Screenshot 2023-09-08 at 11.21.23

9/7/2023
SALES
MANAGEMENT
PHAM TRAN KHOA (MBA)
Larana, Inc.
PART 1 – THE BIG PICTURE

Chapter 1
INTRODUCTION TO SALES
MANAGEMENT
Daniel Gallego Oliva Wilson
1
9/7/2023
BRAIN STORMING
Learning objectives
1 Describe the major changes taking place in selling

and the forces causing these changes.
2 Define sales management.
3 Describe the sales management process.
4 Discuss the competencies required to be

a successful manager.
2
9/7/2023
Table Of Content
1. Introduction
2. Personal Selling
3. A changing
Workshop marketplace
Purpose Strengths
4. The sales management process

Marketing Problem Type Digital Marketing
5. The sales management competencies
6. Career Paths
Digital Marketing How To Get Started
7. Preparing for sales management success
Table Of Content
1. Introduction: changes in selling environment
2. Personal Selling
3. A changing
Purpose Strengths

6. Career Paths
3
9/7/2023
2
Personal selling
Definition:
Direct communications between paid representatives and

prospects that lead to transactions, customer satisfaction,
account development, and profitable relationships.
(According to the U.S. Department of Labor’s Bureau of Labor Statistics)
2 Personal selling
Workshop Purpose Strengths
4
9/7/2023
2 Personal selling
- Advertising vs Personal selling:

Advertising and sales promotion “pull” merchandise through the
channel, personal selling provides the “push” needed to get orders
signed.
- Uncover the special needs of the customer.

Question:
Ads vs Personal selling
2 Personal selling
- Sales manager: the planning, management, and control of sales

programs, as well as the recruiting, training, compensating,
motivating, and evaluating of field sales personnel
10
5
9/7/2023
2 Personal selling
- Sales management: The planning, organizing, leading, and

controlling of personal contact programs designed to achieve
the sales and profit objectives of the firm.
- Responsibilities of sales managers:
• Achieving or exceeding the goals established for performance

in the current period
• Developing the people reporting to them
11
3 A changing marketplace
12
6
9/7/2023
3 A changing marketplace - Outline

- 3.1 Competition
- 3.1.1 Globalization
- 3.1.2 Shorter product cycle
- 3.1.3 Blurred boundaries
- 3.2 Customer
- 3.2.1 Fewer suppliers
- 3.2.2 Marketing Problem
Raising expectation Type Digital Marketing
- 3.2.3 Increasing power
Digital
- 3.3 Selling Marketing
process How To Get Started
- 3.3.1 Relationship selling
- 3.3.2 Sales teams
- 3.3.3 Inside selling
- 3.3.4 Productivity metrics
13
3.1 A changing marketplace - Competition

- 3.1 Competition
- 3.2 Customer
Digital
- 3.3.2 Sales teams
14
7
9/7/2023
3.1.1 Globalization
15
3.1.1 Globalization
- It is not unusual to compete with companies from other
countries, to use suppliers located in other parts of the
world. Workshop Purpose Strengths
- This may result in intensified competition and require that
the sales force adjust
Marketing from a local to a Type
Problem global focus.
Digital Marketing
- The most obvious need for a global perspective is for those
Digital Marketing
companies competing How To Get Started
in other countries.
- Chief Sales Officers (CSOs) know that their companies’ growth
is likely to depend on how well they manage customer
relationships in global markets.
16
8
9/7/2023

- 3.1 Competition
- 3.2 Customer
Digital
- 3.3.2 Sales teams
17
3.1.2 Shorter product cycle

- The rate of technology transfer is increasing:
Technology decrease the time needed to convert input to
output, so the production
Workshop Purpose life cycle affect our buying patterns.
Strengths
Product cycles are shorter, imitation is more rapid, the window
of product differentiation
Marketing Problem has narrowed considerably.
Type Digital Marketing
- Important factors of sales force within this situation:
With very fewDigital Marketing differences inHow
important To Get Started
competing products,
the personal relationship and intimate customer knowledge of
the sales force become the primary point of differentiation and
leverage for a supplier.
18
9
9/7/2023

- 3.1 Competition
- 3.2 Customer
Digital
- 3.3.2 Sales teams
19
3.1.3 Blurred boundaries
- Remove boundaries for companies:

