Key aspects of sales management by Hany Sewilam AbdelHamid

1. Aspects of Sales
Management: Key Themes

2. 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

3. The Boundary Role
Communication Communication
Selling org Buying org
Marketing strategy
•Policies
•Procedures
•Programs
Procurement strategy
•Policies
•Procedures
•Programs
Sales rep

4. Classification of Sales Jobs
 Missionary
 Delivery
 Order taker
 Technical sales
 Demand creation

5. Managing Sales Tasks
 Factors influencing Sales personnel behavior
Market/account characteristics
Customer behavior
Marketing strategy
Desired behavior of sales personnel
Recruitment and
selection
Effort Training
motivation evaluation compensation

6. 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

7. A Sales Management Framework
Sales Force
Control Systems
•Performance measurements
•Performance evaluations
•Compensation systems
•Training
Sales Force
Environment
•Human resource patterns
•Communication patterns
•Interaction patterns
•Management patterns
Sales
Personnel
•Experience
•Competencies
•Preferences
Selling behavior
Sales tasks
Vendor’s marketing strategy Market/Account characteristics

8. After the Sale Is Over…

9. The Product’s Changing Nature
Category Past Present Future
Item Product Augmented
product
System
contracts
Sale Unit System System over
time
Value Feature
Advantages
Technology
advantages
System
advantages
Leadtime Short Long Lengthy
Service Modest Important Vital
Delivery place Local National Global
Delivery phase Once Often Continually
Strategy Sales Marketing Relationship

10. 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

11. 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
together’
Talk about making good on
the past
Accept responsibility Shift blame

12. 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

13. 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

14. 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

15. Thank you
Hany Sewilam AbdelHamid