Chapter 1 Sales Management Strategy-Sales and Distribution Management
2016 Management of Sales Forces
-
Upload
matthieu-bruckert -
Category
Marketing
-
view
299 -
download
1
Transcript of 2016 Management of Sales Forces
![Page 1: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/1.jpg)
Management of Sales Forces
Matthieu BRUCKERT2016
![Page 2: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/2.jpg)
Introduction
![Page 3: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/3.jpg)
Matthieu BRUCKERT@iBruckert
![Page 4: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/4.jpg)
The SECRET:
![Page 5: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/5.jpg)
The SECRET:
Find the right PEOPLEWrite the right PROCESSUse the right TOOL--------------> OVERPERFORM!
![Page 6: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/6.jpg)
Agenda
1. Fundamentals2. Process3. People4. Tools5. Overperform!
![Page 7: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/7.jpg)
1.Fundamentals
![Page 8: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/8.jpg)
Sales
« The sales is the exchange of a commodity or service in return for money»
the law
![Page 9: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/9.jpg)
Sales
sales = €
![Page 10: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/10.jpg)
Force
F=mA
“Acceleration is produced when a Force acts on a mass.”
Isaac Newton
The greater the mass, the greater the Force needed!
![Page 11: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/11.jpg)
Sales Force
“...the most important function for 65% of the business owners”(Novancia 2011)
![Page 12: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/12.jpg)
Sales Force
The direct link to the customer...
![Page 13: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/13.jpg)
Sales Force?sales guy
sales manager
vendor
technical sales
sales engineer
customer advisor
telesales
...
![Page 14: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/14.jpg)
The role of the Sales Force
![Page 15: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/15.jpg)
What are customers expecting from the Sales Force today?
![Page 16: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/16.jpg)
#1 Customer expectation
Be personnaly accountable
![Page 17: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/17.jpg)
#2 Customer expectation
Understand meUnderstand my businessUnderstand my problems
![Page 18: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/18.jpg)
#3 Customer expectation
Be on my sideBe my real partnerBe my representant within your company
![Page 19: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/19.jpg)
#4 Customer expectation
« Sur mesure »I am not a number
![Page 20: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/20.jpg)
#5 Customer expectation
Be accessibleStay connectedAnswer my callsBe on timeRemember the promise you made
![Page 21: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/21.jpg)
#6 Customer expectation
Solve my problemsFind the right solution
![Page 22: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/22.jpg)
#7 Customer expectation
Be creativeI need innovative solutionsMake the difference
![Page 23: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/23.jpg)
The role of the Manager
![Page 24: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/24.jpg)
Definition: Management“In businesses and organizations, the Manager coordinates the efforts of people to accomplish the objectives.”
manage = pilot = conduct = guide = supervise = take care of = lead = ...
![Page 25: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/25.jpg)
The Role of the Manager
“You are not managing sales; you are managing the people who make the
sales”
![Page 26: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/26.jpg)
The importance of the Manager
• Increase revenue and profitability
• Decrease variability of revenue• Increase sales productivity• Increase Customer Loyalty• Increase Sales People
motivation
![Page 27: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/27.jpg)
The Diagnostic
![Page 28: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/28.jpg)
Manager = Pilot1.People2.Tools3.Process
![Page 29: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/29.jpg)
Checklist & Flight PlanCheck List➔ Where are
we?➔ Is the plane
ok?➔ Do we have
gas?➔ etc...
Flight Plan➔ Destination?➔ How?➔ Flight
duration?➔ etc...
![Page 30: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/30.jpg)
The DiagnosticCheck List= Diagnostic
Flight Plan= Sales Action Plan
![Page 31: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/31.jpg)
The DiagnosticMarketing MixBCG MatrixSWOTPesteletc...