Formerly indirect competitors are entering each other’s
businesses.Workshop
Banks,Purpose Strengths
insurance companies all compete for
the same consumer savings and investment
Marketing Problem
dollars.
Paper & Plastic (applied for producing one time cups)
- Developments in information and communication
technology are often at the heart of boundary blurring.
20
10
9/7/2023
3.2 A changing marketplace - Customer
21
The increase in competition clearly calls for new selling and

sales management approaches. Strengths
Marketing Problem
However, identifying Type and
the correct selling Digitalsales
Marketing
management approach is further complicated by customer

developments such as purchasing from fewer suppliers,
rising expectations, and increasing power.
22
11
9/7/2023

- 3.1 Competition
- 3.2 Customer
Digital
- 3.3.2 Sales teams
23
3.2.1 Fewer suppliers
- Lower cost: changing from many single suppliers to

mega suppliers, wholesalers who have direct
relationship with customers
- Advantage: lowering administrative
Marketing Problem
costs including
purchasing and sales call time, receiving, inventory,
space, handling, paperwork, processing,
Digital Marketing How To Getleakage,
Started and so
forth.
24
12
9/7/2023

- 3.1 Competition
- 3.2 Customer
Digital
- 3.3.2 Sales teams
25
3.2.2 Raising expectation

In business-to-business sales, rising customer demands are
occurring in a variety of ways, including:
• Access to greater levels of information on demand.
• Ever-increasing speed of response to customer problems
and issues.
• A demonstrated understanding of the
Digital Marketing customer’s
How To Get Started business
and issues before being permitted to ask questions.
• Personalization of offerings, services, and merchandising.
26
13
9/7/2023
3.2.2 Raising expectation
“Be personally accountable for our desired results”

“Understand
WorkshopourPurpose
business” Strengths
“Be on our side”
“Design Marketing
the right applications” Type Digital Marketing
Problem
“Be easily accessible”
Digital
“Solve our Marketing
problems” How To Get Started
“Be creative in responding to our needs”
27

- 3.1 Competition
- 3.2 Customer
Digital
- 3.3.2 Sales teams
28
14
9/7/2023
3.2.3 Increasing power

The relationship between customer and supplier:
In the past the relationship are as follows: first come the
Workshop Purpose
manufacturer then the supplier thenStrengths
the customer, but now
because of a huge numbers of customers, suppliers play as
a representative for the manufacturer.
29
3.3 A changing marketplace - Selling process

- 3.1 Competition
- 3.2 Customer
Digital
- 3.3.2 Sales teams
30
15
9/7/2023
3.3 Selling process
The changes discussed so far are rapidly dooming the

traditional sales attitude of “I can sell anything to anyone.”
The financial stakes are too high and the problems too
complex for a single salesperson to handle.
31
3.3.1 Relationship selling

Relationship selling involves creating customer value by
addressing:
• ImportantWorkshop Purpose
customer problems. Strengths
• Important opportunities.
32
16
9/7/2023
3.3.1 Relationship selling
33

- 3.1 Competition
- 3.2 Customer
Digital
- 3.3.2 Sales teams
34
17
9/7/2023
3.3.2 Sales teams

• Multiple contacts being established between parties.
• Companies now give a big deal or great attention to work
Workshop Purpose
as teams because Strengths
teams mean experience, low cost, and
do the job better.
→ Allow for a broader transfer of capabilities and communications.
How To Get Started
35

- 3.1 Competition
- 3.2 Customer
Digital
- 3.3.2 Sales teams
36
18
9/7/2023
3.3.3 Inside selling

• Salespeople will need to work with a number of functions
across an organization if they are to develop successful
long-termWorkshop Purpose
relationships Strengths
with clients.
• Inside selling is especially important for strategic and
global account selling.
37

- 3.1 Competition
- 3.2 Customer
Digital
- 3.3.2 Sales teams
38
19
9/7/2023
3.3.4 Productivity metrics
Profitability often depends on the following:
• The amount of time necessary to complete the sale

• The gross margins associated with the sale
• The level of price discounting
• The amount of promotional support
• The amount of post-sale support
• The impact of future product sales
39
Table Of Content
2. Personal Selling
3. A changing
Purpose Strengths

