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Sales Force Design and Management - Coggle Diagram
Sales Force Design and Management
Aligning Sales with the Organization's Strategy
Objectives of the sales force must match those of the company
That does not happen by choice
Designing a sales Force
The sales force objective & strategy
Solve customer needs rather than "just selling"
Salespeople should not only have technical knowledge, but also analytic and emathic skills
Managers have to define clear sales force objectives
Choose between direct sales or indirect sales
Direct: More costly, but better messaging, greater control about the information flow
Its structure and size
Optimal structure & size varies with many factors
Most common structures: products, market, account, geography
Sizing the sales fore - 8 steps
Calculation of the needed amount of salespersons, based on the estimated amount of sales calls that are necessary for the customers
Its system for hiring, training, evaluating and compensating
Structures for Key Account Sales
A few large customers
System VS solution selling
Goal: Build long-term relationship
Very time consuming, but it pays off
8 Stept of creating Key account Sales
The Sales Person
Basic Job
Generating leads, converting them into sales and retain customers
Representatives and face of the organisation
Boundary role: Face of the company to the customer AND face of the customer to the company
Six categories
Deliverer
Order Taker
Missionary
Technician
Demand Creator
Consultative Seller
Managing the Sales Force
Recruitment and Selection
Sales is both, art and science
Personality matters, maybe even more than for other positions
Different sales personalities needed, depending on the sales culture
Compensation
Types of compensation for sales people
Fixed component
Variable component (commission)
Intangible benefits
Training & Evaluation
Complex environment, training became very important
Inhouse training programs
Evaluation
Three questions sales manager should ask themselves to develop evaluation:
Focus on actionable behavior?
Are evaluation criteria consistent with the company's measurement systems and plans
Nature of the performance-evaluation process?