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manning sellingtoday 5ce ch17 edit
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Transcript
Chapter 17
Management
of the
Sales Force
© 2010 Education Canada Inc.
17- *
Describe how leadership skills can be applied to sales management
List and discuss the qualities of an effective sales manager
Discuss recruitment and selection of salespeople
Describe effective orientation and training practices
Learning Objectives
© 2010 Education Canada Inc.
17- *
Explain effective sales force motivation practices
Develop an understanding of selected compensation plans
Learning Objectives (continued)
© 2010 Education Canada Inc.
17- *
Leadership – is the process of inspiring, influencing, and guiding employees to participate in a common effort
Sales Management – is the process of planning, implementing, and controlling the personal selling function
Typically performed by Sales Manager
Applying Leadership Skills to Sales Management
© 2010 Education Canada Inc.
17- *
Applying Leadership Skills to
Sales Management (continued)
© 2010 Education Canada Inc.
17- *
Applying Leadership Skills to
Sales Management (continued)
© 2010 Education Canada Inc.
17- *
Most Popular Topics Covered in Training Programs for
Sales Managers
© 2010 Education Canada Inc.
17 - *
© 2010 Education Canada Inc.
17- *
Applying Leadership Skills to
Sales Management (continued)
Sales managers have a dramatic influence on the salespeople they supervise
Two of the most important dimensions of leadership are:
Structure
Consideration
© 2010 Education Canada Inc.
17- *
Applying Leadership Skills to
Sales Management (continued)
Structure – a leadership characteristic displayed by sales managers who clearly define their own duties and those of the sales staff, and who assume an active role in directing their subordinates
Set of written and unspoken policies
Structure
© 2010 Education Canada Inc.
17- *
Behavioural evidence of structure:
Planning takes place on a regular basis
Expectations are clearly communicated
Decisions are made promptly and firmly
Performance of salespeople is appraised regularly
Too much structure can sometimes create problems
© 2010 Education Canada Inc.
17- *
Structure (continued)
Consideration – a leadership dimension displayed by sales managers who have relationships with salespeople that are characterized by mutual trust, respect for the salesperson’s ideas, and consideration for their feelings
Consideration
© 2010 Education Canada Inc.
17- *
Behavioural evidence of consideration:
Regular and effective communication receives a high priority
Each salesperson is treated as an individual
Good performance is rewarded often
Consideration (continued)
© 2010 Education Canada Inc.
17- *
Mastery of structure and consideration is an important first step towards achieving success in sales management
Situational Leadership – matching your leadership style to the particular situation that you face with individual members of your sales force
Situational Leadership
© 2010 Education Canada Inc.
17- *
The final test is that of character
Character – is composed of personal standards of behaviour, including your honesty and integrity
If exists then trust and respect will build
Trust is a slow process that can be irreparably destroyed by a single lie or deceoption
The Character Test
© 2010 Education Canada Inc.
17- *
Ability to be a good coach – to improve the attitudes and skills of others – is both rare and important
Coaching – is an interpersonal process between a sales manager and a salesperson in which the manager helps the salesperson to improve performance in a specific area
Coaching for Peak Performance
© 2010 Education Canada Inc.
17- *
Major goal is to improve performance while maintaining a relationship of mutual respect and trust
Two primary areas of focus:
Helping the salesperson recognize the need to improve his or her performance
Developing the salesperson’s commitment to improve performance
Coaching for Peak Performance (continued)
© 2010 Education Canada Inc.
17- *
Four-step Coaching Strategy:
Documentation of performance problems
Get the salesperson to recognize and agree that there is a need to improve performance in a specific area
Explore solutions with the salesperson
Get commitment from the salesperson to take action
© 2010 Education Canada Inc.
17- *
Coaching for Peak Performance (continued)
One of the most significant tasks of a sales manager
About half of the people working in sales should be doing something else
About 20 to 25% of salespeople employed are selling products not suited to their personality
Recruitment and Selection of Salespeople
© 2010 Education Canada Inc.
17- *
More of a science than an art
Should follow some basic steps:
Determine actual job requirements
Search out applicants from several sources
Select the best-qualified applicant
Recruitment and Selection of Salespeople (continued)
© 2010 Education Canada Inc.
17- *
A job description should be prepared by answering a few basic questions:
New or established territories?
