Level 4 NVQ in Sales (6770)

Transcription

1 Level 4 NVQ in Sales (6770) Standards and assessment requirements V 0.3 Q500/1865/6 August 2007 Version 3.0 Level 2 NVQ in Sales (6770) 1

2 About City & Guilds City & Guilds is the UK s leading provider of vocational qualifications, offering over 500 awards across a wide range of industries, and progressing from entry level to the highest levels of professional achievement. With over 8500 centres in 100 countries, City & Guilds is recognised by employers worldwide for providing qualifications that offer proof of the skills they need to get the job done. City & Guilds Group The City & Guilds Group includes City & Guilds, ILM (the Institute of Leadership & Management) which provides management qualifications, learning materials and membership services, NPTC which offers land-based qualifications and membership services, and HAB (the Hospitality Awarding Body). City & Guilds also manages the Engineering Council Examinations on behalf of the Engineering Council. Equal opportunities City & Guilds fully supports the principle of equal opportunities and we are committed to satisfying this principle in all our activities and published material. A copy of our equal opportunities policy statement Access to assessment and qualifications is available on the City & Guilds website. Copyright The content of this document is, unless otherwise indicated, The City and Guilds of London Institute 2007 and may not be copied, reproduced or distributed without prior written consent. However, approved City & Guilds centres and learners studying for City & Guilds qualifications may photocopy this document free of charge and/or include a locked PDF version of it on centre intranets on the following conditions: centre staff may copy the material only for the purpose of teaching learners working towards a City & Guilds qualification, or for internal administration purposes learners may copy the material only for their own use when working towards a City & Guilds qualification the Standard Copying Conditions on the City & Guilds website. Please note: National Occupational Standards are not The City and Guilds of London Institute. Please check the conditions upon which they may be copied with the relevant Sector Skills Council. Publications City & Guilds publications are available on the City & Guilds website or from our Publications Sales department at the address below or by telephoning +44 (0) or faxing +44 (0) Every effort has been made to ensure that the information contained in this publication is true and correct at the time of going to press. However, City & Guilds products and services are subject to continuous development and improvement and the right is reserved to change products and services from time to time. City & Guilds cannot accept liability for loss or damage arising from the use of information in this publication. City & Guilds 1 Giltspur Street London EC1A 9DD T +44 (0) F +44 (0) enquiry@cityandguilds.com 2 Level 2 NVQ in Sales (6770)

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4 Contents 1 Introduction 7 2 The Marketing & Sales Standards Setting Body and the National Occupational Standards 8 3 Candidate entry and progression 9 4 Sales/ Telesales progression routes 10 5 Centre resource requirements 11 6 Assessment strategy 12 Occupational expertise of assessors and verifiers Structure of the Sales/Key Customer Management/Telesales suite of NVQs/SVQs 7 Recording assessment and evidence 18 8 The qualification structure and standards 19 9 About the standards The units Mandatory Group A (2.4) Sales activity planning (3.2) Set, manage and administer sales budgets Mandatory Group B (4.1) Lead a sales team (4.3) Motivate sales professionals and sales activities Mandatory Group C (2.2) Develop responsible sales strategies (7.7) Ensure compliance with legal, regulatory, ethical, and social requirements Optional Group D (1.3) Use databases to support sales activities (4.9) Manage your own personal and professional development in sales (1.2) Analyse competitor information (2.6) Manage a project (3.3) Assess customer creditworthiness (4.2) Provide learning opportunities for colleagues (MSC Unit D (4.7) Implement change (MSC Unit D7) (4.8) Monitor and evaluate sales team performance (5.1) Develop sales proposals and quotations (7.4) Sell products or services to international markets (1.4) Use information to make sales-related decisions (2.1) Prioritise information for sales planning (2.3) Contribute to the development of business plans (2.5) Plan and resource the work of the sales team (3.1) Forecasting sales and setting sales targets 90 4 Level 2 NVQ in Sales (6770)

5 413 (3.5) Evaluate the ongoing financial potential of key customer accounts (4.4) Recruit sales team members (4.5) Work with other business functions (4.6) Plan Change (4.10) Ensure health and safety requirements are met in your area of responsibility (6.1) Develop and implement sales promotions (7.5) Manage and facilitate case negotiations (9.1) Establish and understand potential market segments (9.2) Build and retain effective sales relationships (9.3) Devise sales strategies to suit procurement practices of key customers (9.4) Build and deliver customer service and customer care support (9.5) Contribute to the development of sales support and customer management programmes (9.6) Monitor and control relationship management activities 133 Accreditation, national frameworks and qualification level descriptors 137 Level 2 NVQ in Sales (6770) 5

