Level 4 NVQ in Sales (6770)

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

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)20 7294 2850 or faxing +44 (0)20 7294 3387. 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)20 7294 2800 F +44 (0)20 7294 2400 www.cityandguilds.com enquiry@cityandguilds.com 2 Level 2 NVQ in Sales (6770)

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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 21 10 The units 22 11 Mandatory Group A 23 401 (2.4) Sales activity planning 24 402 (3.2) Set, manage and administer sales budgets 27 12 Mandatory Group B 30 403 (4.1) Lead a sales team 31 404 (4.3) Motivate sales professionals and sales activities 34 13 Mandatory Group C 37 405 (2.2) Develop responsible sales strategies 38 406 (7.7) Ensure compliance with legal, regulatory, ethical, and social requirements 42 14 Optional Group D 45 407 (1.3) Use databases to support sales activities 46 207 (4.9) Manage your own personal and professional development in sales 49 303 (1.2) Analyse competitor information 52 304 (2.6) Manage a project 55 306 (3.3) Assess customer creditworthiness 59 308 (4.2) Provide learning opportunities for colleagues (MSC Unit D7 62 309 (4.7) Implement change (MSC Unit D7) 66 310 (4.8) Monitor and evaluate sales team performance 69 311 (5.1) Develop sales proposals and quotations 72 315 (7.4) Sell products or services to international markets 75 408 (1.4) Use information to make sales-related decisions 78 409 (2.1) Prioritise information for sales planning 81 410 (2.3) Contribute to the development of business plans 84 411 (2.5) Plan and resource the work of the sales team 87 412 (3.1) Forecasting sales and setting sales targets 90 4 Level 2 NVQ in Sales (6770)

413 (3.5) Evaluate the ongoing financial potential of key customer accounts 93 414 (4.4) Recruit sales team members 97 415 (4.5) Work with other business functions 101 416 (4.6) Plan Change 104 417 (4.10) Ensure health and safety requirements are met in your area of responsibility 107 418 (6.1) Develop and implement sales promotions 111 419 (7.5) Manage and facilitate case negotiations 114 420 (9.1) Establish and understand potential market segments 117 421 (9.2) Build and retain effective sales relationships 119 422 (9.3) Devise sales strategies to suit procurement practices of key customers 122 423 (9.4) Build and deliver customer service and customer care support 125 424 (9.5) Contribute to the development of sales support and customer management programmes 129 425 (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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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 (www.cityandguilds.com) 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 www.walledgarden.com. 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

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) 1628 427106 Fax +44 (0) 1628 427399 URL www.msssb.org 8 Level 2 NVQ in Sales (6770)

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

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)

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

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 (www.msssb.org). 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)

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

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)

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

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)

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

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)

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/103/9641 401 2.4 Sales Activity F/103/9648 402 3.2 Set, manage and administer sales budgets Group B J/103/9652 403 4.1 Lead a sales team R/103/9654 404 4.3 Motivate sales professionals and sales partners Group C D/103/9639 405 2.2 Develop responsible sales strategies and plans Y/103/9672 406 7.7 Ensure compliance with legal, regulatory, ethical, and social requirements Optional units Group D L/103/9636 407 1.3 Use databases to support sales activities J/103/9683 207 4.9 Manage your own personal and professional development in sales J/103/9635 303 1.2 Analyse competitor information H/103/9643 304 2.6 Manage a project J/103/9649 306 3.3 Assess customer creditworthiness L/103/9653 308 4.2 Provide learning opportunities for colleagues (MSC Unit D7) T/103/1594 309 4.7 Implement change (MSC Unit D6) F/103/9682 310 4.8 Monitor and evaluate sales team performance H/103/9657 311 5.1 Develop sales proposals and quotations Y/103/9669 315 7.4 Sell products or services to international markets R/103/9637 408 1.4 Use information to make salesrelated decisions Y/103/9638 409 2.1 Prioritise information for sales planning R/103/9640 410 2.3 Contribute to the development of business plans Level 2 NVQ in Sales (6770) 19

QCA/SQA unit ref. City & Guilds Unit no MSSSB unit number Unit title D/103/9642 411 2.5 Plan and resource the work of the sales team A/103/9647 412 3.1 Forecasting sales and setting targets F/103/9651 413 3.5 Evaluate the ongoing financial potential of key customer accounts Y/103/9655 414 4.4 Recruit sales team members D/103/9656 415 4.5 Work with other business functions M/103/1593 416 4.6 Plan change (MSC Unit C5) K/103/1589 417 4.10 Ensure health and safety requirements are met in your area of responsibility M/103/9662 418 6.1 Develop and implement sales promotions L/103/9670 419 7.5 Manage and facilitate case negotiations F/103/9679 420 9.1 Establish and understand potential market segments T/103/9615 421 9.2 Build and retain effective sales relationships T/103/9680 422 9.3 Devise sales strategies to suit procurement practises of key customer service and customer support T/103/9615 423 9.4 Build and deliver customer service and customer care support A/103/9681 424 9.5 Contribute to the development of sales support and customer management programmes J/103/9618 425 9.6 Monitor and control relationship management activities 20 Level 2 NVQ in Sales (6770)

