Chapter 01
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Copyright © 2001 by Harcourt, Inc. All rights reserved.
PART I
Copyright © 2001 by Harcourt, Inc. All rights reserved.
CHAPTER 1 SALES MANAGEMENT: ITS NATURE, REWARDS, AND RESPONSIBILITIES
Copyright © 2001 by Harcourt, Inc. All rights reserved.
LEARNING OBJECTIVES A career in sales management is exciting and unique and provides numerous opportunities. This chapter will do the following: Provide you with an overview of a sales manager’s job. Introduce you to the various types of sales managers and the skills required of them. Discuss what a new manager experiences when promoted from a sales job. Copyright © 2001 by Harcourt, Inc. All rights reserved.
WHAT IS SALES MANAGEMENT? Sales management is the attainment of sales force goals in an effective and efficient manner through: • Planning • Staffing • Training • Leading • Controlling organizational resources Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 1.1 THE SALES MANAGEMENT PROCESS
Sales Management Functions
Copyright © 2001 by Harcourt, Inc. All rights reserved.
PLANNING The conscious, systemic process of making decisions about goals and activities that an individual, group, work unit, or organization will pursue in the future and the use of resources needed to attain them.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 1.1 THE SALES MANAGEMENT PROCESS
Sales Management Functions
Copyright © 2001 by Harcourt, Inc. All rights reserved.
STAFFING Activities undertaken to attract, develop, and maintain effective sales personnel within an organization.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 1.1 THE SALES MANAGEMENT PROCESS
Sales Management Functions
Copyright © 2001 by Harcourt, Inc. All rights reserved.
SALES TRAINING The effort put forth by an employer to provide the salesperson job-related culture, skills, knowledge, and attitudes that result in improved performance in the selling environment.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 1.1 THE SALES MANAGEMENT PROCESS
Sales Management Functions
Copyright © 2001 by Harcourt, Inc. All rights reserved.
LEADING The ability to influence other people toward the attainment of objectives.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 1.1 THE SALES MANAGEMENT PROCESS
Sales Management Functions
Copyright © 2001 by Harcourt, Inc. All rights reserved.
CONTROLLING Monitoring sales personnel’s activities, determining whether the organization is on target toward its goals, and making corrections as necessary.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 1.1 THE SALES MANAGEMENT PROCESS
Sales Management Functions
Copyright © 2001 by Harcourt, Inc. All rights reserved.
SALES PERFORMANCE
Sales Management is the attainment of sales goals in an ethical, efficient, and effective manner.*
* Instructor added word ethical. Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 1.2 THE SYSTEMS VIEW OF AN ORGANIZATION
EXTERNAL ENVIRONMENT
Copyright © 2001 by Harcourt, Inc. All rights reserved.
Organization is a social system that is goal directed and has a deliberated structure. Goal directed means an organization is designed to achieve some outcome. Social means being made up of two or more people. Deliberated structure means the tasks are divided, and the responsibility for their performance is assigned to organization members. Copyright © 2001 by Harcourt, Inc. All rights reserved.
MAJOR PARTS OF AN ORGANIZATIONAL SYSTEM Organizational effectiveness is the degree to which the organization achieves a stated objective. Organizational efficiency refers to the amount of resources used to achieve an organizational goal.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 1.3 SALES LEADER LEVELS IN THE ORGANIZATIONAL HIERARCHY
CEO President
T o p S ale s L e a d e r s (S tr a te g ic )
Vice President of Marketing National Sales Leader Zone Sales Leader
M id d le S ale s L ead ers (T a c tic a l)
Regional Sales Leader
F ir st- L in e S a le s L e a d e r s ( O p e r a t i o n a l)
District Sales Leader Assistant District Sales Leader Nonmanagerial Salespeople Sales Trainee
Salesperson
Copyright © 2001 by Harcourt, Inc. All rights reserved.
Key Account
FIGURE 1.4 PERCENTAGE OF TIME SPENT ON FUNCTIONAL ACTIVITIES BY ORGANIZATIONAL LEVEL
Top Managers S ta f f in g T ra in in g 10% 5%
P la n n in g 35%
L e a d in g 30%
C o n tr o llin g 20%
Middle Managers P la n n in g 28%
S ta f f in g T r a in in g 10% 10%
L e a d in g 30%
C o n tr o llin g 22%
First-Line Managers P la n n in g 15%
S ta f f in g 20%
T r a in in g 25%
L e a d in g 25%
Copyright © 2001 by Harcourt, Inc. All rights reserved.
C o n tr o llin g 15%
FIGURE 1.5 A SALES PERSONNEL CAREER PATH
President Vice President of Marketing National Sales Mgr. Zone Sales Manager Regional Sales Manager District Sales Manager Key Account Salesperson Salesperson Sales Trainee Copyright © 2001 by Harcourt, Inc. All rights reserved.
