Sales Force Management

Measurement and Effectiveness /9

 Sales &Distribution/9

 Aspinwall last 2 groups : 20 mins

 Last 2 groups : Pricing Exercise: 15 mins
 Faculty Intervention: 30 mins
 P&G class work (all groups): Pre –Debate: 30 minutes.
 Sales Force Management

 Sales Force Management is the study of the Human Capital : People who are
responsible for managing Sales at the Grass Roots till the very Top End.
 This study helps us broadly to relate to the following:
 Sales Territories.
 Work Load
 Sales Potential
 Competitive Forces
 Distribution Management
 Sales Force Management

 Sales Territories
 This are assigned geographical boundaries demarcated for the sake of structure and control of
the manufacturer.
 A FMCG product like Dove Soap/Toothpaste will have a typical sales territory.
 A Godrej Office Equipment Company will have a different story.
 Airtel/Videocon/Idea would follow a different pattern.
 IT companies Wipro/TCS/Infosys/CISCO etc.
 Discussion : What are the Salient Features of Sales Territories of these 4 distinctive Product Lines.
 Time: 20 minutes.
 Sales Force Management

 Work Load: This has to do with the nature of the product. The Market share and
position of a Company. Its Historical data and its interpretation etc.
 Eg: The work load of an HUL territory Manager or a Company Salesman would be
different from that of a P&G, Godrej Consumer Products, Reckitt Benkizer, ITC etc.
 Similarly across different companies the work load pattern and its impact of Sales
Force Management would be different.
 Eg: Mr. Pavan Agni had a totally different work load pattern and analysis in COKE
and that what he currently has in Diego.
 Discussion: We can ask him on this aspect when he is in class. Session 13.
 Sales Force Management

 Sales Potential: The Effective Sales Manager, Area Sales Manager and Territory In
charge are all responsible for maximizing the Sales Potential of a Territory.
 This understanding and dynamics is an ongoing process.
 The factor’s which are responsible for underlying these dynamics are: Sales
Objectives of Company by month, quarter and year.
 Understanding the Sales Pattern of areas by Quarter by Year.
 Understanding the Market Serviceability of the Product. Terms like Planned
Journey Cycle, Productive Calls. ABC analysis of customers, service frequency
etc .
 Sales Force Management

 Competitive Forces: MIS/ Competitive Activity are extremely important as a

function of the Sales Force.
 Knowledge Competitive Distributor’s /Wholesaler's/Key staffer’s of Company. On
the ground information about plans, schemes are a crucial part of the Sales Force
Management.
Sales Force Management leads to : Effectiveness, growth, maintaining trade
relations.
Personnel Selling attributes are crucial for the Sales Force for maintaining the
‘Cutting Edge’ in the field.
 Sales Force Management -9

 Class Discussion: P&G distribution.

 What are problems that P&G is facing?
 What are the respective Groups analysis and recommendations?
 Time :45 minutes. Study: 20 mins/Deliberation 25 mins.
 Task for SESSION 10. GROUPS TO STUDY ARTICLE ON ‘SALES FORCE
MANAGEMENT & MEASUREMENT’.
 DISCUSSION ON BASIC CONCEPTS: SALES FUNNEL/PIPELINE ANALYSIS/WORK
LOAD/CALL FREQUENCY etc.
 Sales Force Management- 10

 Proctor &Gamble class discussion: 20 minutes.

 Faculty : Introduction to Territories & Quotas: 30 minutes.
 Case Study :Irate Distributor: 40 minutes.
 SALES FORCE MANAGEMENT -11

Irate Distributor : Case Analysis – 15 minutes.

Study of Analysis of Sales Volume : 45 minutes(Study of Sales Volume/Analysis)

Shapiro: Pg 408.Session 10:SM ppt.
Faculty Intervention : 30 minutes/Industry Experience/Conclusion .
 Sales Force Management/12

Marketing Analysis &Cost : Debate 45 minutes

Faculty Intervention: 35 minutes
Conclusion :10 minutes
 Sales and Distribution /13

 Industry Specialist : Mr. Pavan Agni RM: Diego.

 Introduction : 5 minutes
 Pavan Agni Talk : 30 minutes: Quality’s of a good Sales Professional .Personal
Traits /Attributes.
 Challenges of Managing Channels in Today’s Environment.
 Q/A : 30 minutes:
 Pavan Agni asks Questions to the Class: 15minutes.
 Faculty Intervention/Summary: 10 minutes.
 Sales and Distribution : Leadership:14

 What is Leadership is a Competitive Sales Environment?

 Blake and Mouton Leadership Theory/HertzeBerg Theory What does it talk of.
 Explain 1 9, 9 1, 9 9, 1 1, 5 5. Leadership Styles.
 Class Work out : 45 minutes : Case let discussion:
 SALES FORCE
:MOTIVATION/15/16/17/18/19/20/

 Motivation of Sales Force : Basic Concepts/15/Motivation of Sales

Force/Davidson case-let.
 Pdf on Sales Motivation/Class discussion /16
 INDUSTRY EXPERT SUBROTO DAS/17
 INDUSTRY EXPERT SANTOSH BORKAR/18FIELD REPORT 4 GROUPS /19
 FIELD REPORT 4 GROUPS /20
 Conclusion /Learnings.
 MOTIVATIONOF SALES FORCE-15

 What are the Motivational Issues faced by Beeman with respect to Davidson.
 Why is Davidson is this frame of mind? Your Analysis and Recommendations.
 Comment on the changes perceived with respect to the Organization/Personal goals.

Group Study : 10 minutes

Presentation : 5 minutes.
Open House, deliberations.
 Session -17

 Q/A : Tracking of the link : 15-20minutes.

 Review of the Content of the Course: Faculty : 15 minutes
 End Term : Paper and pattern : 2 minutes
 SPIN SELLING – An introduction : 20 minutes
 Santosh Borkar’s ‘Director Bisleri Visit : 5 minutes.
 Field Report Queries : Group Wise : 30 minutes.
 Sales &Distribution-17

THE QUESTIONS AND ATTRIBUTES THAT NEED TO BE STUDIED : End Term Scope of Study:
The definition of Distribution Management.
Its impact on the Company Operations .The importance of the 3rd P.
The Strategy and Design of the Distribution Channels.
Aspinwall’s Theory and its application.
The Product and Pricing sensitivities in a distribution with respect to the Product Life
Cycle.
The definition of Management of Sales Force.
 SALES & DISTRIBUTION -17

 Understanding balanced Territories/Sales Quotas.

 Sales Volume Analysis.
 Efficiency and Effectiveness of Distributor’s Performance.
 The Role of a Sales Manager in optimum utilization of resources.
 Leadership.
 Motivation.
 Effective take away from Industry Speakers.
 On the ground learning from Field Project.
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