Sales Force Development

Maximizing Human Capital in Sales

Registration Number: DSSM/04/931

Examination: October 2022-Level II

KDC Academy of Management – Sri Lanka

DSSM/04/931

Student Declaration

Date: 16/09/2022
Dear Examiner
Diploma in Strategic Sales Management
KDC Academy of Management

Student Confirmation

I, with this, certify that the assignment/project of the Diploma in Strategic Sales Management and
Level-11 is the result of my independent work unless otherwise explicitly mentioned under
referencing guidance.

Thank you.

Student Number- DSSM/04/931

Signature-

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Content
Aknowledgement …………………………………………………………………..………........................3
2Executive summery 4
3 Overview of Organization………………………………………………………..……………….......…..5

3.1Company Name ………………………………………………...…………………………..……....5

3.2Operating Industry ……………………………………...………………………...……….…….….5
3.3Financial Summary of The Last Year ……………………………….…………………….……..…5
3.4Brands ……………………………………………………………………………….……….……..5
3.5Product Portfolio……………………………………………………………………..……….……..6
3.6An Overview Of Market Share Compared With The Competition ……………...……….………..6
3.7Key Stake Holders Of The Business ……………………………………………………….…....…6
3.8Achievements ………………………………………..……..…………………………………....…6

4 Organization Structure of a Company …………………………………………………...………..….…..7

4.1 The Current Sales Organization Structure …………………………………………....………….…8
4.2 The Roles and Responsibilities of Individuals In The Sales Force ………………….…………......9

4.2.1 Senior Manager/Manager/Assistant Manager-Key Responsibilities …………………....…9

4.2.2 Assistant Manager- Key Responsibilities ……………………………………..……….…...9
4.2.3 Graduate Trainee-Key Responsibilities …………………………………………….….…...9
4.2.4 Intern-Key Responsibilities …………………………………………………………….…10

4.3 The Span of Control and Decision-Making Authority ……………………………….....……..…10

4.4 Gaps I Identified In the Existing Organization Structure ……………………………….……..…11
4.5 Proposed Organizational Structure (New One) …………………………………….…...….….…12

5 Leadership And Motivation ………………………………………………………….…….………….…13

5.1 Leadership ……………………………………………………………………..……………….…13

5.1.1 Leadership Approaches Suitable For Sales Management ………………………..……...13

5.1.1.1 Bureaucratic Leadership Approach …………………………………...………...13
5.1.1.2 Transformational Leadership Approach ……………………………...……...…13
5.1.2 The Best Leadership Approach for the Selected Sales Force Development………….…13

5.2 Motivation ………………………………………………………………………….………….….14

5.2.1 Sales Motivation Techniques to Maximize Productivity …………………...….…...…..14
6 Conclusion ………………………………………………………………………………...……….…….15
7 Reference ……………………………………………………………………………….…….……….…16

List of figures and illustrations

Figure 1: Brands Logo that produce in Brandix …………………………………………………………….5
Figure 2: Span of control concept chart ………………………………………………………..………….11
Table 1: Last year’s financial summary …………………………………………………………………….5
Table 2: Main product portfolio …………………………………………………………………………….6

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1. Acknowledgment

In preparation for this assignment under level 11, I had to request the help and guidance of some respected
masters who deserve my deepest gratitude. Completing this assignment gave me much pleasure. Thank
Mr. Mahesh weerathunga, Course Instructor at the KDC Academy of Management, for giving me good
knowledge for assignments throughout numerous consultations.

Thanks to my Head of Department, Mr.Lahiru Wijerathna, and other surroundings for their knowledge
sharing.

Besides that, thanks to my beloved family, who always stick together and help to produce a good
assignment with all affordance and responsibility.

Finally, I would like to expand my heartiest gratitude to all those who have directly and indirectly guided
me in writing this assignment.

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2. Executive Summary
The sales force is an organization's most significant employee force responsible for selling
products and services. The primary functions that are included in the sales force definition are the
interactions with the customer. They are responsible for communicating the details and
information to the customers and gathering information in the form of feedback from each
customer. Hence, the sales force is essential to marketing and customer relationship management.

Select a company that Brandix Apparel Limited (BAL) for this assignment. Going forward can
get a better idea about company behavior when referring comprehensive business introduction
that includes the company name, operating industry, and financial summary of the last final years,
brand & product portfolio, an overview of market share compared with the competition, critical
stakeholders of the business, achievements.

