SALES ORGANIZATION STRUCTURE

AND SALESFORCE DEPLOYMENT

 TABLE OF CONTENT:

 Sales organization concepts

 Selling situation contigencies

 Sales organization structure

 Comparing sales organizational structures

 Salesforce deployment

 Summary
SALES ORGANIZATION CONCEPTS
 The basic problems in the sales organization structure can be expressed in simple terms:
 The corporate, business, marketing and sales strategies formulated by the company
stipulate specific activities that salespeople must perform to make these strategies
successful.
 Sales volume Managers also need to recruit, select, train, motivate, supervise, evaluate,
and Control sales staff.
 Essentially, the company has sales staff and sales managers, and they must Engage in
various activities to make the company successful.
 A sales organization Must develop a structure to help salespeople and sales managers
perform the required work Carry out activities effectively and efficiently.
 This structure provides a framework for the operation of the sales organization by
instructing the sales staff which specific activities to perform organization.
 The sales organization structure is the carrier of the strategic plan that Transform into a
sales business on the market.
 The role of the organization in sales has been compared to the skeleton in the human body;
it provides a framework within which normal functions must happen.

However, human bones have a certain degree of unity, that does not characterize the sales
organization. Every company has its own goals And problems, the structure of the sales
organization reflects this diversity.

It is difficult to formulate a sales organization structure. Many different types of structures can
be used, and there may be many variations in each basic type.

Usually The resulting structure is very complicated, with many boxes and arrows.

Basic concepts involved in It are specialization, centralization, control span versus

management level, as well as line and employee positions.
SPECIALIZATION
 Our previous discussion showed that the sales organization structure must ensure
that all Perform required sales and management activities. In the simplest case,
each salesperson can perform all sales tasks, and each sales manager can perform
all management activities. However, most sales organizations are too complex for
this structure, it requires a certain degree of specialization, where some people
focus on performing certain necessary activities and exclude other tasks.
therefore, Some salespeople may only sell certain products or visit certain
customers. Some Sales managers may focus on training, while others focus on
planning. The basic idea behind Specialization means that by focusing on a
limited number of activities, an individual can Become an expert on these tasks,
thereby bringing better performance to the entire organization.
 A useful way to specialize the sales force from the perspective of the continuum Introduce here.
 At one extreme, salespeople act as generalists, performing all sales activities for all company
products for all types of customers.
 Towards The right of continuum, sales staff began to specialize and only perform certain sales
Tasks, only sell certain types of products, or call only certain types of accounts.
 CENTRALIZATION
 An important characteristic of the management structure within a sales organization is its degree
of centralization—that is, the degree to which important decisions and tasks are performed at
higher levels in the management hierarchy.
A centralized structure is one in which authority and responsibility are placed at higher
management levels.
An organization becomes more decentralized as tasks become the responsibility of lower-level managers.
 Centralization is a relative concept in that no organization is totally centralized or totally
 decentralized. Organizations typically centralize some activities and decentralize others.
 However, most organizations tend to have a centralized or decentralized orientation.
 The trends from transactions to relationships, from individuals to teams, and from
 management to leadership are producing a more decentralized orientation in many sales
 organizations. Salespeople and other sales team members who have contact with
 customers must be able to respond to customer needs in a timely manner. They must be
 empowered to make decisions quickly. A decentralized structure facilitates decision
 making in the field and encourages the development of relationships with customers.
 Span of Control versus Management Levels
 Span of control refers to the number of individuals who report to each sales manager.
 The larger the span of control, the more subordinates a sales manager must supervise.
 Management levels define the number of different hierarchical levels of sales management within
the organization.
 Typically, span of control is inversely related to the number of sales management levels.