![Page 32: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/32.jpg)
4P+3P
![Page 33: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/33.jpg)
SWOT
![Page 34: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/34.jpg)
2. Process
![Page 35: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/35.jpg)
B2C/B2B
B2C = Business to ConsumerB2B = Business to Business
![Page 36: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/36.jpg)
B2C
Business to Consumer“commerce transactions with final consumers”
![Page 37: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/37.jpg)
B2B
Business to Business“commerce transactions between businesses”
![Page 38: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/38.jpg)
B2B vs B2C
![Page 39: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/39.jpg)
B2B vs B2C• Most salespeople are involved
in retail selling (B2C)• Larger volume of sales
accounted in industrial selling (B2B)
![Page 40: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/40.jpg)
Manager = Pilot1.People2.Tools3.Process
![Page 41: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/41.jpg)
Checklist & Flight PlanCheck List➔ Where are
we?➔ Is the plane
ok?➔ Do we have
gas?➔ etc...
Flight Plan➔ Destination?➔ How?➔ Flight
duration?➔ Cost➔ etc...
![Page 42: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/42.jpg)
The Sales Action PlanCheck List= Diagnostic
Flight Plan= Sales Action Plan
![Page 43: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/43.jpg)
The Sales Action PlanPart 1
1.1 The Vision1.2 Strategic Objectives1.3 Sales Objectives
Part 2
2.1 Targets2.2 Sales Process2.3 Sales Organization (Team, Territories, Agenda, Budget)
![Page 44: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/44.jpg)
1.1 The VisionTranslate the global strategy into words
“Being in the TOP 3 of this market within 3 years”“Having all SBF100 as customers in 5 years”
![Page 45: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/45.jpg)
1.2 Strategic ObjectivesSplit vision into objectives“Year 1: develop a distribution networkYear 2: promote…”“Find 10 reference customer within 6 month”Long term relationship VS one shot selling
![Page 46: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/46.jpg)
1.3 Sales Objectives
Put numbersQuantified objectives« You cannot improve what you cannot measure! »
![Page 47: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/47.jpg)
2.1 Targets• Consumers / Companies• Contacts
![Page 48: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/48.jpg)
2.2 The Sales Process• Scale sales force by teaching how to
succeed• Measure and manage • Design selling process according to
how customer buys• Team sales require clearly defined roles
for each member
![Page 49: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/49.jpg)
FOCUS:The Sales Process
![Page 50: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/50.jpg)
Lead/Prospect/Customer
who bought
potential prospect
potential customer
LEAD =PROSPECT
=
CUSTOMER =
![Page 51: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/51.jpg)
Quiz
Sales = ?❏ negotiation❏ discussion❏ €, £, $, etc...❏ information❏ exchange
![Page 52: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/52.jpg)
A Typical Sales Process1. Prospecting2. Opening
relationship3. Need qualification4. Proposal5. Negotiation6. Closing7. (Follow-up)
![Page 53: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/53.jpg)
1. Prospecting• Core competency• Sales fundamental• Critical to increasing sales• Hard work• Delayed payoff• Requires design and
discipline• Enhanced by software
![Page 54: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/54.jpg)
2. Opening the Relationship• “The approach”• Who is likely to have the greatest
influence to initiate the purchase process?
• Generate interest to obtain information needed to qualify a prospect
• Identify key decision makers, desires, and relative influence
![Page 55: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/55.jpg)
3. Qualifying the Need• Does prospect have a need for
product?• Possible to make prospect aware of
need?• Will the sale be profitable to the
company?