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, www.cityandguilds.com, 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)20 7294 2850 F +44(0)20 7294 2400 Level 2 NVQ in Sales (6770) 21

10 The units 11 Mandatory Group A 23 401 (2.4) Sales activity planning 24 402 (3.2) Set, manage and administer sales budgets 27 12 Mandatory Group B 30 403 (4.1) Lead a sales team 31 404 (4.3) Motivate sales professionals and sales activities 34 13 Mandatory Group C 37 405 (2.2) Develop responsible sales strategies 38 406 (7.7) Ensure compliance with legal, regulatory, ethical, and social requirements 42 14 Optional Group D 45 407 (1.3) Use databases to support sales activities 46 207 (4.9) Manage your own personal and professional development in sales 49 303 (1.2) Analyse competitor information 52 304 (2.6) Manage a project 55 306 (3.3) Assess customer creditworthiness 59 308 (4.2) Provide learning opportunities for colleagues (MSC Unit D7 62 309 (4.7) Implement change (MSC Unit D7) 66 310 (4.8) Monitor and evaluate sales team performance 69 311 (5.1) Develop sales proposals and quotations 72 315 (7.4) Sell products or services to international markets 75 408 (1.4) Use information to make sales-related decisions 78 409 (2.1) Prioritise information for sales planning 81 410 (2.3) Contribute to the development of business plans 84 411 (2.5) Plan and resource the work of the sales team 87 412 (3.1) Forecasting sales and setting sales targets 90 413 (3.5) Evaluate the ongoing financial potential of key customer accounts 93 414 (4.4) Recruit sales team members 97 415 (4.5) Work with other business functions 101 416 (4.6) Plan Change 104 417 (4.10) Ensure health and safety requirements are met in your area of responsibility 107 418 (6.1) Develop and implement sales promotions 111 419 (7.5) Manage and facilitate case negotiations 114 420 (9.1) Establish and understand potential market segments 117 421 (9.2) Build and retain effective sales relationships 119 422 (9.3) Devise sales strategies to suit procurement practices of key customers 122 423 (9.4) Build and deliver customer service and customer care support 125 424 (9.5) Contribute to the development of sales support and customer management programmes 129 425 (9.6) Monitor and control relationship management activities 133 22 Level 2 NVQ in Sales (6770)

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

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)

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

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)

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

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)

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

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)

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

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)

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

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)

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

12 How to be creative in developing ideas, seeking solutions and developing a new formula for success Industry specific knowledge and understanding 1 Relevant legislation including Employment legislation and Health and Safety legislation 2 Legal and ethical aspects of incentives and rewards Context specific knowledge and understanding 1 Individual and organisational targets for your area of responsibility 2 The ways in which the organisation currently monitors and measures motivation 3 Recognition and incentive schemes available in your organisation 4 Scope for change in order to maintain motivation 5 Methods for measuring and evaluating individual and sales team success 6 Communication plans for ensuring that all appropriate members of the organisation are aware of progress 7 Organisational appraisal procedures 8 Training and development plans at organisational, team and personal levels 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 for this unit may come from any of the following areas: a. face-to-face selling b. telesales c. online selling 3. Your evidence will show how you motivated your team to achieve excellent results by: a. reducing negative feelings b. encouraging positive feelings c. creating enthusiasm and involvement d. concentrating efforts on key issues 36 Level 2 NVQ in Sales (6770)

13 Mandatory Group C 405 (2.2) Develop responsible sales strategies and plans 406 (2.5) Ensure compliance with legal, regulatory, ethical, and social requirements Level 2 NVQ in Sales (6770) 37

