sales management and sales 2.0

11Sales

Management and Sales 2.0

11Learning Objectives

Discuss the key considerations in developing and implementing effective sales strategies.

Understand the recruitment, selection, and training processes involved in developing the salesforce.

Identify key activities in directing the salesforce by leading, managing, supervising, motivating, and rewarding salespeople.

L 1

L 2

L 3

11Learning Objectives

Explain the different methods for evaluating the performance and effectiveness of sales organizations and individual salespeople.

Describe how sales organization are using Sales 2.0 to co-create value with customers.

L 4

L 5

11Sales Management Process

Defining the Strategic Role of the Selling

Function

Developing the

Salesforce

Directing the Salesforce

Determining Salesforce

Effectiveness and

Performance

11Sales Management Process

• ______________________________________– Salesforce structure– Sales strategies

• _________________the Salesforce– Recruiting and selecting sales talent– Establishing training strategies/programs

• _________________ the Salesforce– Setting salesforce goals and objectives– Implementing incentive programs– Overseeing and coaching salesforce

• Determining Salesforce _______________ and _______________– Establishing and administering

evaluation measures & systems– Providing feedback for future

development

11Sales Management Positions (Example)

Vice President of Sales

Regional Sales Manager

Field Sales Manager

Field Sales Manager

Regional Sales Manager

Field Sales Manager

Field Sales Manager

11Sales Management Best Practices

• ________ a customer-driven culture throughout the sales organization and firm.

• Recruit and _______________sales talent.• __________________the right skill set.• Focus on key strategic issues

by segmenting accounts in meaningful ways andproviding differentiatedoffering to find, win,and retain customers.

11Sales Management Best Practices

• Implement formal sales and relationship-building processes.

• ___________________________________ to learn about customers.

• ______________________________________, especially marketing.

11Developing and Implementing

Effective Sales Strategies

________________________

Classification of accounts into

categories

__________________

Type of relationship

sought for each category

__________________

Develop selling approach for each type or relationship

11Developing and Implementing

Effective Sales Strategies

______________– Involves the planning of sales messages and interactions with customers. Selling strategy can be defined and executed at three levels.

Groups of Customers

Individual Customer

Customer Encounters

Customer Encounters

Individual Customer

Customer Encounters

Customer Encounters

1 2 3

11Selling and Relationship Strategies

11Sales Channel Strategy

Determination of ___________________ _________________when executing the sales effort. Options include a company salesforce (individual or teams), industrial distributors, independentrepresentatives, internet,telemarketing, and so forth.

11Sales Structure Issues

• The degree to which each salesperson could perform all the selling tasks.

Specialization

• The degree to which authority and responsibility are placed at higher management levels.

Centralization

• The number of individuals who report to each sales manager

Span of Control

11Staff vs. Line Positions

11Sales Organization Alternatives

11Recruiting and Selecting Sales Talent

11Recruitment and Selection Process

– Planning –

11Recruitment and Selection Process

– Locating –

• Career/Job Fairs• College Career Centers• On-line Career Sites

(e.g., Monster.com and Careerbuilder.com)

• Internal (e.g., employee referral)

• Employment Agencies

11Recruitment and Selection Process

– Evaluating –

• __________ Screening• Interviews• ___________– Role Plays– Written

Questionnaires– Ride-Alongs

• Background Checks

11Sales Training Process

11Ethical Dilemma

11Directing the Salesforce

11Directing the Salesforce

11Directing the Salesforce

11Directing the Salesforce

11The Role of Power

• Don’t be reluctant to use any form of power.

• Be careful not to overuse the power of position or punishment.

• Avoid rewarding all desired job outcomes or behaviors.

• Enhance power through learning and establishing a good working relationship with subordinates.

_________

_________

_________

_________

_________

Sources Advice

11Communication and Coaching

Coaching: Focus on continual development of salespeople through provision of feedback and serving as a role model.

• ______________________________.• Seek feedback.• Use persuasion and promises.• Establish a team approach.• ________________________________.• Ensure salespeople diagnose success as

well as failures.• _________________

_________________.• Follow-up on coaching

sessions.• ___________________.

11Ethical Dilemma

11Determining Salesforce

Effectiveness and Performance

Sales organization structure, strategies, deployment, management, and uncontrollable environmental influences also impact sales organization effectiveness.

11Evaluating Sales

Organization Effectiveness

11Evaluating Sales

Organization Effectiveness

11Evaluating Sales

Organization Effectiveness

11Evaluating Salesperson Performance

11Criteria for Evaluating

Salesperson Performance

_________________________Evaluation of the activities salespeople perform in the generation of sales and in completing non-selling responsibilities (e.g., training, product demonstrations, sales calls, etc.).

_________________________Evaluation of the actual sales results salespeople achieve (e.g., sales quota, market share gain, etc.).

Evaluation Methods Should Possess: • Reliability• Validity• Standardization• Practicality• Comparability• Discriminability• Usefulness

11Sales 2.0

The use of customer-driven processes enabled by the latest Web technology to co-create value with customers.

CRMSocial NetworkingCloud Computing

11Sales 2.0

11Role Play