SALES MANAGEMENT SKILLS 1. CONCEPTUAL AND DECISION SKILLS Refer to the cognitive ability to see the organization as a whole and the relationships among its parts.
2. PEOPLE SKILLS Involve the ability to work with and through other people and to work effectively as a group member.
3. TECHNICAL SKILLS The ability to perform a specialized task that involves a certain method or process. Copyright © 2001 by Harcourt, Inc. All rights reserved.
PROMOTION FROM SALESPERSON TO SALES MANAGER
Changes that occur when a person becomes a new manager: 1. Perspectives change 1. Goals change 1. Responsibilities change 1. Satisfaction changes 1. Job skill requirements change 1. Relationships change Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 1.6 RELATIONSHIP OF CONCEPTUAL AND DECISION, PEOPLE, AND TECHNICAL SKILLS TO SALES LEADER LEVEL
C o n c e p tu al an d D e c is io n S k ills
P e o p le S k ills
T o p S a le s L e a d e r s M id d le S a le s L e a d e r s F irs t- L in e S a le s L e a d e r s N o n m a n a g e r ia l S a le s p e o p le
Copyright © 2001 by Harcourt, Inc. All rights reserved.
T e c h n ic a l S k ills
THE PROMOTION EXPERIENCE Phase One – Immobilization Phase Two – Minimization or Denial of Change Phase Three – Depression Phase Four – Acceptance of Reality Phase Five – Testing Phase Six – Searching for Meanings Phase Seven – Internalization Copyright © 2001 by Harcourt, Inc. All rights reserved.
PROBLEMS NEW MANAGERS EXPERIENCE • Lack of preparation for the job. • Expected to step into the job and immediately function effectively. • Often lacks an immediate peer group.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
MAKING A SUCCESSFUL TRANSITION TO MANAGEMENT • Have a learning attitude – a willingness to learn, change, adapt, and seek help when needed. • Having realistic expectations. • Leave the old job behind.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
THE BOTTOM LINE Skilled sales managers are the key to a successful organization. Sales managers have five functions that, when combined, can allow them to achieve the goals desired by higher levels of management. The various types of sales managers can be broken down into the categories of vertical and horizontal. Most corporations hire a person who cannot only sell but who also shows the potential to one day become a sales manager.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
PART I
Copyright © 2001 by Harcourt, Inc. All rights reserved.
CHAPTER 1 SALES MANAGEMENT: ITS NATURE, REWARDS, AND RESPONSIBILITIES
Copyright © 2001 by Harcourt, Inc. All rights reserved.
LEARNING OBJECTIVES A career in sales management is exciting and unique and provides numerous opportunities. This chapter will do the following: Provide you with an overview of a sales manager’s job. Introduce you to the various types of sales managers and the skills required of them. Discuss what a new manager experiences when promoted from a sales job. Copyright © 2001 by Harcourt, Inc. All rights reserved.
WHAT IS SALES MANAGEMENT? Sales management is the attainment of sales force goals in an effective and efficient manner through: • Planning • Staffing • Training • Leading • Controlling organizational resources Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 1.1 THE SALES MANAGEMENT PROCESS
Sales Management Functions
Copyright © 2001 by Harcourt, Inc. All rights reserved.
PLANNING The conscious, systemic process of making decisions about goals and activities that an individual, group, work unit, or organization will pursue in the future and the use of resources needed to attain them.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 1.1 THE SALES MANAGEMENT PROCESS
Sales Management Functions
Copyright © 2001 by Harcourt, Inc. All rights reserved.
STAFFING Activities undertaken to attract, develop, and maintain effective sales personnel within an organization.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 1.1 THE SALES MANAGEMENT PROCESS
Sales Management Functions
Copyright © 2001 by Harcourt, Inc. All rights reserved.
SALES TRAINING The effort put forth by an employer to provide the salesperson job-related culture, skills, knowledge, and attitudes that result in improved performance in the selling environment.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 1.1 THE SALES MANAGEMENT PROCESS
Sales Management Functions
Copyright © 2001 by Harcourt, Inc. All rights reserved.
LEADING The ability to influence other people toward the attainment of objectives.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 1.1 THE SALES MANAGEMENT PROCESS
Sales Management Functions
Copyright © 2001 by Harcourt, Inc. All rights reserved.
CONTROLLING Monitoring sales personnel’s activities, determining whether the organization is on target toward its goals, and making corrections as necessary.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 1.1 THE SALES MANAGEMENT PROCESS
Sales Management Functions
Copyright © 2001 by Harcourt, Inc. All rights reserved.