![Page 56: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/56.jpg)
4. Proposal• Present your solution• Transmit information• Persuade prospect to
become a customer• Pricing
![Page 57: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/57.jpg)
5. Sales negotiation« Discussion between two parties looking for an agreement »(Win/Win)
![Page 58: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/58.jpg)
6. Closing the sale• Begins with first contact• Requires “Asking for the order”• Trial Close• Understanding the prospect and
buying process
![Page 59: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/59.jpg)
7. (Follow-up)• Excellent service to boost loyalty• Follow up to check satisfaction• Installation• Training• Billing• Satisfied customers = Repeat customers
![Page 60: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/60.jpg)
2.3 Sales Organization• Team• Territories• Agenda• Budget
![Page 61: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/61.jpg)
FOCUS:Sales Organization
![Page 62: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/62.jpg)
Purposes of Sales Organization
• Divide and arrange activities so the firm can benefit from specialization of labor
• Provide for stability and continuity in firm’s selling efforts
• Increase productivity – specialists can become proficient at assigned tasks
• Divide required selling activities to gain maximum benefits within the sales force
![Page 63: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/63.jpg)
Sales Organization Structure• Horizontal – divides selling
activities among sales force
• Vertical – assigns authority for specific sales management activities
![Page 64: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/64.jpg)
Horizontal Structure• Company sales force or outside agents?• Number and arrangement of sales force?• Product, customer, or functional
assignments?• Responsibility for national accounts?• Foreign market sales and marketing?
![Page 65: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/65.jpg)
Outsourcing the Sales Force• Distributor, agent, representative...• Cover specific territory and specialize in limited
range of complementary products• Do not take title or possession of the goods they
sell• Compensated by commissions• Broad authority to modify prices and terms of
sale• Actively shape manufacturer’s promotional and
sales programs
![Page 66: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/66.jpg)
Comparison: Selling Costs vs Sales Volume
![Page 67: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/67.jpg)
• Simplest and most common method• Individual salespeople assigned to separate
geographic territories• Lowest costs (Travel time and expenses)• Sales administration and overhead costs kept
low• Does not provide benefits associated with
specialization of labor
By Territories
![Page 68: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/68.jpg)
By Territories
![Page 69: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/69.jpg)
By Products• Salespeople master effective selling
methods for single or related products• Closer alignment of sales and production • Sales management controls allocation of
selling effort across the line
But… duplication of effort!
![Page 70: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/70.jpg)
By Products
![Page 71: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/71.jpg)
By Market• Better understanding of customer needs• Increased familiarity with certain businesses• Increased control over allocation of selling effort
But… duplication of effort!
![Page 72: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/72.jpg)
By market
![Page 73: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/73.jpg)
Telemarketing/Sales Assistance• Form of organization by selling function• Qualifying potential new accounts• Servicing existing accounts quickly• Seeking repeat purchases from existing
accounts that cannot be covered efficiently in person
• Providing quick communication of newsworthy developments
![Page 74: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/74.jpg)
3. People
![Page 75: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/75.jpg)
The role of the sales leader
“You are not managing sales; you are leading
the people who make the sales”
![Page 76: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/76.jpg)
Are Sales People born or made?
becomeimprove
![Page 77: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/77.jpg)
15 qualities
5 x 3 = 15
![Page 78: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/78.jpg)
1.1 Attitude
55%non verbal
![Page 79: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/79.jpg)
1.2 Manners (good)
SBAM =S’il vous plaît (Please)Bonjour (Hi)Au revoir (Bye)Merci (Thanks)
![Page 80: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/80.jpg)
1.3 Charisma
Inspire trustBe listened to
![Page 81: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/81.jpg)
2.1 Active listening
2 ears---------------1 mouth
![Page 82: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/82.jpg)
2.2 Curiosity
Capacity to ask questionsInterest for what is different, new
![Page 83: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/83.jpg)
2.3 Adaptation
Adapt or die...
![Page 84: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/84.jpg)
3.1 Sales technique
Selling techniqueTheory + Experience
![Page 85: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/85.jpg)
3.2 Rigour
OrganisationReporting
![Page 86: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/86.jpg)
3.3 Honesty
TrustEngagement
![Page 87: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/87.jpg)
4.1 Communication
TalkingExplaining
![Page 88: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/88.jpg)
4.2 Persuasion
Consistency of speechAbility to convince
![Page 89: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/89.jpg)
4.3 Relationship
NetworkInternalyExternaly
![Page 90: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/90.jpg)
5.1 Tenacity
PerseveranceToughnessCourage
![Page 91: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/91.jpg)
5.2 Optimism
Resistance to stress
![Page 92: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/92.jpg)
5.3 Creativity
ImaginationIdeas“out of the box”
![Page 93: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/93.jpg)
Quiz : qualities of good sales people?