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7 1 Introduction About this document This document provides details that centres and candidates will need in order to assess, verify and collect evidence for this N/SVQ qualification and includes: the requirements for occupational competence for all those involved in the assessment process the assessment methods and requirements the national occupational standards and unit evidence requirements progression routes. Other sources of essential information This document has been designed to be used with the City & Guilds N/SVQ Guide which is made up of: Candidate logbook containing information specifically for candidates and recording forms Visit the City & Guilds website ( for the latest versions of these documents. There are also other City & Guilds documents which contain the latest information regarding the assessment of N/SVQs: Providing City & Guilds qualifications a guide to centre and qualification (scheme) approval Ensuring quality - containing updates on assessment and policy issues City & Guilds centre toolkit additional information on running City & Guilds qualifications is given in a CD-ROM, which links to the internet for access to the latest documents, reference materials and templates. Details of general regulations, registration and certification procedures, including fees, are included in the City & Guilds Directory of qualifications. This information appears on the online qualification administration service for City & Guilds approved centres, the Walled Garden, at If there are any differences between the N/SVQ Centre Guide or the N/SVQ Candidate Guide and this Standards and Assessment Requirements document, this document has the more up-to-date information. Level 2 NVQ in Sales (6770) 7

8 2 The Marketing & Sales Standards Setting Body and the National Occupational Standards Contacting the standards setting bodies The Standards Setting Body (SSB) responsible for having developed the National Occupational Standards (NOS) on which this N/SVQ is based is: Name of SSC The Marketing & Sales Standards Setting Body Address Moor Hall Cookham Maidenham Berkshire SL6 9QH Telephone +44 (0) Fax +44 (0) URL 8 Level 2 NVQ in Sales (6770)

9 3 Candidate entry and progression Candidate work role requirements This N/SVQ is for those working in any of the following roles or roles similar to these: Building Society Manager Customer Service Assistant/ Manager Insurance Business Development Manager IT Technical Sales Specialist Manager NVQ/SVQ Assessor Retail Manager Sales Manager Candidate entry requirements Generally, there is no prescribed recommended prior knowledge, attainment or experience needed to gain access to this qualification. It is recommended that potential candidates are initially assessed on entry, so that levels of literacy, numeracy, communication skills and sector understanding can be determined. This initial assessment should consider previous qualifications and practical experience. Candidates will be employed within the industry or in a realistic working environment and as such would have been through a selection process. Age restrictions These N/SVQs are not approved for the use of those who are under 16 years of age. Otherwise, there are no formal entry requirements for candidates undertaking this qualification; however centres must ensure that candidates have the potential and opportunity to gain evidence for the qualification in the work place. For funding purposes, centres are reminded that candidates should not be entered for a qualification of the same type, level and content as that of a qualification they already hold. Level 2 NVQ in Sales (6770) 9

10 E N T R A N T S W I T H P R I O R E X P E R I E N C E & Q U A L I F I C A T I O N S 4 Sales/ Telesales progression routes Occupational Relevant NQF Roles Qualifications Level Sales Insurance Business Development Manager IT Technical Sales Specialist Manager Customer Service NVQ 4 NVQ/SVQ Assessor Training & Development N/SVQ Retail Manager Administration N/SVQ Sales Manager Sales/Telesales Customer Service N/SVQ Building Society Manager Contact Centre Professional NVQ 3 Contact Centre Operator Administration N/SVQ Customer Service Assistant/ Manager Estate Agent NVQ/SVQ Assessor Retail Manager Sales Manager Store Owner/ Manager Sales/Telesales Contact Centre Operator Customer Service Assistant / Manager Estate Agent IT Technical Sales Specialist Customer Centre Operations 2 NVQ / SVQ Assessor Administration N/SVQ Retail Assistant Customer Service N/SVQ Sales Representative Travel Agent Vehicle Sales Executive 10 Level 2 NVQ in Sales (6770)

11 5 Centre resource requirements There are no additional resource requirements over and above what would be found in a normal workplace. Registration period Please check the Directory of qualifications for the latest information on length of registration and the last registration and certification dates. Where the period of access to assessment offered by a centre is less than the period covered by the candidates registration with City & Guilds, centres must ensure that this is understood by the candidates. Level 2 NVQ in Sales (6770) 11

