Presented by: Varun Sharma Varun Thirani Vivek Verma Yuki Jain

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Fast growth opportunities Measurable performance Opportunity to Build wide network/ relationship Helps Build emotional intelligence Opportunity to gain Industry knowledge Inter Personal Skills More scope to enrich in all job functions Generally turn to be good in HR Personality becomes aggressive

ƒ ƒ ƒ Non performance easily identified Some tend to remain just good salesmen First to take the brunt of Non Performance .

Is good at: ƒ ƒ ƒ ƒ ƒ Planning Building and Maintaining effective Organization Control and Monitoring Implementation Achieving end Result .

ƒ ƒ ƒ Achieve Targeted Sales Contribute to Profit Maintain Growth .

Demand > Supply Buyer Seek Sellers Single individual supervised all phases of business Manufacturing had Higher Importance .

Mass Production Commenced New Markets to be found Specialized Departments for Personal Selling Competition Forced it further .

MARKETING Sales Market Research Credit/ Collection Traffic / Shipping Advertising Sales Promotion Export Merchandising .

ƒ Planning. Direction and Control of Personal Selling including         Recruitment Selecting Equipping Assigning Routing Supervising Paying Motivating The Above activities are related to Personal sales force ƒ Sales and Marketing Dept work together ƒ Sales is both an Operational and Executive function .

Expenses = NET PROFIT Hence Sales has a Direct Influence on the Profitability Any impact on Sales speaks on the Profit Directly .Sales .Cost of Sales = GROSS PROFIT Gross Margin .

Situation Growth in Sales with Higher Growth Expenses Solution Maintain Sales growth but shrink Expenses No result.shrink both Sales and Expenses Catch At times Sales Organization get blind to expenses in sight of Sales Volume .

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(Democratic Administration) ƒ ƒ . All subordinates affected by a decision are consulted in advance and participate in making it.What do they coordinate ? ƒ ƒ Coordinate different order getting methods Minimize the possibility of cross purposes of each order getting department Coordinate the organizational units under their control.

profit and growth.ƒ Secure a marketing program  appropriate for market conditions  Reflects probable contribution of sales force ƒ Determine the elements(personal selling. Coordination to lay out specific programs for achieving predetermined sales. advertising) that make up the marketing program and apportion the relative amount of each. ƒ .

ƒ What should be coordinated?  Personal-selling efforts  Advertising  Display  Other promotional efforts .

ƒ ƒ ƒ ƒ ƒ ƒ ƒ Create middlemen (dealers) Persuade them to stock Create market pull for them to stock Co ordinate between company and dealer for promotional work Establish dealer identity among end users Protect the interest of the company and the dealer Share promotional Cost and Risk with dealer .

ƒ . including sales executives. Successful market introduction of a new brand is a severe test of the mettle and the level of competence possessed by all members of the marketing management team.ƒ Field Sales Personnel integrate every phase and segment of the promotional programs of distributors and dealers.

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ƒ ƒ ƒ ƒ What is the present performance level? How did we achieve the present level? Where are the trends for future? How do we get to the target? .

ƒ ƒ Fix upper and Lower limits of performance Analyze factors like Area Market Potential Salesmen skills Assignment base Past performance Future objective Cost of Sales while fixing range of performance        .

ƒ ƒ ƒ Identify the relevant information needed Avoid duplication Establish periodicity and time schedule for information gathering System for action plan based on information. ƒ .

ƒ ƒ Compare results with Target / Standard Question and analyze more than standard variation Consider influences out of control ƒ .

ƒ ƒ ƒ Provide Directions on more effective way Guide/ Train Install Procedures & Practices to control .

ƒ ƒ ƒ Rework on Standard if unrealistic Relook at the policies and procedures Identify gaps in Planning .

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ƒ ƒ ƒ ƒ More effective in smaller organizations Should have a feel for the pulse of business Able to quickly put you finger on the problem Be in close touch with market .

ƒ ƒ ƒ ƒ For larger organizations Have written practices and sales policies Build authority for changing With exceptions makes changes .

 Acquire more information In case of new product. changes are more likely to happen due to unknown factors .Study all influencing factors prior to policy formulation ƒ Consider Intangible factors as well ƒ Review periodically ƒ Amend based on:  Market response  Uncontrollable environment changes.

ƒ ƒ Fix sales volume target based on market forecast Monitor periodically Review based on:  Industry sales trends  Activities of Competitors  Market share percentages  Govt Policies .

Expenses. ƒ . Gross Margin Take timely corrective action regarding the soft points in Sales performance. Expenses and hence. Margins and hence profit Individual profit and loss statement can be made for     ƒ Territories Products Marketing Channels Class of Customers Estimating Devices like  Standard Costs of Distribution.Control of Sales. ƒ Install review system and control Sales .

Time is the factor Train and empower hierarchy down the line for decision making ƒ ƒ .ƒ ƒ A de-centralized decision making Senior Management pitches in when situation is not manageable.

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