sales and adv ch 1.pptx sales and adv exaplain

Sales Management
Dr. Muhammad Asif

Sale
• The act of selling goods or services

Marketing
mix
Products Prices Promotion
Advertising
Public
relations
Personal
selling
Sales
promotion
Internet
Distribution
Planning Motivating
Budgeting Compensating
Recruiting and selecting Designing territories
Training Evaluating performance
Sales Management

Personal Selling
• Direct communications between paid
representatives and prospects that lead to
transactions, customer satisfaction, account
development, and profitable relationships.

Selling
• To Satisfy a need/want with your product for
Mutual Benefits
• To identify/generate/influence a Need/Want

Sales Manager Responsibilities
• Achieving or exceeding the goals established
for performance in the current period
• Developing the people reporting to them

Marketplace Changes and Selling
Consequences
Competition
Global Competition
Shorter Production Cycles
Blurred Boundaries
Customers
Fewer Suppliers
Rising Expectations
Increasing Power
Selling Process
• Relationship Selling
• Sales Teams
• Inside Selling
• Productivity Metrics

Relationship Selling Model
 Emphasis on general management
skills
 Proactive innovation/opportunity
identification and offers
 Value-based offers/organizational
enablers
 Broaden to customers’ customer
 Differentiation through people
 Profit management focus/ share of
customer
 Trusted business advisor and partner
Transactional 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 relationship

Traditional Buyer-Seller
Interface
Buyer-Seller Interface
Team
Customer
Team
Supplier Customer
Sales
Team
Supplier Customer
Sales
Purch
asing

Productivity Metrics
• Sales volume
• The amount of time necessary to complete
the sale
• The gross margins associated with the sale
• The amount of promotional support
• The amount of post-sale support
• The impact of future product sales

Sales Management Process
Focusing the
Big Picture
Role of the
sales force
Structuring the
sales force
Building sales
competencies
Leading the
sales force

Sales
Management Competencies
Coaching
Competency
Team
Building
Competency
Global
Perspective
Competency
Technology
Competency Sales
Management
Effectiveness
Strategic
Action
Competency
Self-
Management
Competency
Team
Building
Competency
Global
Perspective
Competency
Technology
Competency Sales
Management
Effectiveness
Strategic
Action
Competency
Self-
Management
Competency

Strategic Action Competency
• Understanding the Industry
 Understands the history and general trends in the industry
and their implications for the future
 Stays informed of and anticipates the actions of
competitors and strategic partners
 Identifies attractive market segments and their buying
needs

• Understanding the Organization
 Understands the vision, overall strategy, and goals
of the organization
 Appreciates the distinctive competencies of the
organization with respect to market opportunities
and limitations
 Understands how to marshal organizational
resources to meet the needs of the customers

• Taking strategic actions
 Assigns priorities and making decisions that are consistent with
the firm’s mission and strategic goals
 Implements specific account selection, retention, and dominance
strategies
 Develops an appropriate portfolio of account relationships
 Considers the long-term implications of actions in order to sustain
and further develop the organization
 Establishes tactical and operational goals that facilitate the firm’s
strategy implementation

Coaching Competency
Providing Verbal Feedback:
 Provides specific and continuous performance and
selling skills feedback
 Builds a feeling of appreciation and recognition by
taking the time to acknowledge a job sell done, and
effort beyond the call of duty or an important victory
 Reinforces successes and nice-tries to support
desirable behaviors

Coaching Competency
Role Modeling:
 Leads by example, rather than decree
 Provides role models, either themselves or
others, and sharing best practices
 Models professional attitudes and behaviors

Trust Building:
 Maintains good rapport with the sales team and
fosters open communications, collaboration,
creativity, initiative, and appropriate risk taking
 Adds value through communicating relevant
selling experiences
 Helps salespeople to “look good” through two-
way communications

Team-Building
Designing Teams:
 Implements an organizational architecture that will
support teams
 Creates a reward system that is fair within the context of
a team effort
 Coordinates team goals with the overall goals of the
organization
 Coordinates team activities with the requirements of
functional areas within the organization

