Sales Force Management 123456789012.pptx

sales force management

1. Sales Force Management Rijul Chaturvedi

2. Contents Sales Job Analysis Steps of Job analysis Purpose of Job Analysis Sales Job Description Hiring and recruitment Process Training the Sales Force

3. Sales Job Analysis Sales Job analysis is defined as a process by which data with respect to a particular job is systematically collected and described. It defines the content of the job, the components of a job, and the circumstances and environment in which the job is to be performed.

4. Steps of sales job analysis Examine and study the work environment of the salesperson. Evaluate the kind of product that the salesperson sells Understand the customers that the salesperson deals with Determine the : Duties and responsibilities of the salesperson His relationships with other departments Relationships with trade channels

5. Purpose of Sales Job Analysis Man-Power Planning: Helps plan for the recruitment of adequate and appropriate manpower at different levels in the marketing and sales team. Interview and Selection: It helps match job applicants to job openings Training and development: It helps identify training needs, as well as both initial and continual training programs. Job evaluation: It helps evaluate the importance of the job and assess the worth of a job in relation to other jobs in the organization so that a rational pay structure may be established.

6. Sales job Description The Sales Job Description is an outcome of the data collected during the Job Analysis. It deals with the content of a job: what the sales job position does, how it is done under what conditions it is done It describes the duties and responsibilities as well as the tasks and activities required to perform a job; its relationship and interdependence to other jobs; reporting relationships; the nature of working conditions, and health hazards if any More specifically, it would specify the type of products to be sold, customer segments to be created, reporting structure, frequency of making sales calls, location and geographic area, amount of travel, etc.

7. Hiring Process Hiring is a process of attracting prospective employees and encouraging them to apply for jobs in an organization It caters to anticipated job openings.

8. Strategic Position Analysis Strategic position analysis is a systematic procedure describing how a sales job is performed and the skills and abilities needed to perform the job. The strategic position analysis comprises six steps namely : determination of performance measures, The identification of the critical success factor, The performance dimensions of the position, The determination of the performance measure dimensions, The operationalization and the establishment of performance, The standards and the design of the assessment tools.

9. Planning

10. Selection Procedure

11. Meaning and purpose of training Training is a systematic process by which job-related knowledge, skills, and abilities of the employee are enhanced for overall improvement in job performance. It not only aims at preparing the newly joined employees for better job performance but also aims at refining the skills of the present employees Plays a critical role in enhancing employees’ capabilities to perform tasks.

12. Training program types For freshers: A comprehensive program For existing employees: Continua sales training program to help them enhance their sales.

13. Training helps in Acquiring knowledge about the products Market understanding Understand consumer Behaviour Practice selling Learning the art of dealing with the customers Easing adjustments for salespeople in the organization

14. Training Process A sales manager has to design a training programme that will help in improving the skill and efficiency levels of the sales force. For the purpose of the optimum benefit to the organization, the sales training programme should be designed by following a scientifically planned and designed process. The training process consists of three phases namely, the training need assessment and development, conduct of training programme , and the evaluation stage

15. Training Methods Didactic One-on-one instructions or the direct teaching approach is delivered during sales apprenticeship. This is an authoritarian oneway method of training, which is applicable to skill-based training programmes . The trainee is a passive learner and directive instruction creates a dependency on the trainer for learning. One-on-one instruction is modified by the skilled supervision of the process of two-way communication and adequate reinforcement and practical demonstration of learning. A lecture is a time-honoured method of communication with a group and is defined as an informative discourse delivered to an audience. A lecture is delivered to a number of people at the same time by an expert and covers specific topics rather than a range of subjects. For a lecture to be successful, a high level of skills from the lecturer are required.

16. Structure the Lecture Reinforce the Message Aid Concentration Reading Material Make It memorable by the participant Deliver with dynamism Use Questions

17. Other Methods Visual Supports Participative methods Conferences Seminar Discussions Role Play Case Study Workshop

18. Fishbowl Method Useful for enabling teams to study group processes, the fish bowl is a method used to train two teams. Here, the first team is asked to discuss a topic for 30 minutes and the team can elect a chairman or a leader if they so desire to cover the topic or cover the topic in a free discussion. The second team is seated around the first team and they are asked to observe the process. Its members are not allowed to interrupt the discussion but when the first group finishes, they are allowed about 15 minutes in which to criticize and comment on the first team’s performance. The first team has no right to reply or even to comment on any criticism at this stage. The roles of the two teams are then reversed. After the role reversal, both the teams come together in a full group session and notes are exchanged on the processes which were observed in the two parts of the exercise. The areas covered include the team’s interpretations of the task, how its resources were shared, the decision-making process used, and the interpersonal relationships developed in the group.

