MRKT4213 SlidesT1Ch1 Intro SalesManagement.pptx

sales management

1. TOPIC ONE CHAPTER ONE Introduction to Sales Management

2. Copyright © 2008 Pearson Education Canada 2 Course Student Learning Outcomes Analyze the various components of the sales management process (CSLO 1.1) Identify the various skills & competencies needed by today’s salespeople and sales managers (CSLO 1.2) Examine the changes in the sales management environment (CSLO 1.3)

3. Copyright © 2008 Pearson Education Canada 3 Main Topics The various components of the sales management process and activities The various competencies needed by today’s salespeople The changes in the sales management environment

4. Copyright © 2008 Pearson Education Canada 4 Personal Selling Defined Personal Selling Involves person-to person communication with prospects or customers…

5. Copyright © 2008 Pearson Education Canada 5 Sales Management and the Marketing Mix

6. Copyright © 2008 Pearson Education Canada 6 The Promotional Mix Sales Management

7. All activities, processes and decisions involved in managing the company’s personal selling function. Sales Management Defined Copyright © 2008 Pearson Education Canada 4

8. B2B Selling; The “unseen” action McDonalds (Salt is added to fries) You Salt mine Morton’s Salt Carrefour (Salt is mined) (Salt is processed) General Foods (Salt added to product) B2B B2B B2B B2B B2B ? ?

9. Where do we need to manage Professional Salespeople ? B2C and notable impact in B2B context: B2B has higher value transactions B2B has more complex products and services B2B has more buyer/seller dynamics (activities) And B2B is more popular than you can see…

10. B2B Buying Process Step 8 Evaluation of product performance Step 7 Selection of an order procedure Step 6 Evaluation of proposals and selection of a supplier Step 5 Acquisition and analysis of proposals Step 4 Search for qualified suppliers Step 3 Development of detailed specifications Step 2 Definition of the product-type needed Step 1 Recognition of a need

11. Initiators Users Influencers Gatekeepers (screens and filters) Buyer (ordering…) Decider Controller (determines budget) B2B Buying Participants

12. Copyright © 2008 Pearson Education Canada 13 Sales Management Model Contains 3 major areas of focus Developing the strategic sales program Implementing the strategic sales program Reviewing and evaluating performance

13. Copyright © 2008 Pearson Education Canada 14 Sales Management Model Developing the strategic sales program Involves deciding on the organization of the overall selling function Deciding on the sales channel strategies Deciding on the account management strategies

14. Copyright © 2008 Pearson Education Canada 15 Sales Management Model Implementing the strategic sales program Involves the recruiting and selecting, training, motivating, compensating, and leading salespeople

15. Copyright © 2008 Pearson Education Canada 16 Sales Management Model Reviewing and evaluating performance Involves reviewing and evaluating sales performance at the total sales force level as well as at the individual level

16. Copyright © 2008 Pearson Education Canada 17 The Sales Force Management Model Marketing and sales strategy (Ch.2) Organizing the selling function (Ch.3) Estimating potential and forecasting Sales (Ch.4) Developing and growing account relationships (Ch.5) Enhancing customer interactions (Ch.6) Recruiting and selecting salespeople (Ch.7) Training salespeople (Ch.8) Motivating salespeople (Ch. 9) Compensating salespeople (Ch.10) Leading salespeople (Ch.11) Ethical and legal responsibilities (Ch.12) Sales performance evaluation (Ch.13) Revise and adjust Revise and adjust

17. Copyright © 2008 Pearson Education Canada 18 Competencies of Effective Sales Managers

18. Copyright © 2008 Pearson Education Canada 19 Skills for Effective Sales Managers Must have the mix of all skills

19. Copyright © 2008 Pearson Education Canada 20 Skills for Effective Sales Managers Must have the mix of all skills

20. Copyright © 2008 Pearson Education Canada 21 Skills for Effective Sales Managers Must have the mix of all skills

21. Copyright © 2008 Pearson Education Canada 22 Skills for Effective Sales Managers Must have the mix of all skills

22. Copyright © 2008 Pearson Education Canada 23 Career Paths in Sales Management CEO National Sales Manager Regional Sales Manager District Sales Manager Territory Sales Manager Sales Representative

23. Copyright © 2008 Pearson Education Canada 24 Sales Organizational Hierarchy

24. Copyright © 2008 Pearson Education Canada 25 The Importance of Sales Management Why Sales Management? More money is spent on selling than on any other form of marketing communication Sales force is known as the key revenue generator for most firms Everyone needs to have selling skills 10% of Canadian labour force employed in sales

25. Copyright © 2008 Pearson Education Canada 26 The Changing Environment of Sales Management Shifts in the customer marketplace Rising customer expectation Decreasing supplier base Increasing customer power Focusing on value

26. Copyright © 2008 Pearson Education Canada 27 The Changing Environment of Sales Management Shifts in the competitive environment Globalization of competition Shorter product and service life cycles Competitive alliance

27. Copyright © 2008 Pearson Education Canada 28 The Changing Environment of Sales Management Changes in selling and sales management Improved communication between sales and marketing departments Sales force structures are evolving Relationship selling is becoming increasingly important Sales managers’ roles are changing Sales force evaluation is changing

28. What is sales management? What are sales management activities? Why we do focus on B2B in MRKT4213? Introduction Concept Check

29. Copyright © 2008 Pearson Education Canada 30 Next Time… Read chapters 1 and 6 in textbook, or any chapter about strategic role of sales Research about the strategic business planning process Agree with instructor the short list of companies and sales managers for interview