Managing Sales Force Integral part for success of marketing strategy is management of the sales force.

The management of sales consists of following:Recruitment is at the centre of an effective sales force. One approach in the selection is asking a customer what characteristics they look for in a sales representative. Companies develop selection procedure where behavioral and management skills are tested. Training is essential to remain ahead of the competition. Sales force needs training before entering the market as well as training at different stage of the product life cycle. Supervision on sales force is decided on the profile of product portfolio. A general supervision is maintained with respect to sales people dealing with potential clients. Another supervision is related to efficient time management from preparation of client call to closing of the deal. Motivation is a key aspect for management of the sales force. Here compensation plays an important in driving up the motivational level. Compensation can be assigned based on sales quota. Other motivational tools are social gathering and family outing. Evaluation is essential to management of a sales force. Sales reports sent by the sales force serve a good starting point of evaluation. Art of negotiation and relationship marketing these two are the important aspects of successful sales representative and long term benefit for the company. Sales Force Management In Rural Marketing As a general rule rural marketing involves more intensive personal selling effort compared to urban marketing. While the basic traits of personal selling such as understanding, enthusiasm, communication skill and knowledge of selling techniques are required in equal measure by urban and rural salesmen, the latter require certain additional traits and capabilities in order to match the peculiar conditions of the rural market.

He may have to spend a lot of time with the customer and make several visits to him to gain a favourable response from him. It takes three hours by bus to reach the location from Indore and many more. It is common knowledge that the rural areas lack modem amenities compared with the urban areas. an interior place in Deva district in Madhya Pradesh. The company proudly cites this practice as one main source of its bazaar power. present a cultural union. On the contrary.  Cultural similarity Location is just the starting point. has located one of its salesmen in Khategaon. . To avoid this problem. only those who are genuinely happy in living and working in the villages can become good rural salesmen. salesmen are generally reluctant to work in rural centres.  Attitude Factors Attitude factors are of particular significance in the rural context. For example. Rural salesmen must also be able to guide the choice of products. Lipton India for example. Experience has shown that such an arrangement does not produce optimum results. It will not be possible for the rural salesman to clinch the sale quickly. Persistence is another essential trait. Experience has also shown that successful rural marketing firms locate their rural salesmen right in the midst of the rural market to be covered. Since the cultural pattern of rural communities differs from one another. Because of this factor. as their customer is traditional and cautious person. the rural salesmen must have a great deal of patience.COMMON FOR URBAN AND RURAL UNDERSTANDING ENTHUSIASM COMMUNICATION SKILLS KNOWLEDGE ATTITUDE HARDWORKING  ADDITIONAL FOR RURAL MARKET WILLINGNESS TO RELOCATE CULTURAL SIMILARITY ATTITUDE FACTORS KNOWLEDGE OF LOCAL LANGUAGE HANDLE A LARGE NUMBER OF PRODUCT LINES GREATER CREATIVITY Willingness to Get Located in Rural Areas First of all. They should not hook the customers into buying all the products in the catalogues. they must help them eliminate items that are outside their specific requirements and those that are beyond their financial reach. a cultural background that is in accordance with the culture of the given rural community is a specific requirement of success for the rural salesmen. some firms locate their salesmen in towns and allow them to cover the rural areas assigned to them from these towns. The salesmen must have proper association with the cultural pattern of rural life in the given rural territory. Urban markets in contrast.

the items differ widely from one another. several years for a particular product to penetrate the rural market. Whereas the urban salesmen move in highly concentrated and compact market segments. the rural salesman needs a strong background of the local language. On the other hand. he must be well versed in the specific speech and phrase of the local area/community.  Capacity to Handle a Large Number of Product Lines The rural salesmen are often required to handle a much larger number of product lines compared with their urban counterparts. in rural India.  Greater Creativity Rural selling also involves greater creativity. the rural salesmen are required to become a jack of all trades. As such. Quite often. using the consumption pioneers and opinion leaders. within each major language group. for. usually do not generate economic volume of business if they handle just a few products. The rural salesmen on the contrary. Knowledge of the Local Language Another special requirement is that the rural salesman should be well versed with the local language. Often. The rural salesman has to be a carrier of a developmental message to the less privileged rural community. he must make an effort to introduce them in the rural areas through creative selling. In urban marketing the salesmen are able to generate economic size of business through a limited number of product lines. the products concerned may be very new in the rural context. They are bound to handle a large variety of items. The rural salesmen cannot sit back and say that it will take. . In other words. their employers do not have to load them with too many items. The rural salesmen are also required to travel more compared with their urban counterparts. the rural salesmen have to cover larger territories and scattered customers. he has to go one step further. Their workload and strain could therefore be more. It is essentially developmental marketing. Rural marketing also presupposes the delivery of a new standard of living to the rural masses. the everyday expressions and speaking manners vary considerably from locality to locality. Whereas his urban counterpart can successfully manage with English and a working knowledge of the local language. In fact.

No compulsions on grower to sell their produce through existing regulate market. 4. Features of APMC: 1. besides guaranteeing a just price. fruits. . grading. 6. A separate constitution for separate market for commodities like onion. Promotion of public-private partnership in the management and development of agricultural market. vegetable and flower. Legal person. 5. Market committee to promote contract farming. consumer/farmer market for direct sale. arrangements in the country. 3. Establishment of direct purchases centers.APMC ACT 2003: The main objective of Agricultural Produce Marketing Act was to ensure farmers get a proper price and traders & brokers are not free to exploit producers by buying their produce at a lower price. The "mandis" (markets) governed by the Act also offered farmers transportation. A separate chapter to regulate and promote contract farming. storage. grower and local authorities permitted to establish new market in new area 2. 7. direct marketing and farmer consumer markets. Prohibition of commission agency in any transaction of agricultural commodities with the producers.

grading. . Impact of APMC Amendment:     Amendments to the APMC would make the present marketing system more effective and efficient by removing unnecessary restrictions. the producer should be free to enter into forward contract whether inside or outside the regulated market. The early APMC Acts restricted the farmer from entering into direct contract with any processor/ manufacturer as the produce was required to be canalized through regulated market. market led extension and trading of farmers and market functionaries in marketing related areas. Promotion of Agricultural Markets’ in private/cooperative sector will encourage private sector to make massive investments required for development of alternative marketing infrastructure and supporting services. 9. State marketing board to promote standardization. Amendments in APMC Model:       Allow establishment of Private or Cooperative markets/ Farmer-consumer markets/ Direct marketing Safeguard the interest of the farmers through provisions for Contract Farming Prohibition of Commission Agents for agriculturists and no deduction to be made towards commission PPP in management & extension activities/ Promotion of e-trading/ Electronic Spot Exchanges Encouraging professional management in APMCs Promotion of Grading & Standardization. In the changed scenario. Constitution state marketing standard bureau for promotion of grading standardization and quality certification of agricultural produce. Giant corporations can now set up private markets. not regulated by the market committee.8. quality certification.

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