Attitude Manners Nice tie
Passive listening Curiosity Adaptation
Product technique Stubbornness Honesty
Communication Kindness Relationship
Patter Optimism Creativity
![Page 94: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/94.jpg)
Quiz : evaluate yourself!
![Page 95: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/95.jpg)
15 qualities of good sales people
Attitude Manners Charisma
Active listening Curiosity Adaptation
Sales technique Rigour Honesty
Communication Persuasion Relationship
Tenacity Optimism Creativity
![Page 96: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/96.jpg)
Are sales leaders born or made?
becomeimprove
![Page 97: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/97.jpg)
Qualities of Sales Leaders
15Qualities of Sales People
![Page 98: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/98.jpg)
+ LeadershipBe an exampleShow the way
![Page 99: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/99.jpg)
+ CoachingTrainDevelop Talents
![Page 100: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/100.jpg)
+ AnalystMeasureControl
![Page 101: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/101.jpg)
+ MotivateCongratulateThank
![Page 102: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/102.jpg)
+ AnimateMeetCommunicateTalk
![Page 103: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/103.jpg)
Leadership theorySituational Leadership:4 styles of leadershipby Paul Hersey
![Page 104: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/104.jpg)
Situation 1: TellingTelling - is characterized by one-way communication in which the leader defines the roles of the individual or group and provides the what, how, why, when and where to do the task
![Page 105: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/105.jpg)
Situation 2: SellingSelling - while the leader is still providing the direction, he or she is now using two-way communication and providing the socio-emotional support that will allow the individual or group being influenced to buy into the process
![Page 106: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/106.jpg)
Situation 3: ParticipatingParticipating - this is how shared decision-making about aspects of how the task is accomplished and the leader is providing less task behaviours while maintaining high relationship behavior
![Page 107: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/107.jpg)
Situation 4: DelegatingDelegating - the leader is still involved in decisions; however, the process and responsibility has been passed to the individual or group. The leader stays involved to monitor progress.
![Page 108: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/108.jpg)
![Page 109: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/109.jpg)
The ideal situation?• Telling• Selling• Participating• Delegating
![Page 110: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/110.jpg)
Assertive leadership?• Managing emotion• Active listening• Delegation skills• Gratitude• Self-control• Justice -> facts
![Page 111: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/111.jpg)
Sales negotiation
« Discussion between two parties looking for an agreement »(Win/Win)
![Page 112: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/112.jpg)
4. Tools
![Page 113: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/113.jpg)
Quiz
Prospecting means?
❏ looking for potential customers
❏ qualifying leads❏ closing business❏ taking a shovel
![Page 114: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/114.jpg)
Portfolio?contact basecustomer base email listdatabasephone list...
![Page 115: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/115.jpg)
Digital tools
Customer Relationship Management
Outlook, Excel,...
Sales Force Automation
FILE =SFA =
CRM =
![Page 116: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/116.jpg)
Data quality
last nametelephoneemail
first namemobilefunctionage...
![Page 117: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/117.jpg)
Teleprospection/Phoning
SCRIPT3/30/3
![Page 118: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/118.jpg)
3/30/3 technique
3 seconds of introduction
3 minutes to convince
30 seconds to catch the attention
3 =30 =
3 =
![Page 119: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/119.jpg)
Mailing
TargetedUltra-personalizedCall2Action
![Page 120: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/120.jpg)
eMailing
Mailing+ 3 deliverability
factors (provider, object, content)
+ mobile
![Page 121: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/121.jpg)
Deliverability factors
...Deliver
...Click
...Open
Content =Object =
Provider=
![Page 122: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/122.jpg)
SMS, App, Push
Immediate engagementInteractivity
![Page 123: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/123.jpg)
Website
78%consumers are Web2Store(Responsive)
![Page 124: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/124.jpg)
Show, event, conference, day...
