SALES

MANAGERMENT
LECTURER: LE HONG DAC (MBA)
 Team 6

01 02 03
Đới Lê Khanh Nguyễn Huy Nguyễn Đỗ
Hoàng Thiên Di

04 05 06
Vũ Hạ Tiểu My La Như Quỳnh Ngô Thị Mỹ
Uyên
 CHAPTER 11

SETTING GOALS AND MANAGING

THE SALES FORCES’S
PERFORMANCE
 CHAPTER 11

SETTING GOALS AND MANAGING

THE SALES FORCES’S
PERFORMANCE
 Doi Le Khanh
195040022

Based on the comments offered in the

opening profile of Bill Ferby, describe
the different goals that you think
Leinenkugel’s sets for its sales force.
 Doi Le Khanh
195040022
Bill Ferby was a former sales development manager with the company and was known
for setting goals for his sales force at work as he used to work with them to achieve the
sales goals for the company at it is very important for any company to achieve its goals .

01 Planning
Leinenkugel’s sales representatives have to plan their day as they are expected to plan sales days and
call on 8 to 10 retail accounts per day.

02 Promotional events
Each representative is also expected to help in two promotional events per week which may include
holding a new product sampling at an establishment and participating in a festival in which the
company serves its products.

03 Right allocation
As these sales people need to ensure right products available at the right outlet is again an important
duty for sales persons.
 Doi Le Khanh
195040022

•Other than this the company is also monitoring salespeople,

market conditions and its competitors and taking corrective actions
if required.
•Ferby also implemented new sales technology - which allows
sales managers to monitor representatives actions in real time with
the help of installed software which again helps to see the mismatch
between the set goals and what is actually done on the ground.
•Also when the sales persons face any problem achieving these
goals sales managers come into picture as they stand for their help.
 Doi Le Khanh
195040022

Sam is a sales manager who prefers to use

output measures for goals. Melissa, another
sales manager, prefers to use of input
measures. Summarize the advantages and
disadvantages of both approaches.
 Doi Le Khanh
195040022
Sam is a sales manager who prefers to use output measures for goals. The
advantages of output method are the following:

With the sales output measures, it
01 becomes easier to keep an eye on
the performance tracking metrics
02
Sells output measures help the company
to decide on the various other associated
strategies that are to be taken

Output measures are directly
03 number oriented and shows the
actual result through sales figures
04
Sales output measures tell a firm with
numbers that all the strategies are
working well or not for the company

The disadvantages: The main disadvantage is this process is very slow in identifying the flaw
within the company. Secondly, based on sales output measures one cannot identify at the
beginning if there is any flaw in the product or not.
 Doi Le Khanh
195040022
Melissa is a sales manager who prefers to use input measures. Following are
the advantages of using input measures:

It measures the quality and efficiency of It provides additional training and

01 the sales team by measuring their sales
skills.
02 development to ensure employees can
handle the sales job more efficiently.

Through constant monitoring it can

Identifies those areas where further
03 identify the core problems within the
team before it starts creating negative 04 training and guidance are needed.
effects

The disadvantages:
The disadvantage is even after providing necessary training and development the sales team
may not come up with desired results. Also it is a time-consuming method and may not
directly reflect upon the sales figure.
 Doi Le Khanh
195040022

What type of products/ services lend to

each type and why ?
 Doi Le Khanh
195040022

•Automobile sector depends on the sales output

measures. As they are more concerned about the sales
figures.
•On the other hand insurance companies rely on sales
input measures.
La Như Quỳnh
195040630

Customer service receives a lot of lip

service and press, but when it comes
down to using it as a sales goal, it presents
some problems. Develop a possible
customer service goal that could be used
in a B2B setting.
 La Như Quỳnh
195040630

Customer
Experience
 La Như Quỳnh
195040630

Customer Experience

1 2 3 4 5
Make Define the Provide Interact With Invest in
Customer Ideal Tailored Customers in Customer
Experience a Customer Services Real Time Experience
Priority Experience Training
 La Như Quỳnh
195040630

