05b-Sales Force Management

SALES MANAGEMENT
Sales Force Management
RECRUITMENT AND SELECTION OF SALES PERSONNEL The recruitment department varies from organisation to organisation, depending upon
1. Size
2. Personalities of the executives and 3. Structure of the department etc. In small companies this may be done by personnel manager, while in large organisation a large department consisting of experienced and professional personnel The basic process is interview by the sales personnel (area manager, territory manager Or the sales manager depending upon the level of personnel to be recruited)
Many companies keep a pool of personnel in there records as the recruitment may sometimes be required in emergencies and for this whenever they advertise for a post, they keep certain applications in their reserve pool
SALES MANAGEMENT
Sources of Sales Force 1. Internal transfers 2. Recommendation by own sales force or personal acquaintances of executives 3. Direct from campuses 4. Competition 5. Similar product companies 6. Customers / suppliers employees 7. Employment / placement agencies 8. Other sources The company will select the source depending upon the experience of the past, i.e. how many people were selected, what was the quality and what was the ratio of success and people still working in the organisation.
SALES MANAGEMENT
The various steps for selection are as under; 1. Preliminary interview & screening 2. Formal application forms get all historical data pertaining to education, employment, family and basic personal information. These informations give basic idea about the person to the interviewer regarding the candidate The form also asks for two references for check the authenticity of the applicant. 3. Psychological tests or technical tests (Ability tests, Attitudes, Personality & Interest and Achievement) 4. Conducting the interview a. Who should interview b. How many interviews
SALES MANAGEMENT
c. Interview techniques i. Patterned interview
ii. Non directive interview

iii. Interaction interview iv. Rating scales 5. References and Credit check 6. Health checks
SALES MANAGEMENT
PLANNING AND CONDUCTING OF SALES TRAINING PROGRAMMES The basic idea of the training is to bring the newly recruited person into the stream of the company (a fresher and experienced team require different set of training programmes Training is also necessary for the existing people to; 1. Improve upon the techniques of handling customers in the changing world and technology 2. Changes in the competitions and 3. Newer management techniques BUILDING SALES TRAINING PROGRAMME Most comprehensive and longest is for new recruits
More intensive and shorter on specialised topics as well as refresher courses for experienced personnel
In some companies programmes are also done for sales personnel of distributors / dealers / even customers in some cases (industrial customers). These may sometimes be done by the suppliers as well.
SALES MANAGEMENT
The sales programme must have clear concepts such as A (Aim), C (Content), M (Methods), E (Execution) and E (Evaluation) Defining Training AIMS Defining general aim is not enough. These must be translated into specific aims. The normal training needs are; Identifying Initial training needs Job Specifications Trainees background and experience Sales related marketing policies.
SALES MANAGEMENT
Identifying Continuous Training needs Normally decided by the immediate boss, who is the right man to decide as to what type of job specifications he has and what training would improve his performance What training would improve his skill in taking decisions so that he gets a chance for promotion. This is required for motivational purpose and for growing needs of the organisation This helps in building the second line of command for the organisation It also helps for his immediate superior to take higher responsibility in the organisation
The normal traits for such needs are; 1. Job contents (including technical knowledge) 2. Handling customers 3. Handling complaints
SALES MANAGEMENT Identifying Continuous Training needs
4. Dealing customers at what levels (may be required at higher levels)
5. Inter personnel relations with customers

6. Inter personnel relations within the organisation 7. Integrity 8. Cost controls and understanding the requirements of the organisation 9. Understanding the markets as a whole 10. Changes in the Company Policy 11. Starting new product range and need of training for handling new products
SALES MANAGEMENT
SELECTING TRAINING METHODS
1. Lectures the lectures may be delivered by internal personnel specialising in the required fields OR services from outsiders may be adopted. A multimedia approach may be adopted for such training. Charts, graphics and or audio/video effects must be used 2. Personal conference This method may not be of much use since the structured method is more useful and shows better results. However this may also prove good when the trainee is a single candidate and in such situation problems can be discussed along with some prepared topic by the supervisor. This may be formally done in the office or outside at some hotel/restaurant over a cup of tea/drink. This may also be done by the supervisor when he accompanies the new salesman for visiting customers, during the evenings 3. Demonstrations 4. Case discussions
SALES MANAGEMENT
5. Impromptu discussion this is like a seminar where brief oral presentation on everyday problem is discussed. The trainer starts the discussion and then down plays the role and let the trainees participate and discuss and then finally sum up with suggestions 6. Gaming also known as simulation based on real situation and players assume decision making roles. 7. On the job training the trainee is attached to an experienced senior person, who explains the real situation in the office and then takes the trainee along to the sales call.
8. Correspondence courses In certain industry where the people are normally in the field or are indirect employees, is very useful (insurance agents)
SALES MANAGEMENT
MOTIVATING SALES PERSONAL
A salesman may be highly educated, have great potential, have high experience and highly skilled, but will not perform well he has high motivation while performing his responsibilities
What is motivation and what do salesman or any employee looks forward to. It may be;
1. Personal achievement ego satisfaction 2. Superior among colleagues
3. Promotion in the organisation

4. Monetary benefits 5. Higher status 6. Social ego 7. Rewards by managements monetary, publication in the internal magazines, name on the notice board A salesman may be highly educated, have great potential, have high experience and highly skilled, but can not perform well till he is motivated well while performing his responsibilities.

05b-Sales Force Management

Uploaded by

Copyright:

Available Formats

05b-Sales Force Management

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

05b-Sales Force Management

Uploaded by

Copyright:

Available Formats

SALES MANAGEMENT

Sales Force Management

Sales Force Management

Sales Force Management

Sales Force Management

c. Interview techniques i. Patterned interview

ii. Non directive interview

Sales Force Management

Sales Force Management

Sales Force Management

SALES MANAGEMENT Identifying Continuous Training needs

Sales Force Management

4. Dealing customers at what levels (may be required at higher levels)

5. Inter personnel relations with customers

Sales Force Management

Sales Force Management

Sales Force Management

3. Promotion in the organisation

You might also like