SALES MANAGEMENT

Session 1: Introduction to sales

management

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 CONTENTS
t 01
ten
on
C Welcome

t 02
ten
on Introduction to the course
C

t 03
ten
on Lecture 1
C

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 Lecturer contact
• Name: MSc. Nguyen Thi Thu Trang
Chartered Institute of Marketing, UK
MSc Business Management from University of East Anglia,
UK
• Interest: Inclusive business, Social enterprise,
Entrepreneurship, Marketing in SME, Corporate Social
Responsibility and Social work
• Office address: Room 113, Business School, NEU
• Email: tranguea@gmail.com

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 Who is this course for?

To be a salesperson and
later, sales manager

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 Teaching Methodology
• Classroom Theory
• Discussion
• Case study

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 Study materials
• Textbook
– David Jobber and Geoffrey Lancaster (2015).
Selling and Sales Management, 10th edition,
Prentice Hall
• Handouts: lecture, case studies

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 Course Study Assessment
• Attendance and participation (10%)
• Group contest (20%)
• Group presentation (20%)
• Final examination (50%)

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 Course Study Assessment
1. Attendance and participation:
Attendance is not enough, participation is highly rated
2. Group contest:
Given questions: On class discussions and idea presentation. Group grade will
be decided by their participation and quality of discussion & presentation.
Reading textbook before class 3 and 5 is required in order to prepare better
for group contest.
3. Group presentation:
Given case study : students will choose one given case and answer question related
to the case. This requires understanding of learning outcomes.
Presentation: 20 minutes
3. Final Exam: 60 minutes
Multiple choice questions + case study

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 Course Lectures
• Class 1: Introduction to sales management
• Class 2: Introduction to sales management (cont.)
• Class 3: Understanding your customers + Group contest
• Class 4: Sales strategies
• Class 5: Sales techniques + Group contest
• Class 6: Recruitment and selection
• Class 7: Motivation and training + Group presentation
• Class 8: Group presentation + Course review

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 Session 1
• Key concepts of sales and sales management
• Nature, role and characteristics of selling
• Success factors for professional salespeople

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 Reality
• 1,000,000 units offered by the companies
to a market.
• Department stores, supermarkets can offer
40,000 units on their shelves.
• Families can satisfy their needs by 150
units.
• What about the: 39,850 unit?

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 Hypercluttering
• There are some fairly frightening statistics floating around the
marketing publications stating the number of promotional
messages that are competing for consumer's attention every
day. Regardless of whether the figure is 3,000 or 30,000, it is
clear that businesses need to do something fairly special to be
noticed on a large scale.
• So, how do you get noticed in the crowded modern
marketplace?

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 Shoptimization
As consumers become more conscious about what they buy,
where they buy it, how much they spend for it, and how much
time shopping takes – retailers and app-makers are discovering
that the ultimate competitive advantage may come not from what
you sell, but by how smart, easy, and fun you can make the
shopping process itself.

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 Multitasking

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 Fashionising

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 Shoppertainment

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 Sales management
Definition

• Sales is the act of meeting prospective buyers and providing them with a product or
service in turn of money or other required compensation.
• Management in all business areas and organizational activities are the acts/process of
getting people together to accomplish desired goals and objectives.
• Sales Management comprises: planning, organizing, staffing, leading and tracking the
effort for purpose of accomplishing a sales goal.

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 Sales Management
What is sale force

• Sales person is an individual who is representative for a

company with its customers by implementing many activities
such as finding potential customers, communication,
selling, services delivery, information collection and
creating and maintaining relationship.

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 Sales Management
Sales forces’ responsibilities

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 Characteristics of modern selling

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Top ten success factors in selling
 Sales Management
Types of sales force

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 Sales Management
Types of sales force – Order takers

• Type of salesperson who only collects orders but does not make any
diligent attempt to find new customers, or to persuade existing
customers to increase the quantity or frequency of their orders. They
are supposed to book customer orders and pass on the information to
relevant people in the company.

• The order taker relies on existing

accounts that will just reorder when
they need something, or they rely on
inbound calls to make sales.

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 Sales Management
Types of sales force – Order takers

Inside order takers: Retail sales assistants are typical

inside order takers. The customer has full freedom to
choose products without the presence or influence of a
salesperson. He receives payments and passes over the
goods to the customers.
Delivery salespeople: concerned with delivering
the product (little attempt to persuade customers to
increase the order).

Outside order takers: Salespeople visit the customer, but

they primarily respond to customers’ requests rather than
actively seek to persuade them (being replaced by the more
cost efficient telemarketing teams who call customers and
book their orders)

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 Sales Management
Types of sales force – Order creators

• Some salespeople are not engaged in direct selling activities at all but
concentrate on selling activity that targets those who influence purchases
made by the final customer
– Missionary salesperson
– Word of mouth promotion

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 Types of sales force – Order getters

• Front line salespeople: Salesperson is actively engaged in using their skills to obtain orders from
customers
– The main objective is to find new customers.
– Difficult but offer high rewards for those are successful.
– The key distinguishing factor of these positions is that once a sale is made new business
salespeople pass customers on to others in their organization who handle account maintenance

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 Sales Management
Types of sales force – Order getters

• New business sales person: The selling tasks are to win new businesses by identifying
and selling to prospects.
• Sales support salesperson: Their responsibilities involve all aspects of building customer
relationships from initial sale to follow-up account servicing
• Technical support salespeople: Where a product is highly technical and the negotiations
are complex, a salesperson may be supported by product and financial specialists who can
provide the detailed technical and financial information required by customers. This may
be on-going as part of a key account team or on a temporary basis with the specialist
being called into the selling situation whenever required.
• Merchandisers: Merchandisers advise on product display in stores, implement sales
promotions, check stock levels and maintain contact with store managers.

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