7/30/2019 Introduction to Selling and Sales Management
1/35
Part I
THE BIG PICTURE
Chapter 1:
Introduction to Selling andSales Management
7/30/2019 Introduction to Selling and Sales Management
2/35
I dont care how manydegrees you have on the
wall, if you dont know how
to sell, youre probablygoing to starve.
Heavyweight boxer George Formans
advice to his childrenL.A. Times, pg. C2, Tuesday, March 25, 1997
7/30/2019 Introduction to Selling and Sales Management
3/35
What Creates Satisfied
Customers?
21%
25%
17%
37%
Qualityof Productor Service
A TotalCustomerSolution
Competenceof the
Salesperson
Competitive Price
7/30/2019 Introduction to Selling and Sales Management
4/35
Figure 1-1:
Positions of Personal Selling and
Sales Management in the Marketing Mix
Planning Motivating
Budgeting Compensating
Recruiting and selecting Designing territories
Training Evaluating performance
Marketingmix
Products Prices Promotion Distribution
Advertising Publicrelations
Personalselling
Salespromotion
Sales
management
7/30/2019 Introduction to Selling and Sales Management
5/35
7/30/2019 Introduction to Selling and Sales Management
6/35
7/30/2019 Introduction to Selling and Sales Management
7/35
Figure 1-3:
Contrasting Transactional and
Relationship Selling Models
Emphasis onSales skills
Respond toCustomer needs
Provide good products,Price, and services
Narrow thecustomer focus
Differentiate through
ProductsSales/revenue
Focus
Traditional customerrelationships
Emphasis on generalManagement skills
Proactive innovation/opportunityIdentification and offers
Value-based offers/Organizational enablers
Broaden toCustomers customer
Differentiate through
PeopleProfit management focus/Share of customer
Trusted business advisorand partner
TRANSACTIONAL RELATIONSHIP
7/30/2019 Introduction to Selling and Sales Management
8/35
Figure 1-4:
Traditional Buyer-Seller Interface
versus A Team Interface
Sales PurchasingSalesTeam
CustomerTeam
Supplier Customer Supplier Customer
TRADITIONALBUYER-SELLER
INTERFACE
BUYER-SELLERINTERFACE TEAM
7/30/2019 Introduction to Selling and Sales Management
9/35
1. Build awareness
2. Get on the short list
3. Demonstrate how your proposal meetscompany needs
4. Directly address decision makers
personal needs5. Be prepared for buyer remorse
7/30/2019 Introduction to Selling and Sales Management
10/35
Maintain direct responsibility for sales
results for specific customers.
Manages one or a few larger, long-termor strategic accounts
May have a staff of one or more
subordinate sales or support people, butfocus on managing the sales team forthe sake of achieving customer results
7/30/2019 Introduction to Selling and Sales Management
11/35
Spend little or no time directly managing
customer accounts.
Focuses on building, refining, andstaffing a selling team.
Contact with customers is largely non-selling, but service and salesperson
development in purpose.
7/30/2019 Introduction to Selling and Sales Management
12/35
Willingness to Train/Coach
Willingness to Make Joint Sales Calls
Problem-Solving
Making Presentations
Answering Objections
7/30/2019 Introduction to Selling and Sales Management
13/35
Willingness to Train/Coach
Willingness to Make Joint Sales Calls
Ability to Direct and Control Others
Profit Mentality
Initiative
7/30/2019 Introduction to Selling and Sales Management
14/35
7/30/2019 Introduction to Selling and Sales Management
15/35
Table 1-1:
Sales Managers Time Allocations
JOB RESPONSIBILITYMANAGERS
TIME ALLOCATION
Selling
Face-to-faceTelephone selling
Administration
Account service/coordinationTravel/waiting
Internal meeting
29%
(17)(12)
25
1715
14
7/30/2019 Introduction to Selling and Sales Management
16/35
What it takes to be a good
Sales Manager
7/30/2019 Introduction to Selling and Sales Management
17/35
Figure 1-5:
A Model of Sales
Management Competencies
GlobalPerspectiveCompetency
Technology
Competency
TeamBuilding
Competency
Coaching
CompetencySalesManagementEffectiveness
StrategicAction
Competency
Self-ManagementCompetency
7/30/2019 Introduction to Selling and Sales Management
18/35
Understanding the Industry:
Understands the history and general trends inthe industry and their implications for thefuture
Stays informed of and anticipates the actionsof competitors and strategic partners
Identifies attractive market segments and
their buying needs
7/30/2019 Introduction to Selling and Sales Management
19/35
Understanding the Organization:
Understands the vision, overall strategy, andgoals of the organization
Appreciates the distinctive competencies ofthe organization with respect to marketopportunities and limitations
Understands how to marshal organizational
resources to meet the needs of the customers
7/30/2019 Introduction to Selling and Sales Management
20/35
Taking Strategic Actions:
Assigns priorities and making decisions that are consistentwith the firms mission and strategic goals
Implements specific account selection, retention, anddominance strategies
Develops an appropriate portfolio of account relationships
Considers the long-term implications of actions in order tosustain and further develop the organization
Establishes tactical and operational goals that facilitate thefirms strategy implementation