Creating a Supportive Environment:
 Hires people that will be successful in a team
environment
 Trains programs that encourage teamwork
 Integrates the individual members of the sales
team together to form a functioning
supportive team

Managing Team Dynamics:
 Understands the strengths and weakness of
team members and using their strengths to
accomplish tasks as a team
 Facilitates cooperative behavior and keeps the
team moving towards its goals

Self-Management
Fostering Integrity and Ethical Conduct:
 Has clear personal standards that serve as a
foundation for a sense of integrity and ethical
conduct by the sales team
 Projects self-assurance and does not just tell
people what they want to hear
 Willing to admit mistakes and accepts
responsibility for own actions

Managing and Balancing Personal Drive:
 Seeks responsibility, works hard and is willing to take
risks
 Shows perseverance in the face of obstacles and bounces
back from failure
 Ambitious and motivated to achieve objectives, but does
not put personal ambition ahead of the organization’s
goals
 Understands that goals are achieved through the success
and development of the salespeople

Developing Self-Awareness and
Management Skills
 Has clear personal and career goals and knows
own values, feelings and areas of strengths
and weaknesses
 Analyzes and learns from work and life
experiences
 Willing to continually unlearn and relearn as
changing situations call for new skills and
perspectives

Global Perspective
Cultural Knowledge and Sensitivity:
 Stays informed of political, social, and economic
trends and events around the world
 Recognizes the impact of global events on the market
and the organization
 Sensitivity to cultural cues and ability to adapt
quickly in novel situations
 Travels regularly and has a basic business vocabulary
in languages relevant to the position

Adapting Global Selling Program:
 Adopts an appropriate sales force architecture for
global accounts
 Appropriately adjusts sales force measurement,
competency creation and motivation systems to
the local culture
 Appropriately adjusts own behavior when
interacting and managing people from various
national, ethnic and cultural backgrounds

Technology Competency
Understanding of New Technology:
 Awareness of the potential for technology to
increase sales force efficiency and
effectiveness
 Experience in using new technology
 Attitude toward adopting new technology

Implementing Sales Force Automation:
 Knows what is to be accomplished and the
benefits that are possible
 Adapts personal management style and
procedures
 Fosters sales force acceptance and use of
selling technology

Career Paths at Procter and Gamble
EXECUTIVE MANAGEMENT
FUNCTION MANAGEMENT – GENERAL MANAGEMENT
DIRECTOR
MANAGER
Human
Resources
Customer
Business
Development
Sector/
Multi-Sector
Sales
Human
Resources
Customer
Business
Development
Sector/
Multi-Sector
Bus. Devel
Sector
Sales
Merchandising
Geographic
or Team
Account Exec
Other Field or
General Office
Roles
Operations
Manager
ACCOUNT MANAGER
Geographic
or Team
Account Exec
Other Field or
General Office
Roles
Operations
Manager
WORLDWIDE
ASSIGNMENTS
• Canada
• Latin
America
• Asia/Pacific
• Europe
• Middle East
& Africa
• U.S.
OTHER
FUNCTIONS
• Advertising
• Product
Supply
• Management
System
• Human
Resources
• Finance
• Other

Career Paths at Procter and Gamble
EXECUTIVE MANAGEMENT
FUNCTION MANAGEMENT – GENERAL MANAGEMENT
MANAGER
Human
Resources
Customer
Business
Development
Sector/
Multi-Sector
Sales
Human
Resources
Customer
Business
Development
Sector/
Multi-Sector
Bus. Devel
Sector
Sales
Merchandising
Geographic
or Team
Account Exec
Other Field or
General Office
Roles
Operations
Manager
ACCOUNT MANAGER
Geographic
or Team
Account Exec
Other Field or
General Office
Roles
Operations
Manager
WORLDWIDE
ASSIGNMENTS
• Canada
• Latin
America
• Asia/Pacific
• Europe
• Middle East
& Africa
• U.S.
OTHER
FUNCTIONS
• Advertising
• Product
Supply
• Management
System
• Human
Resources
• Finance
• Other

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