Additionally, describe the current sales organization structure and explain the roles and
responsibilities of each individual in the sales force. Brandix has not separate sales force. Brandix
maintains sales and marketing under the marketing department under the Bulk Merchandizing
function and product development functions. Using these two categories, they maintain, handle
and manage the international apparel market. Also, Identify the span of control and decision-
making authority of the whole business, identify gaps in the existing organization structure, and
propose a new one to reach the expected objective described above.

Finally, deeply discussed leadership and motivation for significant strategic decisions in sales
management and sales force productivity improvement. Among all leadership approaches,
critically analyze two leadership approaches suitable for sales management. Going forward,
Propose the best leadership approach for the selected sales force development. Furthermore,
proposed sales motivation techniques that organizations can implement to maximize productivity
and reach sales objectives.

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3. Overview of Organization
3.1Company Name

As a leading apparel solutions provider in Sri Lanka, Brandix has provided Inspired Solutions to
renowned brands worldwide for over 50 years. Business vertically contributed supply chain and
expanded global network of manufacturing and operating locations. Also, an inspired employee
base and infrastructure have helped us deliver millions of garments to customers. Combining this
with Brandix's expertise in product innovation, research and development, unparalleled speed in
delivery, and unwavering commitment to delivering the best phenomenal product has helped to
bloom Brandix as a leader in the Apparel arena.

3.2 Operating industry

Sri Lanka's economic gain industry of apparel and textile manufacturing industry is the most
valuable, significant, and dynamic contributor to Sri Lanka’s economy. Also, apparel and textile
manufacturers have successfully utilized the opportunities in the international market to evolve
beyond traditional exports and tailoring designs to provide sophisticated and creative solutions
through fashion BPO services, research, development, and innovation centers.

Brandix is Sri Lanka's single largest apparel exporter, with an annual turnover exceeding $600
million. The company employs over 44,000 Associates supported by 38 manufacturing facilities
in Sri Lanka, India, and Bangladesh.

3.3 Financial summary of the last years.

Year Garment Employees Revenue(USD)

Duration Manufactured(Pieces)
2020-2021 486 Million 44 930 820 Million
2019-2020 317 Million 53 000 782 Million
2017-2019 580 Million 51 787 1696.8 Million
2015-2017 505 Million 41 847 1465 Million
Table 1 –Last year's Financial Summary

3.4 Brands

Figure 1 – Brands logo that Produce

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3.5 Product Portfolio

Active wear Casual Wear Intimate Wear Sleep and Lounge

Wear
Leggings Woven bottoms Lingerie and men’s & nightwear - flannels,
Sport bras Pajama pants women’s underwear pajamas, light robes
T-shirts & Shorts Jean jackets and boxers, as well as
Colored jeans loungewear such as
yoga pants,
hoodies,
leggings,
and t-shirts

Table 2 – Main Product portfolio

3.6 An overview of market share compared with the competition.

Bangladesh can be considered Sri Lanka's main competitor in apparel. As the only source of
foreign exchange for Bangladesh with vast amounts of labor, low cost, and vertical supply chains.
Readymade garment (RMG) exports from Bangladesh increased by 16.61 per cent to $3.366
billion in the first month of fiscal 2022-23 (July-June) compared to exports of $2.887 billion in
July 2021, according to the provisional data released by the Export Promotion Bureau. The export
was 6.45 per cent more than the target of $3.163 billion for July 2022.

3.7 Key stakeholders of the business

At Brandix, we consider that solid and effective communication with stakeholders is of

paramount importance. Stakeholder engagement through a mutually beneficial and transparent
process allows for obtaining valuable perspectives and expertise. Connecting with stakeholders
through different channels across global operating locations enables us to identify emerging
priority issues and risks, with an avenue of further strengthening strategies for a more significant
positive impact.

3.8 Achievements
2008- Seeduwa – World's 1st LEED Platinum-rated apparel manufacturing facility
2009- LEED Gold certified - First commercial building in Sri Lanka to receive this certification
2014- Excellence in Sustainable Development” – Presidential Export Awards
2015- Brandix HQ – GreenMark Platinum certified - Sri Lanka's 1st Platinum-certified
Commercial Building
2019- Launch of Brandix’s new Sustainability strategy for 2023 Batticaloa – World’s 1st Net
Zero Carbon certified apparel manufacturing facility

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4. Organization Structure of a company

An organizational structure is a better system that outlines how certain activities are directed to
achieve an organization's goals. These activities can include rules, roles, work responsibilities
, and accountability. Also determines how information and commands flow between levels within
the company. An organizational structure in the company allows companies to remain efficient
and focused.

