sales management

1、sales management“i dont care how many degrees you have on the wall, if you dont know how to sell, youre probably going to starve.”heavyweight boxer george formans advice to his childrenl.a. times, pg. c2, tuesday, march 25, 1997figure 1-1: positions of personal selling and sales management in the ma

2、rketing mixproductspricesadvertisingpublicrelationspersonalsellingsalespromotionpromotiondistributionmarketingmixsalesmanagementplanningmotivatingbudgetingcompensatingrecruiting and selectingdesigning territoriestrainingevaluating performancefigure 1-2 marketplace changes and selling consequences co

3、mpetition global competition shorter product cycles blurred boundaries customers fewer suppliers rising expectations increasing powerselling process selling teams relationship selling technology utilizationwhat creates satisfied customers? figure 1-3: contrasting transactional and relationship selli

4、ng modelsrelationship selling model emphasis on general managementskills proactive innovation/opportunityidentification and offers value-based offers/organizationalenablers broaden to customers customer differentiation through people profit management focus/ share ofcustomer trusted business advisor

5、 and partnertransactional selling model emphasis on sales skills respond to customer needs provide good products, price,and service narrow customer focus differentiate through products sales/revenue focus traditional customer relationshipfigure 1-4: traditional buyer-seller interface versus a team i

6、nterface traditional buyer-seller interfacebuyer-seller interface teamcustomerteamsupplier customersalesteamsupplier customersalespurchasingfigure 1-5: sales organization in a typical consumer packaged goods companynumber116864vice president of marketingnational sales managerregional sales managerdi

7、strict sales managerfield sales representativea sales quota manager: job focusmaintain direct responsibility for sales results for specific customers.manages one or a few larger, long-term or strategic accountsmay have a staff of one or more subordinate sales or support people, but focus on managing

8、 the sales team for the sake of achieving customer results.a sales force manager: job focusspend little or no time directly managing customer accounts.focuses on building, refining, and staffing a selling team.contact with customers is largely non-selling, but service and salesperson development in

9、purpose.a sales quota managers skill setwillingness to train/coachwillingness to make joint sales callsproblem-solvingmaking presentationsanswering objectionsa sales force managers skill setwillingness to train/coachwillingness to make joint sales callsability to direct and control othersprofit ment

10、alityinitiativetable 1-1 sales managers time allocationsselling 29% face-to-face (17) telephone selling (12)administration 25account service/coordination 17travel/waiting 15internal meeting 14managerstime allocation(in percent)job responsibilityfigure 1-5: a model of sales management competenciesfig

11、ure 1-3: sales paths at hallmark cardsretail installationcoordinatorentry level for those with nosales experiencesalesrepresentativeentry levelfor those withsales experiencesalesexecutivedistrictsalesmanagerregional salesvice presidentregional operations managerregional salestrainerdistrictsalestrainerstaff positionsou