Aspects of Sales

Management: Key Themes

The Sales Representative

 Research
 Based on types of messages delivered
 Links between performance and specific traits
 Observations
 Statistically inconsistent does not mean links are
nonexistent or unimportant
 Situation-specific approach is necessary
 Characteristics of customer and salesperson
must be considered
The Boundary Role
Communication Communication

Sales rep
Selling org Buying org

Marketing strategy Procurement strategy

•Policies •Policies
•Procedures •Procedures
•Programs •Programs
Classification of Sales Jobs

 Missionary
 Delivery
 Order taker
 Technical sales
 Demand creation
 Managing Sales Tasks
 Factors influencing Sales personnel behavior
Market/account characteristics

Customer behavior

Marketing strategy

Desired behavior of sales personnel

Recruitment and
Effort Training
selection

motivation evaluation compensation

Linkages among motivation,
evaluation and compensation

 Motivation: personal, territory/account

characteristics, perceived results & rewards
 Effort: type? Quantity?
 Results: goals/objectives
 Evaluation: measurement criteria, process
 Compensation plan
 A Sales Management
Framework
Sales Force Sales Sales Force
Control Systems Environment
Personnel
•Performance measurements •Human resource patterns
•Experience
•Performance evaluations •Communication patterns
•Competencies
•Compensation systems •Interaction patterns
•Preferences
•Training •Management patterns

Selling behavior

Sales tasks

Vendor’s marketing strategy Market/Account characteristics

After the Sale Is Over…
 The Product’s Changing
Nature
Category Past Present Future
Item Product Augmented System
product contracts
Sale Unit System System over
time
Value Feature Technology System
Advantages advantages advantages
Leadtime Short Long Lengthy
Service Modest Important Vital
Delivery place Local National Global
Delivery phase Once Often Continually
Strategy Sales Marketing Relationship
When the sale is first made
Seller Buyer
Objective achieved Judgment postponed;
applies test of time
Selling stops Shopping continues

Focus goes elsewhere Wants affirmation that

expectations have been
met
Tension released Tension increased

Relationship ended Relationship intensified

Actions that effect relationships

Positive actions Negative actions

Initiate positive phone calls Make only call backs

Make recommendation Make justifications

Use phone Use correspondence

Make service suggestions Wait for service requests

Talk about ‘our future Talk about making good on

together’ the past
Accept responsibility Shift blame
Building dependencies

 Absence of complaints- surest sign of a bad

or declining relationship
 Seller can become dependent on buyer
 Surprises and bad forecasts- symptoms of
bad relationships
 In a proper relationship both the buyer and
seller will benefit
Relationship management

 Requires companywide maintenance,

investment, improvement and even
replacement programs
 Co.s require engg & mfg people to spend
time with customers
 The Sperry Corporation- listening campaign
Making it happen
 To manage relationships effectively,
managers must meet four requirements
 Awareness
 Assessment
 Accountability
 Actions
 Relationship mgt can be institutionalized by
 Role playing seminars and sensitivity training
sessions
Thank you