 An organizational structure shows how certain activities are directed to achieve the goals
of an organization.
 Successful organizational structures define each employee's job and how it fits within the
overall system.
 A centralized structure has a defined chain of command, while decentralized structures
give almost every employee receiving a high level of personal agency.
 Organizational structures include functional, divisional, flat, and matrix structures.
 Senior leaders should consider various factors before deciding which type of organization
is best for their business, including the company's business goals, industry, and culture.

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4.1 The Current Sales Organization Structure

In the Organization structure of Brandix, there is no separate sales department. All the sales and
marketing functions handle and managed through the marketing department under bulk merchandising
and product development merchandising categories. Because going forward, the Brandix marketing
team will be involved with the international market.

Owner

Director

Bangladesh Sri Lanka India

Essential’s Fast Fashion Lingerie &

Group CEO Group CEO Intimates Group
CEO

COO

HR Planning Procurement Finance Marketing CFT Level

Inspection
Department Limited Uniqlo Lidle CK/Amazon
Brands
Logistic
Departme
Senior
Data
Manager-
Analyzing Marketing
Department

Manager/Assist Senior Graduate Intern-

ant Manager- Executive/Exe Trainee- Marketing
Marketing cutive Marketing

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4.2 The Roles and Responsibilities of Individuals in the Sales Force.

4.2.1 Senior Manager/Manager/Assistant Manager-Key Responsibilities

 Oversee all marketing campaigns worldwide in the company or department

 Implement a strategy to achieve better outcomes
 Promote a business value, product, or service
 Ensure the company communicates the correct flow to attract prospective and loyal
customers and retain existing ones.
 Represent and manage the marketing team to cross-functional groups, including product
management, project management, customer support, and sales.
 Updating senior and significant leadership on the progress of marketing and sales
activities and reporting on the results of the campaign
 Manage, guide, and coordinate marketing and sales, creative staff
 Lead market research and examine efforts to uncover the viability of current and existing
products/services
 Collaborate with media organizations and advertising agencies
 Brainstorm ideas for new campaigns
 Coordinate with the sales and other departments to produce effective strategies
 Monitor current campaigns, ensuring their staff meet deadlines and complete necessary
immediate tasks.
 Analyze and manage data to evaluate the success of their marketing efforts and come up
with new ideas to improve brand marketing and exposure

4.2.2 Assistant Manager- Key Responsibilities:

 Lead formulation of the Product Development objectives and implementation plans for
the assigned Customers / Categories.
 Drive synergies with the internal stakeholders to achieve the OTD, Sales, and
Profitability objectives.
 Manage effective customer relationships to realize the strategic Product development
deliverables, including LRP execution, new business development, and Customer
Relationship Index.
 Led and managed the Development team for assigned Customers/Categories toward
achieving functional objectives.

4.2.3 Graduate trainee-Key Responsibilities:

 Coordinating the execution of orders on a timely basis and achieving the relevant pre-
defined delivery targets to the satisfaction of our customers.
 Managing your T&A and bearing responsibility for 100% customer coordination.
 Recording and distributing weekly updates and coordinating with the planning team to
achieve committed delivery deadlines.
 Maintaining updated status reports on all orders and being responsible for driving 100%
OTD.

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 Understanding and becoming an expert in all related processes and systems.

4.2.4 Intern - Key Responsibilities:

 Assisting in sample development, costing, price negotiation, and communication with the
customers.
 Ensuring the entire development process from tech pack to sample dispatch runs
smoothly.
 Adhering to the time & action plan and achieving 100% OTD on sample delivery.
 Liaising with internal/external cross-functional teams and building relationships with the
customers.