6. Career Paths
40
20
9/7/2023
4 The sales management process

4.1. Focusing on the big picture
4.2. Roles of the sales force

4.3. Structuring the sales force
4.4. Building sales competencies
4.5. Leading the sales force
41
4
The sales management process
The sequence of activities that guides managers

in the creation and administration of sales
programs for a firm is known as the sales
management process.
42
21
9/7/2023
4.1 Activity 1: Focusing on the big picture

A company’s management process is fundamentally affected by
the firm’s overall business strategy for accessing its target
markets. Workshop Purpose Strengths
→ Interpreting the company strategy, marketing strategy, and a
Marketing
firm's strategic sales Problem
force program. Type Digital Marketing
→ Salespeople should make their job plans and goals go with the
Digital Marketing
department goals and with the companyHow To Get Started
goals.
43
4.2 Activity 2: Roles of the sales force

Key sales force behaviors include:
calling on certain types of customers and prospects,
managingWorkshop Purpose
customer Strengths
relationships, and
creating value for individual customers.
44
22
9/7/2023
4.3 Activity 3: Structuring the sales force

Sales force structure decisions influence how customers see the
firm because sales force structure will affect the selling skills and
Workshop
knowledge level Purpose
required Strengths
of salespeople.
In turn, sales Marketing

management Type
Problem activities such asDigital Marketing
compensation,
recruitment, training, and evaluation are affected.
45
4.4 Activity 4: building sales competencies

The abilities and the capabilities that the salespeople must have
to work effectively in sales job .
46
23
9/7/2023
4.5 Step 5: Leading the sales force

Evaluate the performance of the sales force and develop the
skills of their people.
Analyze sales data by account, territory, and product line
breakdowns. Marketing Problem Type Digital Marketing

Review selling costs and measure the impact of sales force
activities on profits.
47
Table Of Content
2. Personal Selling
3. A changing
Purpose Strengths

6. Career Paths
48
24
9/7/2023
5 The sales management competencies

5.1. Strategic action competency
5.2 Coaching competency

5.3 Team building competency

5.4 Self-Management competency

5.5 Global perspective competency
5.6 Technology competency

49
5
The sales management competencies
You may be wondering what it takes

to be an outstanding sales manager.
So, let’s look more closely at the
competencies that managers need in
order to succeed.
50
25
9/7/2023
5.1 Strategic action competency

1. Understanding the industry
2. Understanding the organization
3. TakingWorkshop
strategicPurpose
actions Strengths
How To Get Started
51
5.1 Strategic action competency –

Understanding the industry
▪ Understanding the history and general trends in the industry and
Workshop
their implications Purpose
for the future. Strengths
▪ Staying informed of Problem

Marketing and anticipating theType
actions of competitors
Digital Marketing
and strategic partners.
▪Identifying attractive market segments and their buying needs.
52
26
9/7/2023

Understanding the organization
▪ Understanding the vision, overall strategy, and goals of the
organization. Workshop Purpose Strengths
▪ AppreciatingMarketing
the distinctive
Problem competencies ofDigital
Type the organization
Marketing
with respect to market opportunities and limitations.
▪ Understanding how to marshal organizational resources to meet
the needs of the customers.
53

Taking strategic actions
▪ Assigning priorities and making decisions that are
consistent with the firm’s mission and strategic goals.
▪ Implementing specific account selection, retention, and
dominance strategies.
54
27
9/7/2023

Taking strategic actions (cont. )
▪ Developing an appropriate portfolio of account relationships.
▪ Considering the long-term implications of actions in order to
Marketing
sustain and further Type Digital Marketing
Problemthe organization.
develop
▪ Establishing tactical
Digital Marketing How
and operational goals To Get
that Started the firm’s
facilitate
strategy implementation.
55
5.2 Coaching competency
1. Providing verbal feedback

2. Role modeling
3. Building trust
56
28
9/7/2023
5.2 Coaching competency –

Providing verbal feedback
▪ Providing specific and continuous performance and selling skills feedback.
▪ Building a feeling of appreciation and recognition by taking the time to
acknowledge a job Marketing and effort beyondType
Problem
sell done, theDigital
call ofMarketing
duty or an
important victory.
▪ Reinforcing successes and nice-tries to support desirable behaviors.
57

