sales management

SalesManagement“Idon’tcarehowmanydegreesyouhaveonthewall,ifyoudon’tknowhowtosell,you’reprobablygoingtostarve.”HeavyweightboxerGeorgeForman’sadvicetohischildrenL.A.Times,pg.C2,Tuesday,March25,1997Figure1-1:PositionsofPersonalSellingandSalesManagementintheMarketingMixProductsPricesAdvertisingPublicrelationsPersonalsellingSalespromotionPromotionDistributionMarketingmixSalesmanagementPlanningMotivatingBudgetingCompensatingRecruitingandselectingDesigningterritoriesTrainingEvaluatingperformanceFigure1-2MarketplaceChangesandSellingConsequencesCompetitionGlobalCompetitionShorterProductCyclesBlurredBoundariesCustomersFewerSuppliersRisingExpectationsIncreasingPowerSellingProcessSellingTeamsRelationshipSellingTechnologyUtilizationWhatcreatessatisfiedcustomers?CompetenceoftheSalesperson38%CompetitivePrice18%QualityofProductorService26%ATotalCustomerSolution22%Figure1-3:ContrastingTransactionalandRelationshipSellingModelsRelationshipSellingModelEmphasisongeneralmanagementskillsProactiveinnovation/opportunityidentificationandoffersValue-basedoffers/organizationalenablersBroadentocustomers’customerDifferentiationthroughpeopleProfitmanagementfocus/shareofcustomerTrustedbusinessadvisorandpartnerTransactionalSellingModelEmphasisonsalesskillsRespondtocustomerneedsProvidegoodproducts,price,andserviceNarrowcustomerfocusDifferentiatethroughproductsSales/revenuefocusTraditionalcustomerrelationshipFigure1-4:TraditionalBuyer-SellerInterfaceversusATeamInterfaceTraditionalBuyer-SellerInterfaceBuyer-SellerInterfaceTeamCustomerTeamSupplierCustomerSalesTeamSupplierCustomerSalesPurchasingFigure1-5:SalesOrganizationinaTypicalConsumerPackagedGoodsCompanyNumber116864VicepresidentofmarketingNationalsalesmanagerRegionalsalesmanagerDistrictsalesmanagerFieldsalesrepresentativeASalesQuotaManager:JobFocus•Maintaindirectresponsibilityforsalesresultsforspecificcustomers.•Managesoneorafewlarger,long-termorstrategicaccounts•Mayhaveastaffofoneormoresubordinatesalesorsupportpeople,butfocusonmanagingthesalesteamforthesakeofachievingcustomerresults.ASalesForceManager:JobFocus•Spendlittleornotimedirectlymanagingcustomeraccounts.•Focusesonbuilding,refining,andstaffingasellingteam.•Contactwithcustomersislargelynon-selling,butserviceandsalespersondevelopmentinpurpose.ASalesQuotaManager’sSkillSet•WillingnesstoTrain/Coach•WillingnesstoMakeJointSalesCalls•Problem-Solving•MakingPresentations•AnsweringObjectionsASalesForceManager’sSkillSet•WillingnesstoTrain/Coach•WillingnesstoMakeJointSalesCalls•AbilitytoDirectandControlOthers•ProfitMentality•InitiativeTable1-1SalesManagers’TimeAllocationsSelling29%Face-to-face(17)Telephoneselling(12)Administration25Accountservice/coordination17Travel/waiting15Internalmeeting14Manager’sTimeAllocation(inpercent)JobResponsibilityFigure1-5:AModelofSalesManagementCompetenciesFigure1-3:SalesPathsatHallmarkCardsRetailinstallationcoordinatorEntrylevelforthosewithnosalesexperienceSalesrepresentativeEntrylevelforthosewithsalesexperienceSalesexecutiveDistrictsalesmanagerRegionalsalesvicepresidentRegionaloperationsmanagerRegionalsalestrainerDistrictsalestrainerStaffpositionsoutsidesalesorganizationProductmanagerSalesprogramspecialistMultipleaccountcoordinatorDistrictsalesdevelopmentspecialistNewbusinessspecialistRegionalsalesdevelopmentmanagerSTRATEGICACTIONCOMPETENCYDimensionsUnderstandingtheIndustry:UnderstandsthehistoryandgeneraltrendsintheindustryandtheirimplicationsforthefutureStaysinformedofandanticipatingtheactionsofcompetitorsandstrategicpartnersIdentifiesattractivemarketsegmentsandtheirbuyingneedsUnderstandingtheOrganization:Understandsthevision,overallstrategy,andgoalsoftheorganizationAppreciatesthedistinctivecompetenciesoftheorganizationwithrespecttomarketopportunitiesandlimitationsUnderstandshowtomarshalorganizationalresourcestomeettheneedsofthecustomersTakingStrategicActions:Assignsprioritiesandmakingdecisionsthatareconsistentwiththefirm'smissionandstrategicgoalsImplementsspecificaccountselection,retention,anddominancestrategiesDevelopsanappropriateportfolioofaccountrelationshipsConsidersthelong-termimplicationsofactionsinordertosustainandfurtherdeveloptheorganizationEstablishestacticalandoperationalgoalsthatfacilitatethefirm'sstrategyimplementationCOACHINGCOMPETENCYDimensionsProvidingVerbalFeedback:Providesspecificandcontinuousperformanceandsellingskillsfeedback.Buildsafeelingofappreciationandrecognitionbytakingthetimetoacknowledgeajobwelldone,aneffortbeyondthecallofdutyoranimportantvictoryReinforcessuccessesandnicetriestosupportdesirablebehaviors.RoleModeling:Leadsbyexample,ratherthandecreeProvidesrolemodels,eitherthemselvesorothers,andsharingbestpracticesModelsprofessionalattitudesandbehaviorsTrustBuilding:Maintainsgoodrapportwiththesalesteamandfosteringopencommunications,collaboration,creativity,initiative,andappropriaterisktakingAddsvaluethroughcommunicatingrelevantsellingexperiencesHelpssalespeopletolookgoodthroughtwo-waycommunicationsTEAM-BUILDINGCOMPETENCYDimensionsDesigningTe