7/30/2019 Introduction to Selling and Sales Management
21/35
Providing Verbal Feedback:
Provides specific and continuous performanceand selling skills feedback
Builds a feeling of appreciation and recognitionby taking the time to acknowledge a job sell done,and effort beyond the call of duty or an important
victory
Reinforces successes and nice-tries to supportdesirable behaviors
7/30/2019 Introduction to Selling and Sales Management
22/35
Role Modeling:
Leads by example, rather than decree
Provides role models, either themselves or
others, and sharing best practices
Models professional attitudes and behaviors
7/30/2019 Introduction to Selling and Sales Management
23/35
Trust Building:
Maintains good rapport with the sales team andfosters open communications, collaboration,creativity, initiative, and appropriate risk taking
Adds value through communicating relevantselling experiences
Helps salespeople to look good through two-way communications
7/30/2019 Introduction to Selling and Sales Management
24/35
Designing Teams:
Implements an organizational architecture thatwill support teams
Creates a reward system that is fair within thecontext of a team effort
Coordinates team goals with the overall goals of
the organization
Coordinates team activities with the requirementsof functional areas within the organization
7/30/2019 Introduction to Selling and Sales Management
25/35
Creating a Supportive Environment:
Hires people that will be successful in a team
environment
Trains programs that encourage teamwork
Integrates the individual members of thesales team together to form a functioning
supportive team
7/30/2019 Introduction to Selling and Sales Management
26/35
Managing Team Dynamics:
Understands the strengths and weakness of
team members and using their strengths toaccomplish tasks as a team
Facilitates cooperative behavior and keeps
the team moving towards its goals
7/30/2019 Introduction to Selling and Sales Management
27/35
Fostering Integrity and Ethical Conduct:
Has clear personal standards that serve as afoundation for a sense of integrity and ethicalconduct by the sales team
Projects self-assurance and does not just tellpeople what they want to hear
Willing to admit mistakes and accepts
responsibility for own actions
7/30/2019 Introduction to Selling and Sales Management
28/35
Managing and Balancing Personal Drive:
Seeks responsibility, works hard and is willing totake risks
Shows perseverance in the face of obstacles andbounces back from failure
Ambitious and motivated to achieve objectives, butdoes not put personal ambition ahead of theorganizations goals
Understands that goals are achieved through thesuccess and development of the salespeople
7/30/2019 Introduction to Selling and Sales Management
29/35
Has clear personal and career goals and knows
own values, feelings and areas of strengths andweaknesses
Analyzes and learns from work and life experiences
Willing to continually unlearn and relearn aschanging situations call for new skills andperspectives
Developing Self-Awareness and
Management Skills:
7/30/2019 Introduction to Selling and Sales Management
30/35
Cultural Knowledge and Sensitivity:
Stays informed of political, social, and economictrends and events around the world
Recognizes the impact of global events on themarket and the organization
Sensitivity to cultural cues and ability to adaptquickly in novel situations
Travels regularly and has a basic businessvocabulary in languages relevant to the position
7/30/2019 Introduction to Selling and Sales Management
31/35
Adapting Global Selling Program:
Adopts an appropriate sales force architecture forglobal accounts
Appropriately adjusts sales force measurement,competency creation and motivation systems to thelocal culture
Appropriately adjusts own behavior wheninteracting and managing people from variousnational, ethnic and cultural backgrounds
7/30/2019 Introduction to Selling and Sales Management
32/35
Understanding of New Technology:
Awareness of the potential for technology to
increase sales force efficiency andeffectiveness
Experience in using new technology
Attitude toward adopting new technology
7/30/2019 Introduction to Selling and Sales Management
33/35
Implementing Sales Force Automation:
Knows what is to be accomplished and the
benefits that are possible
Adapts personal management style and
procedures
Fosters sales force acceptance and use of
selling technology
7/30/2019 Introduction to Selling and Sales Management
34/35
Figure 1 6:
7/30/2019 Introduction to Selling and Sales Management
35/35
EXECUTIVE MANAGEMENT
FUNCTION MANAGEMENT
GENERAL MANAGEMENT
DIRECTOR
ASSOCIATE DIRECTOR
MANAGER
HumanResources
CustomerBusiness
Development
Sector/Multi-Sector
Sales
HumanResources
CustomerBusiness
Development
Sector/Multi-SectorBus. Devel
SectorSales
Merchandising
Geographicor Team
Account Exec
Other Field orGeneral Office
Roles
Operations
Manager
ACCOUNT MANAGERGeographic
or TeamAccount Exec
Other Field orGeneral Office
Roles
OperationsManager
WORLDWIDE
ASSIGNMENTS
Canada
Latin
America
Asia/Pacific
Europe
Middle East
& Africa
U.S.
Figure 1-6:
Career Paths at Procter and Gamble
OTHER
FUNCTIONS
Advertising
Product
Supply
Management
System
Human
Resources
Finance
Other