and weakness of team members and using their strengths to accomplish tasks as a team Facilitates cooperative behavior and keeps the team moving towards its goals

Self-Management Competency Dimensions:

Self-Management Competency Dimensions Fostering Integrity and Ethical Conduct : Has clear personal standards that serve as a foundation for a sense of integrity and ethical conduct by the sales team Projects self-assurance and does not just tell people what they want to hear Willing to admit mistakes and accepts responsibility for own actions

Self-Management Competency Dimensions:

Self-Management Competency Dimensions Managing and Balancing Personal Drive : Seeks responsibility, works hard and is willing to take risks Shows perseverance in the face of obstacles and bounces back from failure Ambitious and motivated to achieve objectives, but does not put personal ambition ahead of the organization’s goals Understands that goals are achieved through the success and development of the salespeople

Self-Management Competency Dimensions:

Self-Management Competency Dimensions Has clear personal and career goals and knows own values, feelings and areas of strengths and weaknesses Analyzes and learns from work and life experiences Willing to continually unlearn and relearn as changing situations call for new skills and perspectives Developing Self-Awareness and Management Skills :

Global Perspective Competency Dimensions:

Global Perspective Competency Dimensions Cultural Knowledge and Sensitivity : Stays informed of political, social, and economic trends and events around the world Recognizes the impact of global events on the market and the organization Sensitivity to cultural cues and ability to adapt quickly in novel situations Travels regularly and has a basic business vocabulary in languages relevant to the position

Global Perspective Competency Dimensions:

Global Perspective Competency Dimensions Adapting Global Selling Program : Adopts an appropriate sales force architecture for global accounts Appropriately adjusts sales force measurement, competency creation and motivation systems to the local culture Appropriately adjusts own behavior when interacting and managing people from various national, ethnic and cultural backgrounds

Technology Competency Dimensions:

Technology Competency Dimensions Understanding of New Technology : Awareness of the potential for technology to increase sales force efficiency and effectiveness Experience in using new technology Attitude toward adopting new technology

Technology Competency Dimensions:

Technology Competency Dimensions Implementing Sales Force Automation : Knows what is to be accomplished and the benefits that are possible Adapts personal management style and procedures Fosters sales force acceptance and use of selling technology

Know your e-Business Terminology:

Know your e-Business Terminology EDI ERP CRM Groupware Intranet Extranet E-Commerce

Figure 1-6: Career Paths at Procter and Gamble:

EXECUTIVE MANAGEMENT FUNCTION MANAGEMENT – GENERAL MANAGEMENT DIRECTOR ASSOCIATE DIRECTOR MANAGER Human Resources Customer Business Development Sector/ Multi-Sector Sales Human Resources Customer Business Development Sector/ Multi-Sector Bus. Devel Sector Sales Merchandising Geographic or Team Account Exec Other Field or General Office Roles Operations Manager ACCOUNT MANAGER Geographic or Team Account Exec Other Field or General Office Roles Operations Manager WORLDWIDE ASSIGNMENTS Canada Latin America Asia/Pacific Europe Middle East & Africa U.S. Figure 1-6: Career Paths at Procter and Gamble OTHER FUNCTIONS Advertising Product Supply Management System Human Resources Finance Other

authorStream Live Help