Role modeling
▪ Leading by example, rather than decree.
▪ Providing role models, either themselves

Marketing Problem
or others, and
sharing best practices.
▪ Modeling professional attitudes and behaviors.
58
29
9/7/2023

Building trust
▪ Maintaining good rapport with the sales team and fosters open
Workshop
communications, Purpose
collaboration, creativity,Strengths
initiative, and appropriate
risk taking.
▪ Adding value through communicating relevant selling experiences.
▪ Helping salespeople to “look good” through two-way
communications.
59
5.3 Team building competency
1. Designing teams properly

2. Creating a supportive environment
3. Managing team dynamics appropriately
60
30
9/7/2023
5.3 Team building competency –

Designing teams properly
▪ Implementing an organizational architecture that will support teams.
▪ Creating a reward system that is fair within the context of a team effort.
▪ Coordinating team goals with the overall goals of the organization.
▪ Coordinating team activities with the requirements of functional areas
within the organization.
61

Creating a supportive environment
▪ Hiring people that will be successful in a team environment.
▪ Training programs that encourage teamwork.

▪ Integrating Digital
the individual
Marketing
members How
of the sales team
To Get Started
together to form a functioning supportive team.
62
31
9/7/2023

Managing team dynamics appropriately
▪ Understanding the strengths and

Workshop Purpose weaknesses
Strengths
of team members and using their strengths to
Marketing
accomplish Problem
tasks as a team. Type Digital Marketing

▪ Facilitating cooperative behavior and keeping
the team moving towards its goals.
63
5.4 Self-Management competency
1. Integrity and ethical conduct

2. Managing personal drive
3. Self-awareness and development
64
32
9/7/2023
5.4 Self-Management competency –

Integrity and Ethnical conduct
▪ Having clear personal standards that serve as a foundation
for a sense ofWorkshop Purpose
integrity Strengths
and ethical conduct by the sales team.
▪ Projecting self-assurance and does not just tell people what
they want to hear.
▪ Being willing to admit mistakes and accepts responsibility

for own actions.
65

Managing personal drive
▪ Seeking responsibility, works hard and being willing to take risks.
▪ Showing perseverance in the face of obstacles and bounces
back from failure.
▪ Being ambitious and motivated to achieve objectives, but does

not put personal ambition ahead of the organization’s goals.
▪ Understanding that goals are achieved through the success and
development of the salespeople.
66
33
9/7/2023

Self-awareness and development
▪ Having clear personal and career goals and knows own values,
feelings and areas of strengths and weaknesses.
learns from work and lifeType

Marketing Problem
▪ Analyzing and Digital Marketing
experiences.
▪ Being willingDigital Marketing

to continually unlearn andHow To Get Started
relearn as changing
situations call for new skills and perspectives.
67
5.5 Global perspective competency
1. Cultural knowledge and sensitivity

2. Global selling program
68
34
9/7/2023
5.5 Global perspective competency –

Cultural knowledge and sensitivity
▪ Staying informed of political, social, and
economic trends
Workshop and events around
Purpose the world.
Strengths
▪ Recognizing the impact of global events on the

Marketing
market Problem
and the organization. Type Digital Marketing
▪ Sensitivity to cultural cues and ability

Digital Marketing
to adapt
How To Get Started
quickly in novel situations.
▪ Traveling regularly and having a basic business
vocabulary in languages relevant to the position.
69
5.5 Global perspective competency –

Global selling program
• Understanding the selling situations in
which a global
Workshop selling effort is needed.
Purpose Strengths
• Adopts an appropriate sales force
architecture for global accounts.Type Digital Marketing
Marketing Problem
• Appropriately adjusting sales force
measurement,
Digital Marketing
competency creation, and
How To Get Started
motivation systems to the local culture.
• Appropriately adjusting own behavior when
interacting and managing people from various
national, ethnic, and cultural backgrounds.
70
35
9/7/2023
5.6 Technology competency

1. Understanding the productivity potential of new technology
2. Implementing sales force automation (SFA)
3. Implementing customer
Workshop Purpose relationship management
Strengths (CRM)
71
5.6 Technology competency –

