“A STUDY OF IDENTIFY SALES MANAGEMENT AND SALES

LEADERSHIP’’

Synopsis submitted in partial fulfillment of the requirements for the

Award of the Degree of

MASTER OF BUSINESS ADMINISTRATION

BANGALORE UNIVERSITY

By

VISHAL

20YUCMD183

Under the guidance of

Associate Professor

ACHARYA BANGALORE B SCHOOL

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“A STUDY OF SALES MANAGEMENT AND SALES LEADERSHIP’’

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 INTRODUCTION

Company growth is always depends on future strategies of the company. Future strategy is a
process that can allow an organization to concentrate its limited resources on the greatest
opportunities to increase sales and achieve a sustainable competitive advantage.

Future strategies serve as the fundamental underpinning of marketing plans designed to fill market
needs and reach marketing objectives, Plans and objectives are generally tested for measurable
results. Commonly, future strategies are developed as multi-year plans, with a tactical plan
detailing specific actions to be accomplished in the current year. Time horizons covered by the
marketing plan vary by company, by industry, and by nation, however, time horizons are
becoming shorter as the speed of change in the environment increases. Future strategies are
dynamic and interactive. They are partially planned and partially unplanned. See strategy
dynamics.

Future strategy involves careful scanning of the internal and external environments. Internal
environmental factors include the marketing mix, plus performance analysis and strategic
constraints. External environmental factors include customer analysis, competitor analysis, target
market analysis, as well as evaluation of any elements of the technological, economic, cultural or
political/legal environment likely to impact success. A key component of Future strategy is often
to keep marketing in line with a company's overarching mission statement.

Once a thorough environmental scan is complete, a strategic plan can be constructed to identify
business alternatives, establish challenging goals, determine the optimal marketing mix to attain
these goals, and detail implementation. A final step in developing a Future strategy is to create a
plan to monitor progress and a set of contingencies if problems arise in the implementation of the
plan.

Types of strategies

Future strategies may differ depending on the unique situation of the individual business. However
there are a number of ways of categorizing some generic strategies. A brief description of the
most common categorizing schemes is presented below:

Strategies based on market dominance - In this scheme, firms are classified based on their market
share or dominance of an industry. Typically there are four types of market dominance strategies:

 Leader

 Challenger

 Follower

 Nicher

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Need for the study

 An effective sales management process will help you provide a better experience for your
customers.
 Effective sales management also helps businesses create better goodwill for themselves.

STATEMENT OF PROBLEM

 The main problem of this study is how the company design future strategy plan for the growth.

 How they can implement the designed plan according to company policy.

 What kind of marketing activities need to follow for the growth of the company?

 Future strategies for the growth of the company are not properly implemented.

LITERATURE REVIEW

Growth strategies In this scheme we ask the question, "How should the firm grow? There are
Number of different ways of answering that question, but the most common gives four answers:

 Horizontal integration
 Vertical integration
 Diversification

These ways of growth are termed as organic growth. Horizontal growth is whereby a firm grows
towards acquiring other businesses that are in the same line of business for example a clothing
retail outlet acquiring a food outlet. The two are in the retail establishments and their integration
lead to expansion. Vertical integration can be forward or backward. Forward integration is
whereby a firm grows towards its customers for example a food manufacturing firm acquiring a
food outlet. Backward integration is whereby a firm grows towards its source of supply for
example a food outlet acquiring a food manufacturing outlet. 18 Horizontal integration In
business, horizontal integration is a strategy where a company creates or acquires production units
for outputs which are alike - either complementary or competitive. One example would be when a
company acquires competitors in the same industry doing the same stage of production for the
creation of a monopoly. Another example is the management of a group of products which are
alike, yet at different price points, complexities, and qualities. This strategy may reduce
competition and increase market share by using economies of scale. For example car manufacturer
acquiring its competitor who does exactly the same thing. Horizontal integration is orthogonal to
vertical integration, where companies integrate multiple stages of production of a small number of
production units. Horizontal integration is related to horizontal alliances (= horizontcooperation).
However, in the case of a horizontal alliance, the partnering

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OBJECTIVE OF THE STUDY

1. To study the marketing strategies and brand loyalty

3. To find out the new ways to increase the profit of the company.

SCOPE OF THE STUDY

 This study will also help to the company to know about their new concepts position in the market.

 This study will also help to the company to know about its promotional activities.

 Through this study company will know about the availability of its products in the market.

RESEARCH METHODOLOGY

RESEARCH DESIGN

A descriptive research design was employed to complete a baseline study, which was the first
stage of the research by utilizing quantitative methods.

DATA COLLECTION:

The data collection method used was none other than survey method which is usually incorporated
for collection of raw information. The survey method is advantageous because it helps to collect a
great deal of information about an individual respondent.

SURVEY:

The type of survey undertaken was that of sample type keeping in consideration the time constraint
and paraphemalic, besides the viability of census survey. The sample survey thus being taken to
the right path to reach the desired destination was carefully planned to convert of the operation by
using selected samples.

STASTICAL TOOLS:

The tool for obtaining the information was questionnaire. A structured questionnaire was
administered. The questionnaire was designed in the view both major and minor objective of
study.
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SAMPLING:

With the customer being unknown and given the time and resource constraints random sample was
obtained from different people.

DATA COMPLITION AND ANALYSIS:

After the data was collected, it was tabulated and findings of the project were presented followed
by analysis and interpretation to reach certain conclusions.

CHAPTER SCHEME

CHAPTER 1: INTRODUCTION
CHAPTER 2: REVIEW AND RESEARCH DESIGN
CHAPTER 3: COMPANY PROFILE/SECTOR PROFILE
CHAPTER 4: DATA ANALYSIS AND INTERPRETATION
CHAPTER 5: SUMMARY OF FINDINGS, RECOMMENDATIONS AND
CONCLUSION

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