Leadership of Sales Forces

7/31/2019 Leadership of Sales Forces

1/20

GROUP 9: FANTASTICS BOOMS!!

LEADERSHIP OF SALES FORCES

MAH JYE LING 196436

NOOR SYATILLA BT SABRI 196543

HAFIZALIANA BT BAHARUDIN 197141

NAZURAH ADILA BT NAHAR 197584

NORASIAH BT NAWI 197624


2/20

The best salesmanagers are great

leaders of their

salespeople.


3/20

LEADERSHIP CHARACTERISTICS AND

SKILL

1. PERSONAL CHARACTERISTICS

2. MANAGERIAL SKILLS


4/20

PERSONAL CHARACTERISTICS

Self

confidence

Energy

Creativity

Maturity

Initiative


5/20

SELF CONFIDENCE

Leaders must believe in themselvesTo inspire confidence in other, theymust set an example.

INITIATIVE

Leaders are independent self-starterswho take initiativeThey take charge

ENERGY

Leaders usually have high energy levels.They are industrious, stepping forwardwhen something need to be done.


6/20

CREATIVITY

Leaders need creativity and imagination

The organization looks to its leaders forsolution to problems.

MATURITY

Effective leaders must be more interestedin the well-being of their organization .The development of their people than in

their own self-importance or dominationsothers.


7/20

MANAGERIAL SKILLS

PROBLEM-SOLVING SKILLS

Effective leaders identify specific problems and theircauses.They formulate and implement solutions.

INTERPERSONAL SKILLS

Leaders must discover what best motivates eachsalesperson


8/20

COMMUNICATION SKILLS

Setting goals, organizing, forecasting, staffing,training,motivating, supervising, evaluating and controllingthe sales force all involve communication.

PERSUASIVE SKILLS

Good leaders rely more on persuasion than on powerThey persuade people to do what they want instead ofthreatening or coercing them.


9/20

LEADERSHIPSTYLE The combination of behaviors that manager typically

uses is known as that managersleadership style.

There are two distinct styles of leadership:

Transactional leadership

- refer to those supervisory activities regarding the day to

day operation and control of the sales force. Verbal feedback

-in the form of reward and punishment.

Task orientation-

Focus on the job done

Involve one- way communication- what? when? how?

Transactional leadership style relates to the working

relationship.


10/20

Transformational leadership- transforms the basic values

,belief and attitudes of follower such that they are willing

to perform levels above and beyond expectations.

Individuals exhibiting this style are usually referred to as

charismatic leaders.

There are four transformational leader behavior that are

especially relevant for sales manager:

-articulate a vision

-foster group goals

- provide a role model -provide individualized support.


11/20

Provide a role model

Transformational practice rolemodeling, or leading by

example.

Managers can serve as rolemodels is to personally

demonstrate proper sellingtechniques.

Articulate a vision

Create a common, compellingvision for guiding the future of the

companies.

Sales manager shouldcommunicate the big picture tosalespeople in ways that make

sense for them.

Provide individualized support

Transformational leadershipcare about and respect their

subordinates.

They oversee their individualdevelopment and concerned

about their feeling and needs.

Individualized support isdifficult time consumin task

Foster group goal

Promoting cooperationencouraging followers to work

together toward a common goal.

Transformation leaders mustconvince each salesperson.

Sales managers must encourage

their salespeople to recognize theim ortance of nonsales ersonnel.

The Fourtransformational

leader behaviorsto sales manager


12/20

SITUATIONALLEADERSHIP

Situational leadership- The ability to tailor leadership style

transformational or transactional- to the needs of currentsituation and the individual salesperson.

Leadership and strategic planning

The important factor in this strategic planning with regard

to leadership is the importance of any one sale to the firmswelfare.

The leadership decision is a portion of the overall strategic

decision as to how important the sales force is in

accomplishing the firm's goal.


13/20

OUTCOMESOF EFFECTIVE LEADERSHIP

Citizenship

behaviors

Well-trained

salespeople

Better

performance

Trust among

salespeople

Sales force

morale

1

4

2

5

3


14/20

Well-trainedsalespeople

1


15/20

Citizenship

behaviors

2Not part of formal job description

important to firms success

Offering tips and encouragement to a struggling

new rep

Showing up to work on time and never missing ameeting

Tolerating problems without complaining

Volunteering to serve on a community service

committee

Being courteous and respectful of the rights of

others


16/20

Trust among

salespeople

Trust is the lubrication that makes it possible for organizations

to work.

3

Better

performance

4

It is important to most sales reps to know that someone in the

organization cares about and recognizes the work they do.


17/20

Sales force

morale

5

Combination of positive outcomes = higher group morale

Social Economic

Job satisfaction


18/20

PROBL

EM

ENCOUNTE

REDIN

LEARDERSHIP

POOR

PERFORMANCE

SUBSTANCEABUSE

EXPENSEACCOUNTS

UNETHICALBEHAVIOR

SEXUALHARASSMENT


19/20

POOR PERFORMANCE

- Not performing up to standards

- Solution, not fire them but rather to help them becomeproductive employees.

SUBSTANCE ABUSE

- Detection

- warning sign- alcohol on the breath, slurred speech

- sales supervisors should become familiar with the sign

and symptoms of abuse

- Dealing With Abuse

- almost invariably leads to performance deficiencies

- sales managers should develop their own formal and

policies


20/20

EXPENSE ACCOUNTS

- can lead to costly problems for management

- should be clearly set forth when salesperson are hired

UNETHICAL BEHAVIOR

- recommending unnecessarily high product quality level,

selling out-of-production items without informing thecustomer.

- take immediate action to put an end to unethical behavior.

SEXUAL HARASSMENT

- two people who work for same firm- sales managerharassing a subordinate person

- increased turnover and absenteeism, reduced productivity

Leadership of Sales Forces

Documents

Transcript of Leadership of Sales Forces