ImageNotoriety
![Page 125: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/125.jpg)
Social networks
B2C : Facebook, TwitterB2B : Linkedin
![Page 126: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/126.jpg)
Multichannel, 360, omnichannel...
![Page 127: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/127.jpg)
The era of CRM
CRM
![Page 128: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/128.jpg)
Customer Centric
Customer is the center of all activities
![Page 129: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/129.jpg)
Marketing Evolution• Market Share -> one2one Marketing• Transactions -> Relationships• Huge Campaigns -> Real-Time
Marketing
![Page 130: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/130.jpg)
Source: Ronald S. Swift, Accelerating Customer Relationships: Using CRM and Relationship Technologies (Upper Saddle River, NJ: Prentice Hall PTR, 2001), p. 38.
![Page 131: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/131.jpg)
Objectives of CRM1. Customer Acquisition2. Customer Retention3. Customer Profitability
![Page 132: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/132.jpg)
Relationship Development
Stage 1
Exploration(Acquisition
)Buildtrust
Generate sales
Build loyalty
Stage 2
Expansion
(Retention)
Stage 3
Commitment
(Profitability)
![Page 133: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/133.jpg)
Definitions• Up-Selling?• Cross-Selling?
![Page 134: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/134.jpg)
Building Customer Relationships
• Under promise, over deliver• Don't forget the small things• Stay in contact• Establish a feedback system
![Page 135: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/135.jpg)
Loyal Customers• Are easier to
convince• Provide positive
customer referrals• May pay premium
prices for value they receive
![Page 136: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/136.jpg)
Measure loyalty• Annual retention
rate (-/- Churn)• Frequency of
purchases• Percentage of the
customer’s total purchases captured
![Page 137: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/137.jpg)
Advantages of CRM
?
![Page 138: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/138.jpg)
Advantages of CRM 1/2•Increases awareness of needs•Tracks effectiveness of
campaigns•Competition based on
service, not prices
![Page 139: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/139.jpg)
Advantages of CRM 2/2•Prevents over-spending on
low-value customers•Prevents under-spending on
high-value customers•Speeds time to market a
product
![Page 140: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/140.jpg)
Critical Questions in CRM 1/31.Who are our customers?2.What do our customers want
and expect?3.What is the value potential of
our customers?
![Page 141: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/141.jpg)
1.What kind of relationship do we want to build?
2.How do we foster exchange?3.How do we work together and
share control?
Critical Questions in CRM 2/3
![Page 142: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/142.jpg)
1. How do we organize to move value closer to our customers?
2. How do we measure and manage our performance?
3. How do we increase our capacity for change?
Critical Questions in CRM 3/3
![Page 143: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/143.jpg)
CRM is only a TOOL
Tools enable rather than transform
![Page 144: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/144.jpg)
eMPower the Sales Force
SFA
![Page 145: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/145.jpg)
CRM? SFA?
CRM includes SFA
![Page 146: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/146.jpg)
CRM Success
?
