SALESFORCE

Team Members:
Sandeep Chandel
Shreyansh Singh
Tamanna Dwivedy
Tanya Gupta
Vikas Mishra
SALES FORCE
A sales force of a company comprises employees who engage,
convince, and sell the products/services to the customers.

The role of the sales force is to inform, engage, and form strong relations
with customers. It helps customers throughout the buying process.

Additionally, it helps the company to improve its operations through

customer feedback.
WHAT IS SALESFORCE DESIGNING

Determining the structure and composition of the sales team to

effectively reach customers and drive sales.

OBJECTIVE OF SALESFORCE DESIGNING

To develop a well-structured sales force that efficiently meets

customer needs while controlling costs.
 COMPONENTS OF SALESFORCE DESIGN

Sales force objectives

Define clear goals such as increasing market share, customer acquisition, or cross-selling opportunities.

Sales Force Strategy

The approach to how a company will engage with customers, whether through direct selling or
outsourcing to manufacturers' representatives.

Sales Force Structure

Decision on type of Salesperson: Deliverer, order taker, technician, demand creator or solution vendor

Sales Force Size

The size of the sales force depends on the company’s objectives and the scale of its market.

Sales Force Compensation

Aligning incentives with performance to maximize productivity and motivate the sales team.
SALESFORCE OBJECTIVES

The main goal of a sales force has evolved from merely selling to
addressing customer needs holistically.

KEY ROLE:

Sales reps diagnose customer problems, propose solutions, and

identify needs beyond what customers may recognize.
 CORE SALESFORCE
PROSPECTING
Identifying new leads or prospects.
OBJECTIVES

TARGETING SERVICING
Allocating time effectively among different Providing customer support and
types of customers. addressing issuess.

COMMUNICATING GATHERING INFORMATION

Sharing information about products and Collecting market data to inform
services. strategies.

SELLING ALLOCATING RESOURCES

Handling objections and closing deals. Ensuring key customers receive priority.
 Strategic Approaches
to Sales Force Management

Leveraged Sales Force Account Management Team Selling:

Focuses on complex Sales reps act as account Complex sales often require
products for major accounts, managers to optimize teamwork with technical
with simpler products customer contact and staff and management.
managed by inside sales. maintain relationships.
FACTORS TO DECIDE SALESFORCE STRUCTURE

•Nature of the product

•Demand forproduct
•Accessibility
•Competition
 Types of Sales Force
Structures

•Product Based: The responsibilities of the sales force are defined based only on the product
or product lines
•Geography Based: Departments are divided according to territories or geography
•Customer Based: The sales force structure is organised based on the customers to whom
the products are offered
•Combination Based: The combination-based approach of organising the sales force
combines the other three approaches to structure the sales force
 Methods to Determine Salesforce Size

Workload Approach
•Group customers into size classes according to annual sales volume
•Establish call frequencies (number of calls on an account per year)
•Multiply the number of accounts in each size class by the call frequency to arrive at the total
workload, in sales calls per year
•Determine the average number of calls a sales representative can make per year
•Divide the total annual calls (calculated in step 3) by the average annual calls made by a
sales rep (calculated in step 4) to arrive at the number of sales reps needed.
Incremental Expert’s Opinion
Productivity Method
Method •Experts are asked to suggest the right
number of salesmen a firm requires. Experts
may be internal such as general managers,
•In this method, additional (incremental) cost marketing manager, sales managers, senior
of salesman is compared to additional salesmen, marketing research officer etc, or
(incremental) sales revenue. Thus, additional external like marketing consultants,
contribution of additional salesman is advertising agencies, and marketing
calculated. First of all, a company can appoint research firms
any number of salesmen (normally minimum •The experts are provided with needed
number) details about company’s objectives, market
•Then, it will continue adding more salesmen share, profitability, financial condition,
competition, and other relevant aspects. On
as long as the additional sales revenues are
the basis of their experience and research,
greater than additional selling costs
they suggest specific number of salesmen a
company should appoint
Types of Sales Compensation Plans
Salary + commission: Salary plus commission is one of the most common ways to pay
sales reps. It combines a base salary with extra earnings from commissions
Fixed percentage-based commission: This plan pays sales reps a set percentage of
each sale they make. It’s straightforward: Sell more, earn more
Tiered commission: In a tiered commission structure, the commission rate increases as
salespeople hit higher sales levels. It’s kind of like a game where each level up brings
greater rewards
Bonus plan: A bonus plan offers additional pay for meeting specific targets or
completing certain tasks. Unlike commission, bonuses are fixed amounts given for
specific achievements, like closing a certain number of deals or hitting a sales milestone
Territory volume: In this plan, commissions are based on the total sales within a rep’s
assigned territory. It encourages reps to maximize sales across their entire area, not just
individual clients
Set rate commission: Sales reps earn a fixed amount for each item sold or deal closed in
a set rate commission plan. It’s very straightforward — sell a product, earn a set amount
Relative commission: This plan bases a rep’s commission on their performance relative
to their peers. It’s competitive, as reps earn more by outperforming others
Introduction
Managing Salesforce

Managing a sales Force is important as most businesses depend on sales for their money-making concerns.
It requires able leadership, motivation, training, and support to ensure that the sales representatives perform
at their best.
 Stages in Managing
Sale force
Recruiting and Selecting Sales Representatives: Motivating Sales Representatives:
Identify needs Recognize achievements
Source candidates Offer incentives
Assess candidates Create a positive work environment

Training Sales Representatives: Evaluating Sales Representatives:

Product knowledge Assess performance
Sales techniques , Provide feedback
Soft skills Identify development needs

Supervising Sales Representatives:

Set expectations
Provide guidance
Monitor progress
 CASE STUDY
Amazon: Building a High-Performing Sales Force
Challenge: As Amazon's business grew rapidly, they needed to scale their sales force and
maintain high performance standards.

Solution: Amazon implemented a rigorous sales training program, focusing on:

Product knowledge
Sales techniques
Customer relationship building
Data-driven decision making
They also established a strong performance management system, including
regular performance reviews and incentives.

Result: Amazon's sales force has been instrumental in the company's success, driving revenue
growth and customer loyalty
 CASE STUDY
HubSpot: Leveraging Inbound Sales

Challenge: HubSpot, a marketing and sales software company, aimed to differentiate itself by
adopting an inbound sales approach.

Solution: HubSpot focused on attracting potential customers through valuable content

and nurturing leads through personalized communication. They trained their sales
team to:
Identify and qualify inbound leads
Build relationships with prospects
Close deals efficiently

Result: HubSpot's inbound sales approach has helped them acquire and retain customers more
effectively.
MANAGING SALESFORCE WHY ?
 HOW TO MANAGE SALESFORCE

MOTIVATING SALESFORCE
COMPENSATING SALES FORCE

SALES SUPERVISION
MORAL BUILDING

PERFORMANCE APPRAISAL TRAINING

THANK YOU