Key Aspects Of Sales Management

Aspects of Sales Management: Key Themes

The Sales Representative 

Research  

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Based on types of messages delivered Links between performance and specific traits

Observations 

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Statistically inconsistent does not mean links are nonexistent or unimportant Situation-specific approach is necessary Characteristics of customer and salesperson must be considered

The Boundary Role Communication

Selling org

Marketing strategy •Policies •Procedures •Programs

Communication

Sales rep

Procurement strategy •Policies •Procedures •Programs

Buying org

Classification of Sales Jobs 

Missionary

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Delivery

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Order taker

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Technical sales

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Demand creation

Managing Sales Tasks 

Factors influencing Sales personnel behavior Market/account characteristics Customer behavior Marketing strategy Desired behavior of sales personnel Recruitment and selection motivation

Effort

evaluation

Training

compensation

Linkages among motivation, evaluation and compensation 

Motivation: personal, territory/account characteristics, perceived results & rewards

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Effort: type? Quantity?

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Results: goals/objectives

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Evaluation: measurement criteria, process

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Compensation plan

A Sales Management Framework Sales Force Control Systems •Performance measurements •Performance evaluations •Compensation systems •Training

Sales Personnel •Experience •Competencies •Preferences

Sales Force Environment •Human resource patterns •Communication patterns •Interaction patterns •Management patterns

Selling behavior Sales tasks

Vendor’s marketing strategy

Market/Account characteristics

After the Sale Is Over…

The Product’s Changing Nature Category

Past

Present

Future

Item

Product

Augmented product

System contracts

Sale

Unit

System

System over time

Value

Feature Advantages

Technology advantages

System advantages

Leadtime

Short

Long

Lengthy

Service

Modest

Important

Vital

Delivery place

Local

National

Global

Delivery phase

Once

Often

Continually

Strategy

Sales

Marketing

Relationship

When the sale is first made Seller

Buyer

Objective achieved

Judgment postponed; applies test of time Shopping continues

Selling stops Focus goes elsewhere

Tension released

Wants affirmation that expectations have been met Tension increased

Relationship ended

Relationship intensified

Actions that effect relationships Positive actions

Negative actions

Initiate positive phone calls

Make only call backs

Make recommendation

Make justifications

Use phone

Use correspondence

Make service suggestions

Wait for service requests

Talk about ‘our future together’ Accept responsibility

Talk about making good on the past Shift blame

Building dependencies 

Absence of complaints- surest sign of a bad or declining relationship

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Seller can become dependent on buyer

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Surprises and bad forecasts- symptoms of bad relationships

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In a proper relationship both the buyer and seller will benefit

Relationship management 

Requires companywide maintenance, investment, improvement and even replacement programs

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Co.s require engg & mfg people to spend time with customers

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The Sperry Corporation- listening campaign

Making it happen      

To manage relationships effectively, managers must meet four requirements Awareness Assessment Accountability Actions Relationship mgt can be institutionalized by 

Role playing seminars and sensitivity training sessions

Thank you