![Page 147: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/147.jpg)
CRM Success
User adoption %
![Page 148: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/148.jpg)
CRM Failures 1/2
• Disruption of routines• Perception of CRM as
micro-management tool (big brother)
![Page 149: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/149.jpg)
CRM Failures 2/2
• Differences in expectations• Perceived lack of
management support• Disconnection (IT)
![Page 150: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/150.jpg)
The enemy ;)
![Page 151: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/151.jpg)
20th century CRM Software
![Page 152: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/152.jpg)
Technology Evolution• Data warehouse• Big Data & BI (Business
Intelligence)• Internet• SaaS• Mobile• Cross-organization
![Page 153: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/153.jpg)
21th century CRM Software
![Page 155: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/155.jpg)
![Page 156: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/156.jpg)
On Demand (SaaS)• Fast• Easy• Open• Flexible• Trusted
![Page 157: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/157.jpg)
All in one place
![Page 158: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/158.jpg)
Leads• Marketing primary material• Needs to be qualified to
become (Account + Contact)
![Page 159: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/159.jpg)
Accounts• Prospect• Customer• Partner• Competitor
![Page 160: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/160.jpg)
Contacts• Humans in the Accounts
![Page 161: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/161.jpg)
Activites• Events• Tasks• Calls• Meetings• Emails
![Page 162: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/162.jpg)
Products
• Configure Solution• Price• Quote
![Page 163: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/163.jpg)
Reports & Dashboards• Forgotten
Contacts• Late tasks• Accounts by
region• Big Deals
![Page 164: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/164.jpg)
Forecast & Quotas
Opportunity= Potential
Order
![Page 165: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/165.jpg)
![Page 166: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/166.jpg)
Information for ManagersSales forecastsTerritory estimatesQuotasSales force sizeSales territory design
![Page 167: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/167.jpg)
Market Opportunity AnalysisMarket potential – estimate of possible sales for an entire industry in a market during a stated period under ideal conditionsSales potential – portion of market potential the firm can expect to reasonably achieveSales forecast – estimate of dollar or unit sales for a specified future periodSales quotas – sales goals assigned to a marketing unit to manage sales efforts
![Page 168: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/168.jpg)
Sales Forecasting Methods
![Page 169: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/169.jpg)
Subjective Sales ForecastingUser expectations – relies on buyers’ expressed intentionSales force composite – sales force opinionsJury of executive opinion - key experts’ opinionsDelphi technique – participants prepare estimates which are compared anonymously and iteratively to reach consensus
![Page 170: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/170.jpg)
Objective Sales ForecastingMarket test – places product in selected areasTime series analysis – relies on historical data to develop predictionsStatistical demand analysis – attempts to determine the relationship between sales and factors that influence sales
![Page 171: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/171.jpg)
Effects of Territory Estimates
Design of sales territoriesProcedures for identifying potential customersEstablishment of sales quotasCompensation and subcomponentsEvaluation of salesperson performance
![Page 172: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/172.jpg)
Get results
![Page 173: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/173.jpg)
Integrate Services• Customize • Connect• Open
![Page 174: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/174.jpg)
5. Overperform!
![Page 175: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/175.jpg)
Road to Success
![Page 176: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/176.jpg)
What is success?
?
![Page 177: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/177.jpg)
What is success?
a Goalyou reach
![Page 178: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/178.jpg)
The Goal TheorySMART
By Edwin Locke in 1968
![Page 179: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/179.jpg)
The Goal Theory1.Set Specific goals2.Goals are Measurable3.But Attainable4.Relevant5.Time-Bound
![Page 180: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/180.jpg)
The Goal Theory
![Page 181: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/181.jpg)
1.Inform2.Measure3.Improve
![Page 182: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/182.jpg)
InformSales Action PlanProcessTools…Quotas!
![Page 183: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/183.jpg)
Sales QuotasGoals assigned to salespeopleApply to specific periodsTool for planning and controlling field selling activities and resultsBenchmark for evaluating sales effectiveness Motivate sales people
![Page 184: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/184.jpg)
Quota PurposesProvide incentives for sales representativesProvide measures to evaluate salespeople's’ performance
![Page 185: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/185.jpg)
Process for Setting QuotasIdentify types of quotas to be usedSelect level of each type of quota
![Page 186: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/186.jpg)
Good Quota Characteristics AttainableEasy to understandCompleteTimely
![Page 187: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/187.jpg)
Quota TypesSales volume – emphasize sales or some aspect of salesActivity – focus on certain sales activitiesFinancial – examine financial criteria such as gross margin or contribution to overhead
![Page 188: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/188.jpg)
Sales Volume QuotasMost popularOften based on past salesRelated directly to market potential, thus credible and easily understoodMay be expressed in euros, physical units, or points
![Page 189: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/189.jpg)
Activity QuotasReflect territorial conditionsRequire a detailed analysis of work required for effective territorial coverageCustomers influence activity quotas through:Account and order sizePurchasing patterns Support required for satisfaction
![Page 190: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/190.jpg)
Common Types of Activity Quotas
• Calls on new accounts.• Letters to potential
customers.• Proposals submitted.• Field demonstrations
arranged.• Service calls made
• Equipment installations supervised.