12 6 Assessment strategy This assessment strategy, and therefore the purpose of this document, sets out the overarching principles for the assessment of NVQs in Sales/Key Customer Management. These principles complement the associated requirements of the regulatory bodies for NVQs. The primary audience for this document is awarding bodies wishing to offer NVQs in Sales/Key Customer Management/Telesales. Centres delivering the NVQs should also be aware of, and meet, the relevant requirements of this strategy. The assessment strategy should also be a requirement for other Standards Setting Bodies and awarding bodies that import the Sales/Key Customer Management/Telesales national occupational standards into NVQs are not designed primarily for sales professionals. MSSSB believes that awarding bodies delivering the Sales/Telesales/ Key Customer Management NVQs are responsible for providing quality assurance processes for the assessment of the standards within these NVQs. The awarding bodies are in the best position to provide detailed assessment guidance requirements regarding evidence of competence. Assessment should be effective without being burdensome, and suitably qualified and experienced assess internal verifiers and external verifiers must be allowed to apply their professional judgment, whilst ensuring that they comply with the assessment guidance requirements regarding evidence in a consistent manner. As above prospective or approved centres offering NVQs in Sales/Key Customer Management/Telesales, need to be aware of the requirements of this document. Indeed, they do need to see, and to work within the overall documentation, procedures and systems proposed by their chosen awarding body for operation of the NVQs in Sales/Key Customer Management/Telesales. This assessment strategy will be available for view and to download from the MSSSB website ( External quality control of assessment Adherence to the national guidelines The national guidelines prepared by the regulatory bodies set out quality assurance principles, and the MSSSB believes that these offer sufficient guidance awarding bodies regarding the quality assurance and control of NVQs in Sales/Key Customer Management/Telesales. Should the MSSSB have concerns regarding the effectiveness of an awarding body, it has the right to raise such concerns with that body, and if necessary, the regulatory authorities. Risk management An integral part of the ongoing process of improving the quality of assessments is the identification and management of risks associated with NVQs assessment. In recent years, the regulatory authorities and awarding bodies have worked together in developing approaches towards identifying and responding to such risks, where the aim is to ensure effective and consistent assessment across individual approved centres. The MSSSB will expect awarding bodies to apply relevant risk management systems in the awarding of NVQs in Sales/Key Customer Management/Telesales, and to deploy resources accordingly to address identified risks. 12 Level 2 NVQ in Sales (6770)

13 Assessment in the workplace The MSSSB considers it essential to the validity of the NVQs that performance be assessed in the workplace. All of the units of competence within the Sales/Key Customer Management/Telesales standards are designed to reflect best practice by practitioners in real workplace settings. The standards have been tested to ensure that performance evidence can be collected in a reasonable time and cost. There are no circumstances where performance cannot be assessed by the use of one or more of the established assessment methods, including observation, the scrutiny of documentary evidence and reports, and the use of witness testimony. Assessment of NVQs in Sales/Key Customer Management/Telesales must involve observation by the assessor of the candidate's performance. However it is not anticipated that such observation will be the only form of assessment. As above, there are several further established methods of assessment, and all are acceptable for use when assessing these NVQs. Where a candidate is not in a position to provide evidence across aspects of a particular unit(s) due to their current assignment or position, they will need to agree upon suitable opportunities to generate evidence, such as through work placement or simulation. This must be planned and agreed with the assessment centre and, if necessary, with the employer at the start of the qualification. The evidence provided, together with information gained from discussion with, and questioning by, the assessor, should enable candidates to show that they: Have achieved all of the stated outcomes of effective performance, Have demonstrated all of the behaviours which underpin effective performance, Possess, and are capable of applying, all of the required aspects of knowledge and understanding. Use of expert witness testimony Observation of the candidate's performance will include some observation by the assessor and it is also anticipated that observation may also be undertake relevant 'subject matter' expert(s). A subject matter expert, or 'expert-witness', must: Be occupationally competent in the activity which they witness and would be considered to be a 'good role model' for the candidate, Understand the national occupational standards covering the activity about which they are providing witness testimony. Use of simulation The MSSSB believes that the most reliable evidence is generated through work activities occurring naturally in the workplace. As there are no aspects of the standards which cannot be assessed by using one or more of the established assessment methods, the use of simulation is not permitted. Level 2 NVQ in Sales (6770) 13

14 Occupational expertise of assessors and verifiers It is important that assessors, internal verifiers (IVs) and external verifiers (EVs) of NVQs/SVQs have appropriate occupational expertise to fulfil their roles. This is required in addition to the achievement of the further requirements specified in national codes of practice and encompassed within the quality assurance procedures of the awarding bodies. The assessment process must be credible, and assessors and verifiers perform an essential role in achieving this. The MSSSB does recognise that the search for experience and ability has to be tempered with the availability of assessors and verifiers. However, awarding bodies must ensure that the assessors and verifiers recruited by assessment centres fulfil all of the relevant requirements. The requirements for the occupational expertise of assessors, IVs and EVs are set out below, and it will be the responsibility of the Awarding Body Forum to monitor their effectiveness and to provide any recommendations for modifications. Occupational expertise of assessors Assessors for the NVQs/SVQs in Sales/Key Customer Management/Telesales must: Have relevant expertise and experience in Sales/Key Customer Management/Telesales relevant to the level of the NVQ/SVQ that they are seeking to assess, and to the NVQ/SVQ being progressed by the candidate. To assess NVQs/SVQs at: o level 5, the assessor must have worked at an appropriate level of seniority, o level 4, the assessor must have operated at an equivalent level or above, o levels 2 and 3, the assessor must have operated at a technical/operational level or above in a sales function, Possess the required qualifications and requirements for assessors as specified at the time and agreed in national codes of practice, Keep up to date with developments in relevant Sales/Key Customer Management/Telesales practice, Have a thorough understanding of the national occupational standards making up the NVQs/SVQs which they are seeking to assess. For example, and as a guide, it is considered preferable that assessors will have worked in the Sales/Key Customer Management/Telesales occupational area and at an appropriate level for a least one year, with such experience gained within the last four/five years. The MSSSB will be pleased to offer further guidance, particularly upon the use of assessors who do not fulfil these guidelines. 14 Level 2 NVQ in Sales (6770)

