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Managing & Designing Sales
Force
Presented byAbhishek jangid
Nidhi jani
Sumit yadav
Silky batla
Raghunandan sharma
Importance Of Sales
WITHOUT UNDERSTANDING THE IMPORTANCE
OF THE WORD “SALES” WE CAN NOT GET AN
EFFECTIVE RESULT IN ANY AREA WHICH IS
RELATED TO SALES.
SALES TOTALLY DEPENDS ON THE TRICKS
AND STRATEGIES
Objectives
Review the types of decisions firms face in designing a sales force.
Learn how companies recruit, select, train, supervise, motivate, and evaluate a sales force.
Understand how salespeople improve their selling, negotiation, and relationship-building skills.
Designing the Sales Force
Types of Sales Representatives
Deliverer
Order taker
Missionary
Technician
Demand
creator
Solution
vendor
Designing the Sales Force
Steps in Process
Objectives and strategy
Structure
Sales force size
Compensation
Objectives
Sales volume and profitability
Customer satisfaction
Strategy
Account manager
Type of sales force
Direct (company) or contractual
Designing the Sales Force
Steps in Process
Objectives and strategy
Structure
Sales force size
Compensation
Types of sales force
structures:
Territorial
Product
Market
Complex
Designing the Sales Force
Steps in Process
Objectives and strategy
Structure
Sales force size
Compensation
Workload approach:
Group customers by volume
Establish call frequencies
Calculate total yearly sales call workload
Calculate average number of calls/year
Calculate number of sales representatives
Designing the Sales Force
Steps in Process
Objectives and strategy
Structure
Sales force size
Compensation
Four components of compensation:
Fixed amount
Variable amount
Expense allowances
Benefits
Compensation plans
Straight salary
Straight commission
Combination
Managing the Sales Force
Steps in Sales Force
Management Recruitment and
selection
Training
Supervising
Motivating
Evaluating
Recruitment and Selection
Cost &
Revenue
Traits• Customer
Appreciation
• Risk taking
• Sense of mission
• Problem solving
• High energy level
• Self Confidence
• Ego drive
• Planner
• Knowledge of
industries
Training
Knowing the company
Knowing the product
Making presentations
Understanding field
procedures &
responsibilities
Supervision
Norms for customer calls
Norms for prospect calls
Using sales time efficiently
• Preparation
• Travel
• Selling
• Administration
Motivating
Motivating the Sales Force
Most valued rewards
• Pay, promotion, personal
growth, sense of
accomplishment
Least valued rewards
• Liking and
respect, security, recognition
Sales quotas as motivation tools
Personal Selling Principles
Major Aspects
Sales
professionalism
Negotiation
Relationship
marketing
Prospecting
Approach
Overcoming
objection
Closing
Personal Selling Principles
Major Aspects
Sales
professionalism
Negotiation
Relationship
marketing
Reps need skills for
effective negotiation
Negotiation is useful
when certain factors
characterize the
sale
Negotiation strategy
Principled
BATNA
Personal Selling Principles
Major Aspects
Sales
professionalism
Negotiation
Relationship
marketing
Building long-term supplier-customer relationship.
Companies are shifting focus away from transactionmarketing to relationshipmarketing
Company background
Selling premium life style products like
water purifiers and vacuum cleaners
which bring better health to the families of
their customers.
The pioneer of Direct Sales in India.
5500 salespersons working for Eureka
Forbes.
Impressive turnover of Rs. 6.1 Billion.
Eureka Forbes is Ranked as No. 1 in
India for "Enterprise driven Knowledge
Culture" by the MAKE Awards which
are the "Oscar Awards" in the world of
Knowledge.
Strategy
Followed a marketing system very different from those adopted by most consumer product companies.
It did not set up a dealer network to sell its products but it set up a "Direct Sales"system instead.
Acquiring customers not by luring them into the stores through discounts and offers but by contacting them in the comfort of their homes.
Their slogan is 'Your friend for life' .
Designing & Managing Sales
Force For 80% of customers, They have a service centre within 5
km radius.
Believe in “Earning, Learning, Pride and Fun”.
Have an in-house "Academy of Learning" and also have tie-ups with business schools .
At Eureka Forbes, the salesman is king.
Eureka Forbes cuts out the middleman and instead uses a team of young salespeople to give in-house product demonstrations and convince consumers of a need that they didn't know they had.
Designing & Managing Sales
Force
New hires undergo three weeks of training,
including sections on grooming, product
demonstration and closing a sale.
After six months or minimum sales of 60 units
salespeople are given motorcycles to use for sales
calls.
Their salary is 60% commission based, with top
talent earning up to 24,000 rupees per month.
Designing & Managing Sales
Force
Meetings begin with a singing of the "Euranthem,"
which sounds like theme song to a television sitcom
and includes lyrics such as "We work so hard. We're
always on our Aquaguard.
Every morning employees receive a text message on
their cell phone with an inspirational message,
quotation or sales talking point.
Conclusion
In business, sales personnel serve as the link between a
company and its customers.
Designing a sales force involves decisions regarding
objectives, strategy, structure, and compensation.
Once these have been accomplished, a manager must
manage its sales representatives by
training, supervising, motivating, and evaluating .
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