• Displays arranged.• Dealer sales meetings
held.• Meetings and
conventions attended.• Past-due accounts
collected.
![Page 191: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/191.jpg)
Financial QuotasDirect salespeople to more profitable products and customersCommon bases
Gross marginNet profitSelling expenses
Calculation not straightforwardProfit produced affected by factors beyond a salesperson’s control
![Page 192: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/192.jpg)
Quota Level ConsiderationsTerritory available potential Quota’s impact on motivationLong-term company objectivesShort-term profitability impact
![Page 193: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/193.jpg)
MeasureUse objective measures:Number of OrdersNumber of CallsNumber of Qualified ProspectsNumber of MeetingsNumber of Proposals…
![Page 194: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/194.jpg)
Improve
The dialog is the key!
![Page 195: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/195.jpg)
Quota -> Compensation
The types of Compensations ?
![Page 196: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/196.jpg)
SalarySalary
![Page 197: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/197.jpg)
CommissionsCommissions
![Page 198: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/198.jpg)
BonusesBonuses
![Page 199: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/199.jpg)
ContestsSales Contests
![Page 200: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/200.jpg)
BenefitsBenefits
![Page 201: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/201.jpg)
What will make you reach this goal?
?
![Page 202: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/202.jpg)
What will make you reach this goal?
Sales PeopleMotivation
![Page 203: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/203.jpg)
Definition : Motivation
?
![Page 204: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/204.jpg)
Definition : Motivation« Willingness to do something »
(Why do we do what we do?)
an individual’s choice
![Page 205: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/205.jpg)
Sales People prefer…
?
![Page 206: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/206.jpg)
Sales People prefer…
€?
![Page 207: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/207.jpg)
Sales People prefer…
1. change, innovation, movement, no routine
![Page 208: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/208.jpg)
Sales People love...
2. meeting people, having conversations, creating relations
![Page 209: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/209.jpg)
Sales People are happy...
3. helping, finding solutions
![Page 210: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/210.jpg)
Sales People are proud…
4. of the expertise they have in their job
![Page 211: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/211.jpg)
Sales People will always try...5. to avoid or minimize confrontation
![Page 212: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/212.jpg)
Sales People enjoy…
6. Sharing their expertise
![Page 213: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/213.jpg)
What will motivate your Sales People?
ImprovementTraining
Gratefulness
![Page 214: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/214.jpg)
Sales Training“What will happen if we
train them and they leave?”
![Page 215: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/215.jpg)
Sales Training“What will happen if we don’t and they
stay?”
![Page 216: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/216.jpg)
People Skills
Improve skills
![Page 217: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/217.jpg)
Sales Tools
Increase productivity
![Page 218: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/218.jpg)
Sales Process
Improve customer relations
![Page 219: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/219.jpg)
The SECRET:
![Page 220: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/220.jpg)
The SECRET:
Find the right PEOPLEWrite the right PROCESSUse the right TOOL--------------> OVERPERFORM!
![Page 221: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/221.jpg)
The REAL SECRET:
It is ALL about PEOPLE
--------------> OVERPERFORM!
![Page 222: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/222.jpg)
Book Recommendation
Sales Force Management: Leadership, Innovation, Technology 11th editionBy Mark W. Johnston, Greg W. Marshall
![Page 223: 2016 Management of Sales Forces](https://reader035.fdocuments.net/reader035/viewer/2022062821/5886b7dc1a28ab6d0e8b7599/html5/thumbnails/223.jpg)
Thanks
Pictures by Freepik.com