New or established product/service?
Close supervision or independent?
Amount of travel? transfer? promotion?
Determine Actual
Job Requirements
© 2010 Education Canada Inc.
17- *
Determine Actual
Job Requirements (continued)
© 2010 Education Canada Inc.
17- *
Candidates within the company and employee referrals
College and university students
Trade and newspaper advertisements
Employment agencies and listings
Internet
Search Out Applicants From Several Sources
© 2010 Education Canada Inc.
17- *
Some things to look for are:
High level of interest and enthusiasm for the job
High degree of self-motivation
Integrity
Evidence of business acumen and “closing” skills with interviewer
Select the Best-Qualified Applicant
© 2010 Education Canada Inc.
17- *
Personality and Skills Testing
Psychological testing to asses:
Self-confidence
Personal diplomacy
Competitiveness
© 2010 Education Canada Inc.
17- *
Once the best-qualified salesperson is hired, two things should be done, with sales manager involvement, to ensure success:
Thorough orientation of business operations
Training program of the job
More positive view of their job, greater commitment, and improved performance
Orientation and Training
© 2010 Education Canada Inc.
17- *
Online training areas:
Knowledge of the product line, company marketing strategies, territory information, and business trends
Attitude toward the company, its products and services, and its customers
Skill in applying personal selling principles and practices – the basics
Orientation and Training (continued)
© 2010 Education Canada Inc.
17- *
Internal Motivation – is the intrinsic reward that occurs when a duty or task is performed
Achievement, challenge
Responsibility
Advancement, growth
Enjoyment of the work itself
Involvement
Sales Force Motivation
© 2010 Education Canada Inc.
17- *
External Motivation – is the action taken by others that involves rewards or reinforcement that cause the worker to behave in ways to ensure receipt of the reward
Contests, prizes, bonuses
Appreciation for a job well done
Organizations should provide a mix of internal and external motivators
Sales Force Motivation (continued)
© 2010 Education Canada Inc.
17- *
Focus on several important aspects of the salesperson’s job
Evaluate program often to determine what has most impact
Avoid setting unrealistic goals
Develop a plan that rewards sales collaboration and the achievement of specific sales goals (individual, team, or both)
Effective Use of External Rewards
© 2010 Education Canada Inc.
17- *
Compensation Plan – combination of direct and indirect (vacation, pension, insurance) monetary pay
Straight Commission
Commission with a draw or guarantee
Commission with a draw or guarantee plus bonus
Fixed Salary plus Bonus
Straight Salary
Compensation Plans
© 2010 Education Canada Inc.
17- *
Compensation plans can be designed to achieve a variety of sales objectives:
Specific product movement
Percentage sales increase
Establish new accounts
Increase sales activity
Strategic Compensation Planning
© 2010 Education Canada Inc.
17- *
Important guidelines:
Sales objectives are well defined
Plans should be field tested
Compensation plans should be carefully explained
Plans should be flexible and change with conditions
© 2010 Education Canada Inc.
17- *
Strategic Compensation Planning (continued)
Quantitative Criteria
Sales volume in dollars or units
Year-over-year sales volume
Sales by product or product line
Number of new accounts opened
Amount of new account sales
Net profit dollars
Number of customer calls
Assessing Sales Force Productivity
© 2010 Education Canada Inc.
17- *
Qualitative Criteria
Attitude
Product knowledge
Communication skills
Personal appearance
Customer goodwill generated
Selling skills
Initiative
Assessing Sales Force Productivity (continued)
© 2010 Education Canada Inc.
17- *
Applying Leadership Skills to
Sales Management (continued)
© 2010 Education Canada Inc.
17- *
Applying Leadership Skills to
Sales Management (continued)
© 2010 Education Canada Inc.
17- *
The final test is that of character
Character – is composed of personal standards of behaviour, including your honesty and integrity
If exists then trust and respect will build
Trust is a slow process that can be irreparably destroyed by a single lie or deception
The Character Test
© 2010 Education Canada Inc.
17- *
Determine Actual
Job Requirements (continued)
© 2010 Education Canada Inc.
17- *
Explain effective sales force motivation practices
Develop an understanding of selected compensation plans
List and discuss criteria for evaluating sales performance
Learning Objectives (continued)
© 2010 Education Canada Inc.
17- *
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