4.3 The Span of Control and Decision-Making Authority.

Figure 2 – Span of Control Concept Chart

The span of control defines the number of subordinates under the senior level of direct
control. The span of control refers to how the many numbers of subordinates that can be
managed and controlled effectively and efficiently by supervisors or managers in an
organization.
.
 Increasing the span of control for senior level who could take responsibilities can
decrease the amount of micro-management in the organization or company,
creating more autonomy, faster decision-making, and more professional
development for team members.
 Having more levels and steps of reporting in the organization outputs results in a
more and good hierarchical organization
 Creates more development, improvements, growth, and advancement
opportunities
 for all surroundings. communication between small teams and
 Groups are smaller and easier to control as well as manage
 There is a more fabulous concept of specialization as a division of labor

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 , better opportunities for employee promotion

 the subordinate can quickly and easily contact their superior whenever needed.
This can create a sense for the employee that communication is better than a
wider span of control.
 Closer supervision: and greater attention to the employee's needs from the
manager.
 Less Skill Required: If a manager is trying to control a much larger group of
direct reports, each with more autonomy.

When applying to Brandix, in the marketing department, one SBU, two or three interns,
two executives may be senior, two Assistant Managers/Managers for different functions,
and two graduate trainee report to the senior manager of the business unit. That senior
Manger reports to (CFO level)General Manager/Deputy General Manager.

4.4 Gaps Identified In the Existing Organization Structure

No better flow of hierarchy. All the other suborning has to report under the senior
manager level. Because of that, senior managers have to manage all the other suborning's
responsibility and accountability for other levels and senior management's responsibility
and workload. Too much workload may under one person decreases efficiency, accuracy,
and effectiveness. Under this structure, time management is not in the proper way. One
person cannot find and manage all the other responsible positions, such as assistant
manager/manager. As well as challenging to get promotion. Because of that more
communication gaps exist higher level between lower levels.

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4.5 Proposed Organizational structure - New One (Marketing/Sales Team)

General Manager
(CFT level)

.
Deputy General
Manager

Senior Senior Senior Senior

Manager/Manager Manager/Manager Manager/Manager Manager/Manager
(Business unit 1) (Business unit 2) (Business unit 3) (Business unit 4)

Assistant Manager Assistant Manager

(Function 1) (Function 2)

Graduate Trainee Graduate Trainee Graduate Trainee Graduate Trainee

(Function 1)/Bulk (Function 1)/Product (Function 2)/Bulk (Function 2)/Product
Merchandising Development Merchandising Development

Intern (Function Intern (Function Intern Intern (Function 1)/

1)/Bulk 1)/Product (Function)/Bulk Product
merchandising development merchandising Development
merchandizing

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5. Leadership and motivation

5.1 Leadership
Leadership is the accomplishment of a target or goal through the direction of human
assistants, a human as well as a social achievement that stems from the leader's
understanding of senior level fellow workers or lower level and the relationship of their
individual goals to the group's aim and capacity of a company's management to set and
achieve challenging goals take a fact and decisive action when needed, outperform the
competition and inspired others to perform at the highest level they can.
Leadership involves setting goals, taking action, and beating the competition. However, it
also relates to the tone of the company's management and what kind of culture is built for
the employees.

5.1.1 Leadership Approaches Suitable For Sales Management.

5.1.1.1 Bureaucratic leadership approach

The bureaucratic sales leader's approach to leadership is most effective and efficient in an
established sales department with a history of performing well, but newer employees or
those with want to try something different may feel stifled.

5.1.1.2 Transformational Leadership approach

Transformational leadership highly influential leaders serve as role models to inspire

others who engage in the group. This leadership style involves improving team members'
morale and job performance by connecting with their sense of identity and the collective
and gathering identity of the group. A transformative leader is a visionary who inspires
others in the company and encourages critical thinking and innovation.

5.1.2 The best leadership approach for the selected salesforce development

In brandix culture most suitable leadership approach is transformational

leadership because brandix is a prominent apparel company that supplies garments to the
world and an international business that wants a motivational leadership approach. From
this impact of Transformational Leadership on Organizational Innovation, Supply chain
Integration, and Organizational Performance can be a leader in the market.
Transformational leadership positively impacted organizational innovation, Supply chain
Integration, and Organizational Performance. In addition, Supply chain Integration plays
a role as a complete mediate in the relationship between Organizational Innovation and
Organizational Performance. Size has a statistically significant moderate role in the
relationship between Organizational Innovation and Organizational Performance. Finally,
the leader qualification has a statistically significant moderate role in the relationship

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between Transformational Leadership and Organizational Performance. To improve

leadership capacity, textile and garment enterprises apply a transformational leadership
style to improve organizational performance.