15 Occupational expertise of internal verifiers IVs for the NVQs/SVQs in Sales/Key Customer Management/Telesales must: Have relevant expertise and experience in Sales/Key Customer Management/Telesales relevant to the level of NVQ/SVQ that they are seeking to internally verify, and to the NVQ/SVQ being progressed, Possess the required qualifications and requirements for IVs as specified at the time and agreed in national codes of practice, Keep up to date with developments in relevant Sales/Key Customer Management/Telesales practice, Have a thorough understanding of the national occupational standards making up the NVQs/SVQs which they are seeking to internally verify, and be able to provide advice upon the interpretation of the standards. Again, as a guide, it is considered preferable that internal verifiers will have worked in the Sales/Key Customer Management/Telesales occupational area and at an appropriate level for at least two years, with such experience gained within the last four/five years. Again, the MSSSB will be pleased to offer further guidance. Occupational expertise of external verifiers EVs for the NVQs/SVQs in Sales/Key Customer/Telesales Management must: Have an occupational understanding of working within Sales/Key Customer Management/Telesales at a level, and within the operational area(s), appropriate to the qualifications which they are externally verifying, Possess the required qualifications and requirements for EVs as specified at the time and agreed in national codes of practice, Have a thorough understanding of the national occupational standards making up the NVQs/SVQs which they are seeking to externally verify. It is highly desirable that EVs have occupational experience of working within Sales/Key Customer Management/Telesales, and if not, they must at least have experience of working in related occupational areas, for example, management. The MSSSB will be pleased to offer further guidance. Level 2 NVQ in Sales (6770) 15

16 Structure of the Sales/Key Customer Management/Telesales suite of NVQs/SVQs Each NVQ/SVQ is comprised of a number of: 1. Mandatory units, which all candidates seeking to achieve the particular NVQ/SVQ must attain, 2. Optional units, from which candidates can select, according to the functions that they undertake within their particular roles and responsibilities. 3. Mandatory or optional units (' M/O' ) are units that were argued to be either mandatory or optional depending on job context. This variation was introduced in order to promote flexibility of structure to serve specific employers' needs. The structures of the NVQs/SVQs, and in particular the range of optional units available at each level, are designed to allow flexibility. This recognises the variations in Sales/Key Customer Management/Telesales must roles, and their associated responsibilities, across this profession at the different levels. A consequence of this is that several units of the standards are either mandatory, or available as options, at more than one level of the various NVQs/SVQs. However, the MSSSB considers it important that undue duplication be avoided when candidates select the units to be attained when progressing through the levels of the various NVQs/SVQs. This will ensure that those candidates who go on to achieve higher level NVQs/SVQs, having already attained one at a lower level, are able to demonstrate, and be recognised for, their increasing breadth and depth of competence across the Sales profession. Preventing undue duplication of units attained The MSSSB has therefore placed restrictions upon the number of units that a candidate might 'carry forward' when progressing a higher level NVQ/SVQ. These restrictions are set out in summary below. The MSSSB should also like to emphasise that it is not a requirement that candidates attain a lower level NVQ/SVQ before progressing a higher level. For example, a Sales professional with the appropriate levels of responsibility/experience might therefore elect to progress, say, a level 4 NVQ/SVQ without having attained the level 3, or level 2 if it is available. 16 Level 2 NVQ in Sales (6770)

17 Restrictions regarding the units that may be carried forward Each level of the NVQ/SVQ within the Sales/Key Customer Management/Telesales suite requires the same total number of units to be achieved. The number of units at each level is: 1. 6 units in total at level 2, 2. 7 units at level 3, 3. 8 units at level 4, 4. 9 units at level 5. The number of mandatory units required varies between the various NVQs/SVQs. As well as requirements covering those units which are mandatory, the following further requirements are made upon the choice of units available to candidates attaining different level NVQs/SVQs: 1. Those candidates who have attained a level 2 Sales/Key Customer Management/Telesales NVQ/SVQ, and who go on to progress a level 3 Sales NVQ/SVQ, will only be permitted to include up to two of those units (mandatory and/or optional) attained at level 2 amongst those selected for level 3, 2. Those candidates who have attained a level 3 Sales/Key Customer Management/Telesales NVQ/SVQ, and who then go on to progress a level 4 NVQ/SVQ, will only be permitted to include up to two of those units (mandatory/optional) attained at level 3 amongst those selected for level 4, 3. Those candidates attaining a level 4 Sales/Key Customer Management/Telesales NVQ/SVQ, who then go on to progress a level 5 NVQ/SVQ, will only be permitted to include up to three of those units attained (mandatory or optional) at level 4 amongst those selected for level 5. Level 2 NVQ in Sales (6770) 17