Understanding the productivity
potential of new technology
▪ Awareness Workshop Purpose
of the potential Strengths to increase sales
for technology
force efficiency and effectiveness.
▪ Experience Digital
in using new technology.How To Get Started
Marketing
▪ Attitude toward adopting new technology.
72
36
9/7/2023
5.6 Technology competency –

Implementing sales force automation
(SFA)
▪Workshop
Knowing Purpose Strengths
what is to be accomplished
and the benefits that are possible.
Marketing Problem
▪ Adapting personal management style
Digital
and Marketing
procedures. How To Get Started
▪ Fostering sales force acceptance and

use of selling technology.
73
Table Of Content
2. Personal Selling
3. A changing
Purpose Strengths

6. Career Paths
74
37
9/7/2023
6 Career paths
6.1 The Path to CEO
6.2 Procter & Gamble

75
6.1 Career paths – The Path to CEO

When the company’s CEO decided to leave, it was Cash he
recommended to replace him.
According to Cash,
Workshop “I think we are seeing
Purpose more CEOs from
Strengths
sales and marketing because they have highly developed
Marketingand
communication Problem Type
persuasion skills. Digital
And they Marketing
have a
high level of awareness about the
Digital
importance ofMarketing
the customer.” How To Get Started
76
38
9/7/2023
6.2 Career paths – Procter & Gamble
77
Table Of Content
2. Personal Selling
3. A changing
Purpose Strengths

6. Career Paths
78
39
9/7/2023
7 Preparing for sales

management success
Implementing Sales Force Automation:
1. Knowing what needs to be accomplished and the benefits
that are possible.
2. Adapting personal management style and procedures.
3. FosteringDigital
salesMarketing
force acceptance andHow
useToofGetselling
Started
technology.
79
Larana, Inc.
If you have any questions,

you are welcome to ask now
THANK YOU
40

Screenshot 2023-09-08 at 11.21.23

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Screenshot 2023-09-08 at 11.21.23

Uploaded by

Copyright:

Available Formats

9/7/2023

PART 1 – THE BIG PICTURE

1 Describe the major changes taking place in selling

3 Describe the sales management process.

4 Discuss the competencies required to be

4. The sales management process

4. The sales management process

Direct communications between paid representatives and

(According to the U.S. Department of Labor’s Bureau of Labor Statistics)

Workshop Purpose Strengths

Marketing Problem Type Digital Marketing

Digital Marketing How To Get Started

- Advertising vs Personal selling:

- Uncover the special needs of the customer.

- Sales manager: the planning, management, and control of sales

- Sales management: The planning, organizing, leading, and

- Responsibilities of sales managers:

• Achieving or exceeding the goals established for performance

Workshop Purpose Strengths

Marketing Problem Type Digital Marketing

Digital Marketing How To Get Started

3 A changing marketplace - Outline

3.1 A changing marketplace - Competition

Workshop Purpose Strengths

Marketing Problem Type Digital Marketing

Digital Marketing How To Get Started

3.1 A changing marketplace - Competition

3.1.2 Shorter product cycle

3.1 A changing marketplace - Competition

3.1.3 Blurred boundaries

- Remove boundaries for companies:

3.2 A changing marketplace - Customer

Workshop Purpose Strengths

Marketing Problem Type Digital Marketing

Digital Marketing How To Get Started

3.2 A changing marketplace - Customer

The increase in competition clearly calls for new selling and

management approach is further complicated by customer

3.2 A changing marketplace - Customer

3.2.1 Fewer suppliers

- Lower cost: changing from many single suppliers to

3.2 A changing marketplace - Customer

3.2.2 Raising expectation

3.2.2 Raising expectation

“Be personally accountable for our desired results”

“Be creative in responding to our needs”

3.2 A changing marketplace - Customer

3.2.3 Increasing power

3.3 A changing marketplace - Selling process

3.3 Selling process

The changes discussed so far are rapidly dooming the

3.3.1 Relationship selling

Digital Marketing How To Get Started

3.3.1 Relationship selling

Workshop Purpose Strengths

Marketing Problem Type Digital Marketing

Digital Marketing How To Get Started

3.3 A changing marketplace - Selling process

3.3.2 Sales teams

3.3 A changing marketplace - Selling process

3.3.3 Inside selling

3.3 A changing marketplace - Selling process

3.3.4 Productivity metrics