Customer Experience

6 7 8
Create a Customer Make Use of Take Advantage
Service Coaching Voice of of Social Selling
Plan Customer Data

9 10
Do Not Neglect Focus On Achieving
Mobile Customer Consistency
Service
 La Như Quỳnh
195040630

Naperville, Illinois located southwest of downtown

Chicago, has undergone rapid growth. It is now the

4
second largest city in Illinois, next to Chicago. As a sales
manager, you knew the time would come when there
were more potential clients than your present sales force
could handle. Your organization has authorized splitting
its two Naperville sales territories under your control in to
four. What type of goals do you think would be the most
important to focus on given the situation?
 La Như Quỳnh
195040630

Two things take priority

Ensuring that the divided territories Hiring optional number of sales

are balanced people
Ngô Thị Mỹ Uyên
195041273

The sales goals for one of the territories you

manage have been set at $1.1 million for the
current year. There are three sales

5
representatives in this territory: Jose. who is
one month out of training; Katie, who has
five years of experience and is considered an
average performer; and Kim, who has 12
years of experience and is a top performer.
Question 5 Set three goal levels for each representative
and explain your rationale for each.

Set three goal levels for each representative and explain your rationale
for each.
Jose - Fresher in sales job
Individual goals: Understand the sales
process and independently achieve
0.025 million $ sales.
Team goals : Work with the team, especially
Katie, in achieving the sales goals by
helping through researching consumer
preferences in the territory, identifying
potential consumers etc.
Organizational goals: Work with senior
personnel viz. Kim in assisting in
documentation and required help in sales
process
Ngô Thị Mỹ Uyên
195041273
Katie-Mid-level experience in sales
Individual goals : Achieve a sales
of0.075 million $
Team goals: Provide guidance to
Joe in understanding sales process
and bring him upto speed to
achieve his sales goals
Organizational goals: Work with
Kim and assist her in achieving the
organizational sales goals while
generating leads.
Ngô Thị Mỹ Uyên
195041273

Kim-Senior and experienced and is the lead performer

Individual goals Team goals Organizational goals

Achieve sales revenue Guiding Katie by Ensuring the team
of 1 million $ assisting in any issues collectively achieves
faced by her while and even exceeds the
reviewing Joe’s target of 1.1million $
performance.
 Vũ Hạ Tiểu My
195041249

06
A number of factors can impact a
salesperson's ability to achieve their goal.
What are some of these factors?
 Factors

Sales aptitude The product Economic cycle

Marketing
Role perceptions Consumers' expectations
Availability of
Sales skill levels finance Laws and Regulation
Technology and automation
Motivation Competition
Availability of suppliers
 Internal
Product Marketing Finance Technology Suppliers
External
 Growth, expansion, recession.
 Tastes, preferences and
expectations.
 The legality, pricing and taxes.
 Reputable brand, controlling a
significant market share.
 Nguyễn Đỗ Thiên Di
195040993

07
As a student you probably have had some courses with only one or
two exams or papers. Likewise you’ve probably encountered some
courses at the other end of the spectrum where many aspects of your
performance were graded. The same situation could be said to exist
in sales. As a sales representative, which end of the continuum would
you prefer? As a sales manager, which end would you prefer? In each
case, explain your rationale.
As a sales representative I would prefer if a group of
parameters are evaluated for the appraisal or
promotion.For ex- Total no. of call made to
customers,Total no. of visits done,Number of
customers which were retained etc.
 