18 7 Recording assessment and evidence Confidentiality and privacy The need to maintain confidentiality and privacy, when putting together portfolios, should be stressed to candidates where appropriate. Recording forms to use City & Guilds has developed a set of Recording forms including examples of completed forms, for new and existing centres to use as appropriate (see SVQ Guide for centres and candidates - Recording forms, available on the City & Guilds website). Although it is expected that new centres will use these forms, centres may devise or customise alternative forms, which must be approved for use by the external verifier, before they are used by N/SVQ candidates and assessors at the centre. City & Guilds also endorses the electronic recording systems Quick Step and Paper Free. 18 Level 2 NVQ in Sales (6770)

19 8 The qualification structure and standards Qualification structure Candidates must complete all units in Group A, select one unit in Group B, one unit in Group C and select four units in Group D. QCA/SQA unit ref. Mandatory units Group A City & Guilds Unit no MSSSB unit number Unit title Y/103/ Sales Activity F/103/ Set, manage and administer sales budgets Group B J/103/ Lead a sales team R/103/ Motivate sales professionals and sales partners Group C D/103/ Develop responsible sales strategies and plans Y/103/ Ensure compliance with legal, regulatory, ethical, and social requirements Optional units Group D L/103/ Use databases to support sales activities J/103/ Manage your own personal and professional development in sales J/103/ Analyse competitor information H/103/ Manage a project J/103/ Assess customer creditworthiness L/103/ Provide learning opportunities for colleagues (MSC Unit D7) T/103/ Implement change (MSC Unit D6) F/103/ Monitor and evaluate sales team performance H/103/ Develop sales proposals and quotations Y/103/ Sell products or services to international markets R/103/ Use information to make salesrelated decisions Y/103/ Prioritise information for sales planning R/103/ Contribute to the development of business plans Level 2 NVQ in Sales (6770) 19

20 QCA/SQA unit ref. City & Guilds Unit no MSSSB unit number Unit title D/103/ Plan and resource the work of the sales team A/103/ Forecasting sales and setting targets F/103/ Evaluate the ongoing financial potential of key customer accounts Y/103/ Recruit sales team members D/103/ Work with other business functions M/103/ Plan change (MSC Unit C5) K/103/ Ensure health and safety requirements are met in your area of responsibility M/103/ Develop and implement sales promotions L/103/ Manage and facilitate case negotiations F/103/ Establish and understand potential market segments T/103/ Build and retain effective sales relationships T/103/ Devise sales strategies to suit procurement practises of key customer service and customer support T/103/ Build and deliver customer service and customer care support A/103/ Contribute to the development of sales support and customer management programmes J/103/ Monitor and control relationship management activities 20 Level 2 NVQ in Sales (6770)

21 9 About the standards Availability of standards This document is available in two ways: either as a free downloadable document from the City & Guilds website, or as a print on demand document from our Publications department, for which there is a fee. City & Guilds publications are available from Publication Sales City & Guilds 1 Giltspur Street London EC1A 9DD T +44(0) F +44(0) Level 2 NVQ in Sales (6770) 21

22 10 The units 11 Mandatory Group A (2.4) Sales activity planning (3.2) Set, manage and administer sales budgets Mandatory Group B (4.1) Lead a sales team (4.3) Motivate sales professionals and sales activities Mandatory Group C (2.2) Develop responsible sales strategies (7.7) Ensure compliance with legal, regulatory, ethical, and social requirements Optional Group D (1.3) Use databases to support sales activities (4.9) Manage your own personal and professional development in sales (1.2) Analyse competitor information (2.6) Manage a project (3.3) Assess customer creditworthiness (4.2) Provide learning opportunities for colleagues (MSC Unit D (4.7) Implement change (MSC Unit D7) (4.8) Monitor and evaluate sales team performance (5.1) Develop sales proposals and quotations (7.4) Sell products or services to international markets (1.4) Use information to make sales-related decisions (2.1) Prioritise information for sales planning (2.3) Contribute to the development of business plans (2.5) Plan and resource the work of the sales team (3.1) Forecasting sales and setting sales targets (3.5) Evaluate the ongoing financial potential of key customer accounts (4.4) Recruit sales team members (4.5) Work with other business functions (4.6) Plan Change (4.10) Ensure health and safety requirements are met in your area of responsibility (6.1) Develop and implement sales promotions (7.5) Manage and facilitate case negotiations (9.1) Establish and understand potential market segments (9.2) Build and retain effective sales relationships (9.3) Devise sales strategies to suit procurement practices of key customers (9.4) Build and deliver customer service and customer care support (9.5) Contribute to the development of sales support and customer management programmes (9.6) Monitor and control relationship management activities Level 2 NVQ in Sales (6770)

23 11 Mandatory Group A 401 (2.4) Sales activity planning 402 (3.2) Set, manage and adminster sales budgets Level 2 NVQ in Sales (6770) 23

