Trade Management. ì Module 5 Sales Management Model. ì Learning Objec7ves: ì Sales Management ì Forecas7ng

Transcription

1 ì Module 5 Sales Management Model ì Learning Objec7ves: ì Sales Management ì Forecas7ng

2 Sales Management Model Structure Customer Contact Process Access (loca7ng qualified customers) Iden7fy (adver7sing, cold calls, referrals, trade shows) Quan7fy Persuade Present Close Fulfill Sales person Engagement team

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4 Sales Management Model Structure Job Design (Front Office) Income Producers Func7on of client base Examples: RE Agent, Life Assurance Agent Direct Sales Key account managers Territory reps Indirect Sales Channel sales reps Employee of manufacturer

5 Sales Management Model Structure Job Design (Back Office) Business Development Pre- Post Sales Support (Front & Back Office) Sales Engineer Field Applica7on Engineer Installa7on Support staff Administra7ve Assistants ( appointments) Es7mators- quota7ons Research

6 Trade Management Selling Methods

7 Sales Management Model Structure Resource Deployment ( impacts company profitability) Factors Market size Cost of sales Produc7vity- sales yield on cost of sales Quality of sales (quan7ta7ve and qualita7ve assessment) valuable customer paying high prices v discount demanding customers requiring a lot of support

8 Sales Management Model Management Sales Talent and Management Sales Talent Recruitment and Selec7on Onboarding Training Product Sales Process Customer Development and Career progression

9 Sales Management Model Management Sales Talent and Management Management Talent Management Coaching Management accountabili7es Sales campaigns and field programs Customer complaints Legal compliance

10 Sales Management Model General Principles of Measurement Measurement provide evalua7ve feedback to management ini7a7ves Measurement communicates importance Measurement increases engagement what measures gets done Irrelevant measures distract Too many measures confuse Erroneous measures frustrate Compliance measures beli[le

11 Sales Management Model Management Performance Management Performance Commitments Job expecta7ons processes Personal accountabili7es Following company values personal development ethics coworker rela7onships personal demeanour Quotas Compensa7on base salaries incen7ves Cost and Sales ROI

12 Sales Management Model Sales Opera7ons & Technologies(Front Office and Back Office) Sales Opera7ons Measurement and Repor7ng Talent Management Accountability Management Communica7on Provisioning (Resources) Sales Strategy Planning alignment with marke7ng

13 Sales Management Model Sales Opera7ons & Technologies(Front Office and Back Office) Technologies CRM Order repor7ng Customer service status repor7ng Forecas7ng systems Account assignment and quota alloca7on Sales dashboard Expense management system Incen7ve compensa7on Knowledge system

14 Sales Management Model Personal Traits of Great Sales Leaders Be a visionary Have high business acumen Be an excep7onal manager Be innova7ve Be courageous Project personal authority Ins7ll commitment

15 Sales Management Model Segments (useful to focus sales management effort) Market/ Customer Segment Product/Solu7on Segment Channel/Sales Segment Segment Selec7on Criteria Segment Characteris7cs- growth rate, poten7al Product Configura7on- mix Buyer Profile Compe7tor Posi7on

16 Annual Strategic Sale Plan Benefits Goal se_ng Collabora7ve Input Field personnel HQ staff Key account holders Communica7on Trade Management

17 Sales Focus During Product Growth Main Sec7ons: Phase 1 - Start up Phase 2 - Volume growth Phase 3 - Re- evalua7on Phase 4 - Op7miza7on ( Maturity) Sales approach different Move from Product to Customer to Channel focus

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19 Sales Forecas7ng Main Sec7ons: Market Poten7als Buying Power Index Qualita7ve Sales Forecas7ng Quan7ta7ve Sales Forecas7ng

20 Trade Management

21 Sales Forecas7ng Market Poten7als: Trade Management

22 Sales Forecas7ng Buying Power Index: Index combines es7mate of popula7on, income and retail sales to give composite indicator of consumer demand Review of industry use of equipment, es7mate life cycle of machinery to poten7al replacement

23 Sales Forecas7ng Qualita7ve Sales Forecas7ng: Sales Force composite Favoured by industrial concerns Jury of Execu7ve Opinion Fast Allows inclusion of subjec7ve factors : compe77on, economic, climate, weather and union ac7vity Leading indicators Stock market Sales of houses New building permits

24 Sales Forecas7ng Quani7ta7ve Sales Forecas7ng: Seasonal adjustments Naïve forecasts Moving averages Exponen7al smoothing Time- Series regression Y=a+bX Use: Needs historical data Forecas7ng accuracy needs verifying Common method is MAPE.