5.2 Motivation

Employee motivation is a significant key to an organization's success. It is the level of

commitment, drive, and energy that a company's workers bring to the role daily. Without
it, companies experience reduced productivity and lower output levels and will likely fall
short of reaching
meaningful goals.
The benefits of employee motivation are higher productivity levels, more innovation,
Lower levels of absenteeism, Lower levels of staff turnover, a Great reputation, and more
robust recruitment.

5.2.1 Sales motivation techniques to maximize productivity

 Plan annual cricket match with other departments to get relaxation.

 Plan annual trips with the sales team.
 Organize women’s day programs.
 Display the best performers picture every month in front of the entrance
 Offer nutritious meals in the workplace.
 Continuously plan a "time for me" program every Wednesday evening to
maintain their fitness and healthiness.
 Dansal and bakthi Geetha programs for Vesak and poson days to participate for
them and engage with other teams.
 Offer scholarships or feasible discounts to the sale team to learn and win their
higher studies dream in the Brandix corporate campus.
 Offer foreign tours to the best performer on the team
 Daycare center for one and half year babies and above the age at the workplace.
While working, parents can find their baby's and children's protection.
 Every January, provide stationery items to parents who have schooling children.
 After every three years, offer their resignation that matches their experience.
 Send motivational quotes every morning for their office mail.
 Give laptops.

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6. Conclusion
The purpose of this assignment is to understand Organization's Sales Objective for the Next Business Year
Increase sales revenue by 20% compared to the previous financial year using the existing product pot
folio reaching new market segments by 31 s t March 2023, and understands the communication processes
and the decision-making process of an organization. This report selected Brandix Company to get explicit
knowledge about the communication process and how it uses in an organization, and how it helps the
decision-making process. Under this span of control, the section proposes a new organizational structure
for the organization's sales/marketing team, identifies the gap, and presents a new solution to the span of
control. Because the span of control in management has implications for workflow and directly influences
the number of subordinates assigned to work under a manager or a supervisor. Thus, a good span for a
manager or supervisor is vital to design the organizational structure, set direction, and exercising control
effectively and efficiently.

As well as describe leadership approaches that mainly impact the sales/marketing team and choose one
suitable leadership approach called transformational leadership approach. This is very suitable for the
appeal industry; thus, we want teamwork and more engagement, and every person's performance may be
equal to get better efficiency and maintain a timeline.

Finally, discuss the existing motivational factors in the organization as well as proposals to increase the
sale performance and, going forward, the high business revenue.

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7. References

1. Inspired solutions (no date) Brandix. Available at: https://brandix.com/inspired-solutions

(Accessed: October 7, 2022).
2. www.fibre2fashion.com (no date) An overview of the global apparel industry, Fibre2Fashion.
Available at: https://www.fibre2fashion.com/industry-article/3001/an-overview-of-the-global-
apparel-industry (Accessed: October 7, 2022).
3. Apparel and textile products in Sri Lanka - edb Sri Lanka (no date) Apparel and Textile Products
in Sri Lanka - EDB Sri Lanka. Available at: https://www.srilankabusiness.com/apparel/ (Accessed:
October 7, 2022).
4. Abdulla, H. et al. (2022) Sri Lanka Apparel Sector Investments at US$76m in 2022, Just Style.
Available at: https://www.just-style.com/news/industry-news/sri-lanka-apparel-sector-
investments-at-us76m-in-2022/ (Accessed: October 7, 2022).
5. Brandix Apparel Solutions Ltd (no date) BRANDIX APPAREL SOLUTIONS LTD - EDB Sri
Lanka. Available at: https://www.srilankabusiness.com/exporters-directory/company-
profiles/brandix-apparel-solutions-ltd/ (Accessed: October 7, 2022).
6. Driven by Purpo Se - Brandix (no date). Available at: https://brandix.com/images/brandix-
sustainability-report-2020-21.pdf (Accessed: October 7, 2022).
7. Rite - Brandix (no date). Available at: https://brandix.com/images/brandix-sustainabilty-report-
2019-20.pdf (Accessed: October 7, 2022).
8. Rite - Brandix (no date). Available at: https://brandix.com/images/brandix-lanka-sustainability-
report-2017-2019.pdf (Accessed: October 7, 2022).
9. Rite - Brandix (no date). Available at: https://brandix.com/images/brandix-lanka-sustainability-
report-2015-2017.pdf (Accessed: October 7, 2022).
10. 8 Popular Sales Leadership Styles: What's Yours? - SOCO Sales Training.
https://www.socoselling.com/8-popular-types-of-leadership-styles/

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