19. Sensitivity Training Sensitivity training (also known as T-group, study group, group dynamics, and group relation training) is a method or technique used to describe a type of training that sets out to promote more effective interpersonal relationships in an organisation . The objectives of this method are to increase the awareness of one’s Behaviour and to understand how it is received and interpreted by others. Sensitivity training develops sensitivity to the Behaviour exhibited by others and enables the trainee to diagnose the causes of that behaviour . This technique relies on its effectiveness in creating a climate where participants are willing to be frank, open, and honest with each other.

20. Transaction Analysis Transaction analysis (TA) is a popular method for studying interpersonal relationships and has attracted more interest than other didactic methods. Developed by Eric Berne and his associates, TA overcomes many of the difficulties that sales managers have in interpreting the language of psychologists when dealing with interpersonal problems among salespeople. Transaction analysis is communicated in simple language, which is less likely to be misconstrued by those who wish to use the technique since it is based on concepts related to everyone’s experiences. Trainers who would like to acquaint themselves with the technique operate on the ego states of participants and try to find out the transactions of the sales staff by analyzing the various ego states and transactions among them.

21. In-Tray Exercise One way in which training can reflect the realities of the job is by means of the in-tray exercise. This exercise provides the trainees with a day’s internal and external mail, which must be processed to the out tray. Trainees are required to study all the documents, decide priorities, and allocate time. If, however, this is impracticable, then the recruits simply indicate whatever action is deemed necessary. To add to the realism of the in-tray exercise, other features of normal working, such as interruptions from telephone calls and unexpected visitors, including customers, are often built into the programme . Sales trainers need to be aware of the symptoms so that actions can be taken if it is required. This exercise is used as a diagnostic tool to discover how a group member would handle the outstanding work in the in-tray. It is also used as an evaluative method to assess how the trainee would put to use the skills learned during training. Before undertaking the task, the sales trainee is advised on the best means of dealing with work problems. The success of the trainee depends on his ability to apply these criteria in handling the work problem. Providing feedback at the end of the exercise is a very important component that helps the trainee to realize the goals of the training programme .

22. Transcendental Meditation Transcendental meditation is a technique which seems to have an increasing following worldwide. There is justification in regarding it as a training technique since it is claimed that it influences the way in which sales staff approach life and therefore the job. The essence of this method is that it helps the trainees to reach a state of complete relaxation without any deliberate control on their part. It requires about 20 minutes twice a day when the mind is allowed to settle down in a state of complete rest. No religious or moral commitments are expected and it does not involve any mental or physical effort or any kinds of skills, which might make it more suitable for some people. While it appears to be a perfectly simple device and does not demand too much from the employee, personal tuition is recommended by the exponents of transcendental mediation in the first instance and periodic monitoring thereafter in order to obtain the maximum benefit from the technique.

23. Socialization Process

24. Sales Force Motivation The meaning of the word motivation is to move or activate. Motivation is an internal feeling and an energetic force within salespeople that drives them to behave in a certain way. It produces goal-directed action and harnesses human energy towards the goals of the sales organization. When motivation is positive, it takes time to build up and affects the individual, whereas when motivation is negative, it is believed to manifest much faster in a person’s behavior and communicates a sense of bargaining for the individual, in which the final behavior is what they do, and motivation is why they show or perform this behavior.

25. Importance of Motivation An organization’s effectiveness is a function of the managerial ability to motivate the sales employee to achieve sales goals. The success of a sales organization depends on the ability and the style of functioning of the sales manager to motivate the sales staff to achieve organizational goals. The importance of motivation is felt within and across the organization because salespeople have to put in a lot of effort to realize sales in the market. They get demotivated due to frequent rejections by customers, lower esteem ascribed to the sales job, and customer complaints about the non-compliance of the product and service.

26. Motivation methods Security Approval Appraisal Recognition Foreign Trips Incentives Achievements Leadership