24 401 (2.4) Sales activity planning Overview The focus of this unit is on the development of sales activity plans that are effective in delivering sales success. The unit is designed to make sure that Sales Managers are able to develop a plan in order to achieve sales targets, consider the frequency and level of sales activity required, and build in allowances for potential problems. Who is this unit for? Sales Managers Outcomes of effective performance 1 Use information about customers, competitors and markets to make informed decisions about the development of your sales activity plan 2 Consult colleagues about ideas and approaches to the development of your sales activity plan 3 Identify sales targets in your business plan relevant to sales activity planning 4 Identify and evaluate the range, nature and frequency of sales activities needed to achieve sales targets 5 Draw up your sales activity plan with due regard to legal, regulatory and ethical considerations 6 Identify the key resource requirements for implementing your sales activity plan 7 Establish key monitoring, control and key performance indicators for measuring the success of your plan 8 Anticipate and identify potential problems that might arise to challenge the achievement of your plan and find solutions to them 9 Consult colleagues about your sales activity plan and adjust it accordingly 10 Communicate the revised plan to all stakeholders and define individual roles and targets in the sales activity plan 11 Gain commitment to the implementation and achievement of your plan and targets 12 Monitor and evaluate your plan for sales success and identify appropriate actions to bring your plan back on track where necessary. 24 Level 2 NVQ in Sales (6770)

25 Behaviours which underpin effective performance 1 You prioritise and use information effectively in order to identify the way forward for the sales plan 2 You recognise and acknowledge the contribution of others in establishing the sales activity plan 3 You consider the impact of your own actions and that of others on the successful implementation of the sales activity plan 4 You create a sense of direction and common purpose in the achievement of sales targets and objectives 5 You are responsive and show sensitivity to others when consulting about the sales activity plan 6 You balance benefits against risks that may arise from the implementation of your plan 7 You take opportunities when they arise to achieve sales targets and objectives 8 You find ways of overcoming barriers to the development and implementation of your plan 9 You reflect regularly on your own and others experience and relate it directly to the implementation of your plan 10 You review, reflect on and revise activities within your plan, based upon measurement of achievement of targets 11 You demonstrate full awareness and active consideration of the legal, regulatory and ethical considerations of devising a sales activity plan General knowledge and understanding 1 How your sales activity plans are based on information from the marketing and sales strategy 2 The importance of developing short, medium and long term plans 3 The principles of sales activity planning 4 The importance of encouraging creativity and innovation in sales activity planning 5 The importance of communicating and consulting with colleagues about the development of sales activity plans 6 How to delegate and allocate resources effectively to implementation of the sales activity plan 7 How to monitor and evaluate sales activity plans 8 The potential barriers to sales activity planning and how to overcome them effectively 9 The areas for potential conflict within the planning and implementation of the sales activity plan and how to prepare contingency plans to overcome these difficulties. Level 2 NVQ in Sales (6770) 25

26 Industry/sector specific knowledge 1 Legal, ethical and regulatory requirements of your industry/sector 2 Marketing and sales developments in your industry/sector 3 Competitor sales activities in your industry/sector Context specific knowledge 1 Your organisation s vision, strategy and objectives 2 Your organisation s marketing and sales strategies 3 The resource requirements to meet your sales activity plans 4 Possible distribution channels to reach markets 5 How to carry out a customer segmentation analysis 6 How internal customer relationships affect the successful implementation of your sales activity plan 7 Different models and templates for sales activities plans 8 Organisational practices for monitoring and controlling sales activities 9 What resources are available to implement sales activity plans Evidence Requirements 1 You must provide evidence that shows you have done this over a sufficient period of time for your Assessor to consider you are competent. 2 Evidence from the organisation can mean a self-contained entity such as (a) a private sector company,(b) a charity, (c) local authority, (d) significant operating unit, with a relative degree of autonomy, within a larger organisation. 26 Level 2 NVQ in Sales (6770)

27 402 (3.2) Set, manage and administer sales budgets Overview This unit is about having ownership of and being responsible for a sales budget for a defined area of sales activity or the whole sales function. It involves preparing, submitting and agreeing a budget for a set operating period. It also involves monitoring actual performance against agreed budget and taking necessary action in response to identified variances and any unforeseen developments. Who is this unit for? The unit is recommended for Sales Managers, Key Customer Managers and Senior Sales Managers Outcomes of effective performance 1 Evaluate available information and consult colleagues to prepare a realistic sales budget for your area of work 2 Apply appropriate budget methods based on your organisation s need for effective sales activities 3 Submit the proposed budget to the relevant people in the organisation for approval to support the overall financial planning process 4 Negotiate an appropriate level of sales budget by making a sound business case 5 Use the budget to monitor and control performance in your area of work 6 Identify the causes of any significant variances between budget and actual expenditure and take appropriate actions 7 Negotiate revisions to the sales budget in response to variances or significant or unforeseen developments 8 Provide information on performance against the sales budget to appropriate people in your organisation 9 Monitor the operation of the sales budget to identify potentially fraudulent activities and follow organisational procedures to bring evidence of such activities to the attention of the appropriate people 10 Gather information during implementation of the sales budget to assist in the preparation of future sales activity plans Level 2 NVQ in Sales (6770) 27

