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The chapters examine sales organization designs, sales force market sensing, contracted sales forces, salesperson motivation and training, job stress, and sales force size and effort allocation. Structure follows strategy, according to Andris A. Zoltners, Prabhakant Sinha, and Sally E. Chapter 6 provides a complete analysis of organizing the sales force for customer and company success.

Sales Management as a Source of Competitive Advantage

A framework is developed to guide the design and management of the sales organization that is consistent with company strategy and drives results. Sales force structure decisions impact customer and company results by directly influencing salespeople and their activities. Developing an effective sales force organization design requires:.

Sales force structures need to change as business needs evolve. Directing careful attention to implementation helps ensure that sales force structure alterations are well received by customers, salespeople, and managers. Challenges abound for management to obtain the desired type, frequency, and quality of market information from the organization's sales force.

In Chapter 7 Kenneth R.

What is Sales Management?

Evans and C. Fred Miao look at the role of the sales force in the marketing information system MIS. Antecedents at the firm level include organizational culture, sales force control philosophy, training, job descriptions, compensation, and rewards. Key dimensions of sales force intelligence are new product planning and development, sales forecasting, competitive strategy, pricing strategy, and territorial customer knowledge. The challenge is to integrate the sales force into the MIS. Information generated by the sales force must be captured and disseminated across functional boundaries.

The MIS contributes to important sales force strategic options such as customer relationship management. The process of obtaining the p. Outsourcing all or part of a firm's sales function is a critical strategic decision. In Chapter 8 , Thomas E. DeCarlo examines the advantages and disadvantages of using manufacturer's representatives, and develops a framework for managing and compensating independent agents.

Strategic decisions concerning whether the selling function should be performed using a company sales force, an outsourced partner, or some combination of the two will have an important impact on a firm's competitive advantage. Several factors affect the decision to outsource the sales force, including the feasibility of building commitment with the independent representative, market coverage efficiencies, and selling effectiveness.

Several advantages are offered including stability of the rep, market customer focused agility, portfolio selling capabilities, and risk reduction. Certain challenges are involved in managing the relationship. Motivating and compensating representatives are important management responsibilities for the principals. Mark W. Johnston provides a critical review of two of the most important responsibilities of the sales manager: providing the programs and support for salespeople to improve critical skills, and creating a reward platform that motivates salespeople and encourages success, while offering financial security.

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Creating effective training programs and a reward system for salespeople are demanding responsibilities facing every sales manager. Companies spend billions on training every year. Training and reward initiatives are complicated when salespeople are geographically deployed. In Chapter 9 a plan is presented for developing and assessing successful training programs. The discussion includes the importance of setting objectives, developing programs that actually add value to the sales force, and creating relevant and useful success metrics.

A winning reward strategy is defined, p. The importance of job stress in the sales force is considered by Thomas N.

Top Sales Management Strategies for Sales Teams

Ingram, Raymond W. Buddy LaForge, and Charles H. Schwepker, Jr. The complex business environment faces salespeople with escalating demands and expectations. There is continuous pressure to perform in the sales forces of most organizations. The objective of Chapter 10 is to examine the antecedents and consequences of job stress and to consider initiatives for reducing job stress among salespeople.

While eliminating job stress in most sales organizations may be unfeasible, impractical, or even undesirable, the major negative effects of job stress require management initiatives to gain a reasonable level of control over salespeople's job stress. A framework of salesperson job stress is developed including antecedents, role stressors, and consequences. Role conflict, role ambiguity, and role overload are proposed as the key dimensions of salesperson job stress.

Role conflict occurs when salespeople face competing and sometimes conflicting demands from role partners such as customers and employers. Role ambiguity occurs when salespeople are not certain about actions they should take.

Sales Management Association - Enlightening Sales Leadership

The second chapter written by Andris A. Lorimer provides a contemporary review of how many salespeople are needed in the sales force and how the allocation of their efforts across the customer base have a significant impact on each salesperson, their customers, and the company results. Too many or too few salespeople will lead to negative consequences. Determining the appropriate relationship between sales force size and customer and product coverage is a major determinant of the productivity of the sales organization.

A synthesis of the results provides a basis for making a final sizing assessment.

Importantly, a sales force that is the right size must also have sales territories that are designed to match sales effort with market opportunity. Salesperson efforts must be allocated to customer needs, and territories formed that balance workload across territories.

How Competency Based Learning Contributes to Sales Readiness at FedEx Office

Unfortunately, territory design often receives inadequate attention from management. Structured processes and methods are discussed to guide sales territory design decisions. The sales force is an invaluable intermediary between the organization and this group.

helbudistlom.tk Identifying the right customers to acquire, retain, and grow is a demanding management task which has escalated in complexity over the last decade. In Chapter 12 , Andrea L. Dixon synthesizes current knowledge in the area of customer management, and encourages the organization to be proactive in this essential role, which is an important contributor to business success. Addressed is the necessary task of how the organization should identify the right customers from the existing customer base.

CLV can contribute important insights in selecting the right customers to include in the organization's portfolio. The process of identifying and developing the right customers is examined in depth. The need to sometimes terminate a relationship is also explored and evaluated. Customer portfolio analysis is discussed extensively. Significant value is gained from systematic customer assessment for acquiring, p. The process of managing the customer portfolio guides the firm in directing the right marketing efforts to the most appropriate marketing strategies.

Increasing the value of the firm's customer base by developing and managing better relationships with customers is an essential management function. Chapter 13 examines the role of the direct sales force as a core enterprise strategy and capability relative to the organization's CRM system. The CRM models implied by product leadership, cost leadership, and customer intimacy strategies are discussed. A customer relationship framework is presented for positioning the sales force relative to CRM strategy and practices.

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The role of the sales force is examined for four customer archetypes: transactional, solution selling, relationship selling, and strategic partnerships Wotruba A core set of CRM capabilities and processes are identified. Importantly, shifting from transactional to relational buyer—seller involves complex changes in salesperson and organizational strategies.