SALES PERFORMANCE
Sales Management is the attainment of sales goals in an ethical, efficient, and effective manner.*
* Instructor added word ethical. Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 1.2 THE SYSTEMS VIEW OF AN ORGANIZATION
EXTERNAL ENVIRONMENT
Copyright © 2001 by Harcourt, Inc. All rights reserved.
Organization is a social system that is goal directed and has a deliberated structure. Goal directed means an organization is designed to achieve some outcome. Social means being made up of two or more people. Deliberated structure means the tasks are divided, and the responsibility for their performance is assigned to organization members. Copyright © 2001 by Harcourt, Inc. All rights reserved.
MAJOR PARTS OF AN ORGANIZATIONAL SYSTEM Organizational effectiveness is the degree to which the organization achieves a stated objective. Organizational efficiency refers to the amount of resources used to achieve an organizational goal.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 1.3 SALES LEADER LEVELS IN THE ORGANIZATIONAL HIERARCHY
CEO President
T o p S ale s L e a d e r s (S tr a te g ic )
Vice President of Marketing National Sales Leader Zone Sales Leader
M id d le S ale s L ead ers (T a c tic a l)
Regional Sales Leader
F ir st- L in e S a le s L e a d e r s ( O p e r a t i o n a l)
District Sales Leader Assistant District Sales Leader Nonmanagerial Salespeople Sales Trainee
Salesperson
Copyright © 2001 by Harcourt, Inc. All rights reserved.
Key Account
FIGURE 1.4 PERCENTAGE OF TIME SPENT ON FUNCTIONAL ACTIVITIES BY ORGANIZATIONAL LEVEL
Top Managers S ta f f in g T ra in in g 10% 5%
P la n n in g 35%
L e a d in g 30%
C o n tr o llin g 20%
Middle Managers P la n n in g 28%
S ta f f in g T r a in in g 10% 10%
L e a d in g 30%
C o n tr o llin g 22%
First-Line Managers P la n n in g 15%
S ta f f in g 20%
T r a in in g 25%
L e a d in g 25%
Copyright © 2001 by Harcourt, Inc. All rights reserved.
C o n tr o llin g 15%
FIGURE 1.5 A SALES PERSONNEL CAREER PATH
President Vice President of Marketing National Sales Mgr. Zone Sales Manager Regional Sales Manager District Sales Manager Key Account Salesperson Salesperson Sales Trainee Copyright © 2001 by Harcourt, Inc. All rights reserved.
SALES MANAGEMENT SKILLS 1. CONCEPTUAL AND DECISION SKILLS Refer to the cognitive ability to see the organization as a whole and the relationships among its parts.
2. PEOPLE SKILLS Involve the ability to work with and through other people and to work effectively as a group member.
3. TECHNICAL SKILLS The ability to perform a specialized task that involves a certain method or process. Copyright © 2001 by Harcourt, Inc. All rights reserved.
PROMOTION FROM SALESPERSON TO SALES MANAGER
Changes that occur when a person becomes a new manager: 1. Perspectives change 1. Goals change 1. Responsibilities change 1. Satisfaction changes 1. Job skill requirements change 1. Relationships change Copyright © 2001 by Harcourt, Inc. All rights reserved.
FIGURE 1.6 RELATIONSHIP OF CONCEPTUAL AND DECISION, PEOPLE, AND TECHNICAL SKILLS TO SALES LEADER LEVEL
C o n c e p tu al an d D e c is io n S k ills
P e o p le S k ills
T o p S a le s L e a d e r s M id d le S a le s L e a d e r s F irs t- L in e S a le s L e a d e r s N o n m a n a g e r ia l S a le s p e o p le
Copyright © 2001 by Harcourt, Inc. All rights reserved.
T e c h n ic a l S k ills
THE PROMOTION EXPERIENCE Phase One – Immobilization Phase Two – Minimization or Denial of Change Phase Three – Depression Phase Four – Acceptance of Reality Phase Five – Testing Phase Six – Searching for Meanings Phase Seven – Internalization Copyright © 2001 by Harcourt, Inc. All rights reserved.
PROBLEMS NEW MANAGERS EXPERIENCE • Lack of preparation for the job. • Expected to step into the job and immediately function effectively. • Often lacks an immediate peer group.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
MAKING A SUCCESSFUL TRANSITION TO MANAGEMENT • Have a learning attitude – a willingness to learn, change, adapt, and seek help when needed. • Having realistic expectations. • Leave the old job behind.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
THE BOTTOM LINE Skilled sales managers are the key to a successful organization. Sales managers have five functions that, when combined, can allow them to achieve the goals desired by higher levels of management. The various types of sales managers can be broken down into the categories of vertical and horizontal. Most corporations hire a person who cannot only sell but who also shows the potential to one day become a sales manager.
Copyright © 2001 by Harcourt, Inc. All rights reserved.
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