28 Behaviours which underpin effective performance 1 You apply budget methodology effectively when setting sales budgets 2 You present sales budget information clearly, concisely, and accurately 3 You act within the limits of your authority 4 You show integrity, fairness and consistency and a strong awareness of commercial realities in decision-making about sales budgets 5 You say no to unreasonable requests 6 You use communication styles and methods that are appropriate to different people and situations. 7 You take and implement difficult or unpopular decisions about sales budgets if necessary. 8 You continually monitor and evaluate the effectiveness of actual performance against budget 9 You respond quickly to crises and problems with a proposed course of action 10 You use successful budgets as a basis for formulating future budgets General knowledge and understanding 1 The importance and purpose of budgets to sales activities 2 Different methods used for setting budgets including competitive parity, the objective and task approach, negotiated budgeting, incremental or historical budgeting and judgement methods 3 How to establish information needs and identify information sources for setting a sales budget 4 The different approaches to effective consultation and negotiation when setting a sales budget 5 How to develop budget frameworks that are clearly understood and measurable 6 Financial tools used for monitoring budget effectiveness and how to present the information effectively 7 The main reasons for variances to the budget including unexpected but justifiable need for increased resources, unusual events, loss of a major customer and a general decline in sales 8 The different types of action that can be taken to address variances 9 How to provide clear, succinct and measurable information on budget performance at appropriate intervals 10 How to implement a sales budget effectively 11 How to identify lessons learned from budget preparation and implementation to underpin future budget development. 28 Level 2 NVQ in Sales (6770)

29 Industry/sector specific knowledge and understanding 1 Factors, processes and trends, which are likely to affect the setting of sales budgets in your industry/sector 2 Legal and regulatory constraints that may influence the levels at which you set a sales budget Context specific knowledge and understanding 1 The sales area for which the budget is required 2 The vision, objectives and operational plans for your area of responsibility 3 The budget periods used in your organisation 4 The budgetary methods used across your organisation and applicable to sales activities. 5 The information needed to set a sales budget 6 Organisational guidelines for preparation and approval of budgets and for monitoring and reporting of performance against budgets 7 Organisational methods and timing of reporting sales performance and variances from budget 8 Organisational procedures for audit trails and the identification of fraudulent activities 9 Actions required where failure to adhere to or achieve budgets is identified 10 Organisational approaches to remedial/contingency planning for budgets Evidence Requirements 1 You must provide evidence that shows you have done this over a sufficient period of time for your Assessor to consider you are competent. Level 2 NVQ in Sales (6770) 29

30 12 Mandatory Group B 403 (4.1) Lead a sales team 404 (4.3) Motivate sales professionals and sales partners 30 Level 2 NVQ in Sales (6770)

31 403 (4.1) Lead a sales team Overview This unit is about how you provide direction to the members of the sales team by motivating and supporting them to achieve their team and individual objectives. You need to be aware of the culture and diversity of the team and to be sensitive to the individual and corporate needs of the team whilst focusing on the achievement of team sales targets. Who is this unit for? Sales Managers and Sales Team Leaders This unit is suitable for face-to-face selling, telesales and online selling Outcomes of effective performance 1 Define and communicate positively to team members the purpose and objectives of the sales team 2 Involve team members in planning how the sales team will achieve its objectives 3 Ensure that each member of the sales team has personal work objectives and targets, taking into account individual strengths and weaknesses 4 Recognize and appreciate personal differences and the diversity in the team and ensure that people can play to their strengths to achieve team objectives 5 Encourage, coach and support sales team members to achieve their personal work objectives and targets and recognise success 6 Win the trust and support of the sales team for your leadership 7 Steer the sales team successfully through difficulties and challenges, and manage conflict effectively 8 Encourage and recognise creativity and innovation by the sales team, motivate team members to present their own ideas and listen to what they say 9 Encourage sales team members to take the lead when they have the knowledge and expertise and show willingness to follow this lead 10 Monitor and measure activities and progress across the team and achievement of individual and sales team targets 11 Review and reflect on activities and identify lessons learned Level 2 NVQ in Sales (6770) 31

