Ales Anagement Ntro: LBSIM, New Delhi
Ales Anagement Ntro: LBSIM, New Delhi
Ales Anagement Ntro: LBSIM, New Delhi
Role of Intermediaries
HE SELLS POTATO PEELERS
EVOLUTION OF SALES MANAGEMENT
CHANGES ………
Partnership
Business Strategies
Consultative Management
Negotiation Selling
Persuasion
NATURE OF SALES MANAGEMENT
Its integration with marketing management
Head-
Marketing
• Relationship Selling
Reduce cost
Starting
Focus Means Ends
point
Selling and Profits though
Factory Factory promoting sales volume
Selling Concept
Marketing Concept
ROLES AND SKILLS OF A MODERN SALES
MANAGER
Some of the important roles of the modern sales
manager are:
• A member of the strategic management team
• A member of the corporate team to achieve
objectives
• A team leader, working with salespeople
• Managing multiple sales / marketing channels
• Using latest technologies (like CRM/Digital) to build
superior buyer-seller relationships
• Continually updating information on changes in
marketing environment
SKILLS OF A SUCCESSFUL SALES
MANAGER
People skills include abilities to
motivate, lead, communicate, coordinate,
team-oriented relationship, and
mentoring
Managing skills consist of planning,
organizing, controlling and decision
making
Technical skills include training,
selling, negotiating, problem-solving, and
use of computers
TYPES OF SALES MANAGERS / LEVELS OF
SALES MANAGEMENT POSITIONS
CEO /
President
National Sales
Manager Middle-Level Sales Managers
Inside Outside
salespeople are salespeople
those who travel to meet
perform selling prospects and
activities at the customers in
employer’s their places of
location. business or
residence.
SELLING THROUGH CHANNELS
SELLING THROUGH CHANNELS
SELLING THROUGH CHANNELS
Emerging trends in sales management
Technology
Global perspective
Revolution in technology
Customer relationship management
(CRM)
Salesforce diversity
Team selling approach
Managing multi-channels
Ethical and social issues
Sales professionalism
E-Selling
SALES PLANNING
LEVEL 1
Top Business Marketing
Management Strategy Strategy
Decisions
Customer
Go-to-Market
LEVEL 2 Relationship
Strategy Management (CRM)
Strategy
Implementation Supply Chain Product Development
Decisions Management (SCM) Management
(PDM)
LEVEL 3
Sales Force Account Relationship
Program Strategy
Decisions
Low Cost Strategy: High Profit Sales Programs:
Vigorous pursuit of cost reductions from Extensive use of independent sales agents
experience and tight cost control. Focused on transactional customer
relationships
Structured so that managers supervised a
large number of salespeople
Compensation was largely incentive based
Salespeople were evaluated primarily on their
sales outcome performance
Figure 2-5:
Essential Activities for Go to Market
Interest Creation
Post-Purchase Pre-Purchase
Purchase
Potential Go-to-Market Participants
Agents Advertising
Direct Sales Tele-
Distributors Integrators Alliances Promotion Internet
Force marketing
Retailers Direct Mail
Direct Indirect
Company
GO-TO-MARKET STRATEGY CHECKLIST
Determine the market opportunity.
Decide upon the target for initial market penetration.
Understand the buying process: Identify the decision makers, approvers,
recommenders, influencers and snipers.
Understand the business issues for decision makers and develop a value
proposition that resonates with them. Tie them to a compelling event.
Establish a differentiated position from substitutes and alternatives.
Prepare a product road and complete product life cycle.
Document the distribution strategy and corresponding sales process.
Create an integrated demand creation plan to create qualified
opportunity.
Develop a comprehensive and methodical demand management plan to
follow-up on qualified opportunities.
Prepare an implementation plan to ensure the offering is set-up to
perform properly.
Train the support organization to handle implementation and end user
inquiries.
Identify partners for creating awareness, interest, consideration,
purchases, implementations and supporting customers.
Comparing Various Go-to-Market Alternatives
Low Cost
per Exposure Advertising
Direct Mail
Internet
Efficiency
Telemarketing
Sales Force
High Sales
Effectiveness
per Exposure
Product Development Management
Sub- processes
Estimates of sales
potential and Account Relationship Strategy
sales forecast
Leadership System
Feedback
SALES OBJECTIVES, STRATEGIES AND
TACTICS
The main components of planning in a company
are objectives, strategies and tactics. Their
relationship is shown below
Strategy for handling customer Prompt action at the customer interface level
complaints If the problem persists, involve senior sales and
service people