But as a Sales manager I would look at the Total sales
made by the sales represntative as they get high
targets from the upper management and if they meet
the target they get the most credit and
appraisals/bonuses.
Nguyễn Đỗ Thiên Di
195040993

08
How well and in what situations do “all or nothing” – all or
none - goals work? What problems do you think a sales
manager might encounter by rewarding salespeople who
only partially meet their goals?
 Nguyễn Đỗ Thiên Di
195040993
I will eat that such situations where you are actually rewarding your employees on
the basis of meeting all the goals and so they would get all the rewards that if they
would not meet the goals then they would not get the rewards would be on the
basis of the deadline system or more on the jobs which are more competitive and
on the performance basis. In many cases where the jobs are actually very
competitive, there are a lot of employees not from only your branch but also from
other branches as well were competing in fighting to achieve the relevant target.
So it might be the case when your branch is actually competing with another brand
and you have to show that your brand is more efficient than the other branch of the
same company, in this case you have to meet your employees work in a
competitive basis as so, you would eventually set the relevant targets for them to
achieve.

Now to make them be more competitive and disciplined about the achievement of
the relevant task goals, you actually make them understand the fact that if you did
achieve all the goals and objectives that you have set for them, only then they
would get the rewards otherwise not. So again it is for the job which are more
competitive and which requires the performance based working.
I think that the problem is that manager would face by rewarding the
sales people who would only meet the partially the goals would be
that the employees would eventually become demotivated and so,
they would become lethargic for the work that they are doing. So for
example if there is an employee who is achieving the sales target of
10 units per day and then there is an employee who is achieving
sales target of three units a day, then you are avoiding the 10
achiever and a three
  achiever both in the same manner. Now the 10
achiever would feel that why he is doing so much effort because the
three achiever is also getting the same result. And so, the better
performing employees would also become lethargic because now
you are paying everyone in the Same way whether or not they are
performing or not. So I have a need that it is really important for the
employees and the employer is to understand which goals are to be
set which should be all or nothing so that employees could become
competitive and disciplines for the achievement of the goals.
 Nguyễn Huy Hoàng
195040218

Are coaching and mentoring skills

involved in goal setting? If so,
explain where and how they should
be incorporated?
 Nguyễn Huy Hoàng
195040218

Yes, coaching and mentoring skills are involved in goal setting. Coaching and
mentoring skills help the individual to understand their weakness and desired
skills to achieve the goal. Thus coaches and mentors suggest ways to improve
upon those weaknesses and needed skills for the individual.
Coaching/mentoring is a process which helps to understand the individual
employee and figure out the strength and weakness of the employee. In this
process, the individual employee comes to know about himself in more
professional ways, and then he will work upon the area of improvement so that he
can manage the sales target expected from him.
 Nguyễn Huy Hoàng
195040218

10
As a sales manager you know that goal setting can
be motivatinal. If you are about to set goals for
your sales force, what are some of the behaviors
you want them to demostrate?
 Nguyễn Huy Hoàng
195040218
▴ 1. Selling Value
But the best salespeople know that buyers care more about the value they’ll
receive. Thus, they learn how to demonstrate value to sales prospects.

▴ 2. Asking Questions and Listening

They successfully qualify leads by asking probing questions about budget,
decision-making authority, timeframes, competing solutions, needs, and
challenges in order to discover whether or not the prospect is ready and able to
buy and to learn what’s driving their decisions.
 Nguyễn Huy Hoàng
195040218

▴ 3. Creativity
The best sales reps understand the importance of creativity in sales. They know that they
must combat many challenges and overcome many obstacles to close the deal. They use
their ingenuity and creativity to find alternative out-of-the-box solutions to problems in
order to get the sale.

▴ 4. Nurturing
Successful salespeople, on the other hand, take the time required to build relationships,
create trust, boost credibility, and nurture prospects and customers.
 Nguyễn Huy Hoàng
195040218

▴ 5. Continuous Learning
These reps are constantly looking up news, trends, and best practices in the ever-
changing sales industry. They’re always working towards learning new skills,
strategies, and methods that will help them close more. They change their ways when
it’s required. They adapt. And this is one of the most critical behaviors of salespeople
in today’s digital world.
Thank You