Sales Management and Sales 2.0
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Transcript of Sales Management and Sales 2.0
11Sales
Management and Sales 2.0
11Learning Objectives
Discuss the key considerations in developing and implementing effective sales strategies.
Understand the recruitment, selection, and training processes involved in developing the salesforce.
Identify key activities in directing the salesforce by leading, managing, supervising, motivating, and rewarding salespeople.
L 1
L 2
L 3
11Learning Objectives
Explain the different methods for evaluating the performance and effectiveness of sales organizations and individual salespeople.
Describe how sales organization are using Sales 2.0 to co-create value with customers.
L 4
L 5
11Sales Management Process
Defining the Strategic Role of the Selling
Function
Developing the
Salesforce
Directing the Salesforce
Determining Salesforce
Effectiveness and
Performance
11Sales Management Process
• ______________________________________– Salesforce structure– Sales strategies
• _________________the Salesforce– Recruiting and selecting sales talent– Establishing training strategies/programs
• _________________ the Salesforce– Setting salesforce goals and objectives– Implementing incentive programs– Overseeing and coaching salesforce
• Determining Salesforce _______________ and _______________– Establishing and administering
evaluation measures & systems– Providing feedback for future
development
11Sales Management Positions (Example)
Vice President of Sales
Regional Sales Manager
Field Sales Manager
Field Sales Manager
Regional Sales Manager
Field Sales Manager
Field Sales Manager
11Sales Management Best Practices
• ________ a customer-driven culture throughout the sales organization and firm.
• Recruit and _______________sales talent.• __________________the right skill set.• Focus on key strategic issues
by segmenting accounts in meaningful ways andproviding differentiatedoffering to find, win,and retain customers.
11Sales Management Best Practices
• Implement formal sales and relationship-building processes.
• ___________________________________ to learn about customers.
• ______________________________________, especially marketing.
11Developing and Implementing
Effective Sales Strategies
________________________
Classification of accounts into
categories
__________________
Type of relationship
sought for each category
__________________
Develop selling approach for each type or relationship
11Developing and Implementing
Effective Sales Strategies
______________– Involves the planning of sales messages and interactions with customers. Selling strategy can be defined and executed at three levels.
Groups of Customers
Individual Customer
Customer Encounters
Customer Encounters
Individual Customer
Customer Encounters
Customer Encounters
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11Selling and Relationship Strategies
11Sales Channel Strategy
Determination of ___________________ _________________when executing the sales effort. Options include a company salesforce (individual or teams), industrial distributors, independentrepresentatives, internet,telemarketing, and so forth.
11Sales Structure Issues
• The degree to which each salesperson could perform all the selling tasks.
Specialization
• The degree to which authority and responsibility are placed at higher management levels.
Centralization
• The number of individuals who report to each sales manager
Span of Control
11Staff vs. Line Positions
11Sales Organization Alternatives
11Recruiting and Selecting Sales Talent
11Recruitment and Selection Process
– Planning –
11Recruitment and Selection Process
– Locating –
• Career/Job Fairs• College Career Centers• On-line Career Sites
(e.g., Monster.com and Careerbuilder.com)
• Internal (e.g., employee referral)
• Employment Agencies
11Recruitment and Selection Process
– Evaluating –
• __________ Screening• Interviews• ___________– Role Plays– Written
Questionnaires– Ride-Alongs
• Background Checks
11Sales Training Process
11Ethical Dilemma
11Directing the Salesforce
11Directing the Salesforce
11Directing the Salesforce
11Directing the Salesforce
11The Role of Power
• Don’t be reluctant to use any form of power.
• Be careful not to overuse the power of position or punishment.
• Avoid rewarding all desired job outcomes or behaviors.
• Enhance power through learning and establishing a good working relationship with subordinates.
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_________
_________
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Sources Advice
11Communication and Coaching
Coaching: Focus on continual development of salespeople through provision of feedback and serving as a role model.
• ______________________________.• Seek feedback.• Use persuasion and promises.• Establish a team approach.• ________________________________.• Ensure salespeople diagnose success as
well as failures.• _________________
_________________.• Follow-up on coaching
sessions.• ___________________.
11Ethical Dilemma
11Determining Salesforce
Effectiveness and Performance
Sales organization structure, strategies, deployment, management, and uncontrollable environmental influences also impact sales organization effectiveness.
11Evaluating Sales
Organization Effectiveness
11Evaluating Sales
Organization Effectiveness
11Evaluating Sales
Organization Effectiveness
11Evaluating Salesperson Performance
11Criteria for Evaluating
Salesperson Performance
_________________________Evaluation of the activities salespeople perform in the generation of sales and in completing non-selling responsibilities (e.g., training, product demonstrations, sales calls, etc.).
_________________________Evaluation of the actual sales results salespeople achieve (e.g., sales quota, market share gain, etc.).
Evaluation Methods Should Possess: • Reliability• Validity• Standardization• Practicality• Comparability• Discriminability• Usefulness
11Sales 2.0
The use of customer-driven processes enabled by the latest Web technology to co-create value with customers.
CRMSocial NetworkingCloud Computing
11Sales 2.0
11Role Play