32 Behaviours which underpin effective performance 1 You create a sense of common purpose and encourage team members to share best practice. 2 You participate and make things happen 3 You encourage and support others to take decisions autonomously 4 You act within the limits of your authority 5 You make appropriate time available to support others 6 You show integrity, fairness and consistency in decision-making 7 You seek to understand the balance between stakeholders needs and motivations and balance those requirements accordingly 8 You show appreciation, helpfulness and co-operation 9 You are equitable when dealing with team members, show awareness of equal opportunities and recognize diversity within the team General knowledge and understanding 1 The difference between leadership and management, the different types of leadership styles and the styles most appropriate to leading a sales team 2 The different methods that can be used for communicating with a sales team 3 How to gain the commitment and involvement of the sales team in achieving commitment and support for team objectives 4 How to carry out analysis of team members in order to understand their attributes and develop them accordingly 5 The best methods of consultation and negotiation in the context of gaining team support, discovering team opinions and ideas and taking into account team views 6 Approaches to coaching team members to achieve personal and team goals 7 Ways of encouraging individuals or teams to ask questions and seek clarification on team work and activities 8 The importance of understanding diversity in the context of managing teams 9 The different types of team conflict that may arise and approaches for overcoming such conflict 10 Different approaches to planning team and individual work in order to achieve team and personal objectives effectively 11 How to promote an ethos and culture that recognizes creativity, innovation and a sharing of knowledge and how to demonstrate the benefits of this approach 32 Level 2 NVQ in Sales (6770)

33 12 How to achieve 360 degree feedback with team members and how to learn and develop from the feedback provided 13 How to identify different ways of successfully encouraging, motivating, supporting and recognizing individual and sales team success Industry/Sector specific knowledge and understanding 1 Leadership styles that are appropriate to leading a sales team and are appropriate to your industry/sector 2 Legal, regulatory and ethical requirements in your industry/sector Context specific knowledge and understanding 1 Organisational culture and approach to leadership 2 Different leadership styles across the organization and the rationale behind them 3 You own values, motivations and limitations in the leadership role 4 The strengths, weaknesses and potential of people in the sales team 5 The vision and objectives of your organization 6 Business, marketing and sales strategies and the role your team plays in fulfilling them. 7 Organisational approaches to consultation and negotiation in context of the sales team 8 Organisational approaches to managing conflict and potential conflict within the sales team and between the sales team and others 9 Approaches to providing support and guidance and the types of support and guidance required. 10 Requirements for integration of teams across functions in order to fulfil organisational strategies. Evidence Requirements 1 You must provide evidence that shows you have done this over a sufficient period of time for your Assessor to consider you are competent. 2 Your evidence should show that the teams you have led will have made contact with leads through any of one following methods e.g. a. face-to-face b. by telephone c. online Level 2 NVQ in Sales (6770) 33

34 404 (4.3) Motivate sales professionals and sales activities Overview This unit is about how team leaders and managers can achieve results through effective motivation of sales team members and sales partners The unit focuses on the principles of motivating sales staff to produce excellent results by reducing negative feelings encouraging positive feelings creating enthusiasm and involvement concentrating efforts on key issues The unit includes both formal and informal incentives for boosting sales team motivation. Who is this unit for? Sales Managers and Sales Team Leaders This unit is suitable for face-to-face selling, telesales and online selling Outcomes of effective performance 1 Identify the key links between sales performance and motivation in your organisation 2 Identify positive and negative behaviours and motivational factors for the sales team and evaluate the impact they have on sales performance 3 Detect the feelings and views of the sales team in relation to their role and environment by using active listening skills 4 Identify and evaluate organisational barriers and conflicts that may have a de-motivating effect and explore ways to overcome those barriers 5 Provide clear and transparent benchmarks against which members of the sales team can measure success 6 Recognise achievement by the sales team 7 Consult colleagues and build a pattern of recognition through praise or reward schemes 8 Identify key objectives for improving motivation and enhancing sales performance using measurement and evaluation 9 Provide opportunities for personalized motivational sales plans as a tool for motivating members of the sales team 10 Develop internal team communication activities to aid motivation 34 Level 2 NVQ in Sales (6770)

35 Behaviours which underpin effective performance 1 You work in your own area of responsibility to improve motivation and performance 2 You have realistic expectations about achievement by the sales team and its members 3 You are alert to displays of negative and positive behaviour within the sales team and measure the motivational temperature frequently 4 You show respect for all sales team members and dedicate time and attention to them 5 You communicate effectively with all sales team members 6 You consult others about the development and implementation of recognition and incentive schemes 7 You encourage individual team members and the team as a whole 8 You involve and empower sales team members through their work and defined targets 9 You see the motivational process as continuous and cumulative 10 You evaluate what works best within your team and why General knowledge and understanding 1 Motivation models including Maslow and Hertzberg 2 Why there are links between motivation and sales success 3 The range of business and sales functions affected by motivational issues 4 How to develop positive interpersonal relationships within an organisation 5 The importance of recognising sales performance and different methods of providing recognition for the sales team 6 The range of financial and non-financial incentives and motivational tools available to motivate members of the sales team 7 How to carry out appraisals and regular performance assessments in order to judge the levels of personal motivation in the sales team 8 How to prepare personal development plans in order to encourage motivation and achievement 9 Why interaction within the sales team is an important component of team motivation 10 Team building techniques that support motivation and the building of team performance 11 Different performance measures that can be used to measure and evaluate team success Level 2 NVQ in Sales (6770) 35