405 (2.2) Develop responsible sales strategies Overview What is this unit about? The focus of this unit is on developing sales strategies and plans that contribute to the successful implementation of marketing strategies. The sales strategy must take full account of the organisation s values and ethical principles together with legal and ethical requirements When developing sales strategy you need to take responsibility for identifying issues which may have an impact upon the strategy, set clear objectives and prepare staff for any changes. The strategy will need to display responsibility towards staff, customers, investors, local communities and other stakeholders. You also need to define criteria for deciding on the success of the strategy. The sales strategy must protect the organisation s reputation both through effective sales performance and by taking account of the views of people in the community on a whole range of issues such as the environment and other ways in which the organisation affects people s quality of life. For the purposes of this unit, organisation can mean a self-contained entity such as a private sector company, a charity or a local authority, or a significant operating unit, with a relative degree of autonomy, within a larger organisation. Who is this unit for? Senior Managers and Key Customer Managers. Outcomes of effective performance 1 Analyse the role that the sales team must make to the implementation of the marketing strategy 2 Carry out customer segmentation analysis to identify key customer groups and segments to target in order to maximise sales success whilst taking full account of legal, regulatory, ethical and social responsibilities 3 Review business strategies and compliance requirements and define the link between business and marketing strategies in order to determine sales objectives 4 Set sales objectives which contribute to organisational strategies and take full account of legal, regulatory, ethical and social responsibilities 5 Review the structure of the sales team to evaluate its ability to achieve sales objectives 6 Investigate customer purchasing preferences in order to determine appropriate distribution strategies 7 Investigate sales procedures for cost effectiveness and legal, regulatory, ethical and social responsibility compliance and recommend improvements where appropriate 38 Level 2 NVQ in Sales (6770)

8 Determine human, physical and financial resource requirements of the sales process and recommend changes where appropriate 9 Develop and detail the sales activity plan cross referencing it to legal, regulatory, ethical and social responsibilities 10 Monitor and evaluate the success of the sales strategy using measures including KPIs and sales targets 11 Make recommendations for change to the sales strategy supported by a fully detailed business case 12 Communicate all changes in strategy to key stakeholders 13 Encourage a climate of openness about meeting and not meeting legal, regulatory, ethical and social requirements 14 Identify and correct any failures to meet the legal, regulatory, ethical and social requirements 15 Identify reasons for not meeting requirements and adjust the policies and procedures to reduce the likelihood of failures in the future Behaviours which underpin effective performance 1 You carry out investigation and analysis to develop sales activities 2 You set the sales direction within the limits of your authority 3 You make and justify recommendations on sales strategy taking full account of broader organisational implications 4 You assess financial implications of sales activities in the context of strategy 5 You deploy resources effectively 6 You create a sense of common purpose and direction 7 You involve others in decision making 8 You review, measure and monitor progress of sales strategy implementation 9 You identify and raise ethical concerns 10 You are vigilant for potential risks relating to legal, regulatory, ethical or social responsibilities 11 You show sensitivity to stakeholders needs and manage these effectively Level 2 NVQ in Sales (6770) 39

General knowledge and understanding 1 How the marketing and sales functions relate to each other and how their activities contribute to business strategy 2 The process involved in undertaking a segmentation analysis that includes demographic, geographical, lifestyle and behavioural segmentation. 3 The sales and marketing tools required to undertake a gap analysis using PESTEL and SWOT techniques. 4 The SMART approach to setting sales objectives and sales statistics that can be used in SMART (Specific, Measurable, Achievable, Realistic, Timebound) objectives 5 The different types of sales organisational structures, such as geographic, product based, customer-based or brand-based. 6 The options for distribution channels including traditional and modern technological options. 7 The features of procurement that affect decision-making about distribution channels. 8 How to deploy sales resources effectively, including people, finance and physical resources. 9 Different monitoring tools for evaluating sales success. 10 Methods for consulting and communicating with the sales team about strategy development 11 The importance of having an ethical and value-based approach to governance and how to put this into practice 12 Relevant legal requirements governing the running of organisations 13 Current and emerging social attitudes to management practice and the importance of being sensitive to these Industry/sector specific knowledge and understanding 1 Legal and regulatory sales requirements for your sector 2 Market developments in your sector. 3 Competitive practices within your sector. 4 Procedures to follow if the organisation does not meet legal and regulatory requirements 5 Particular current and emerging social concerns and expectations that are relevant to the sector 6 Ways in which other organisations deal with current and emerging social concerns and expectations 40 Level 2 NVQ in Sales (6770)

Context specific knowledge and understanding 1 The structure and key features of the markets in which your organisation operates 2 What competitors and strategic partner organisations do and are planning in the market-place, and the implications of this for your organisation. 3 Marketing and customer information sufficient to carry out segmentation analysis 4 How to identify new sales opportunities 5 Your organisation s business and marketing strategy, objectives and plans 6 Your organisation s plans for delivering the sales strategy effectively 7 The extent of resources available to deliver sales strategy effectively 8 Procurement practices of customers and how they impact on proposed sales practices 9 The accepted channels of distribution for your organisation and their effectiveness 10 The importance of management information systems in your organisation for the achievement of sales plans 11 Your organisation s approach to internal consultation on strategy 12 The culture and values of the organisation and what effect they have on corporate governance 13 Policies and procedures that make sure people meet the requirements 14 The processes for maintaining the relevant policies and procedures and making sure they continue to be effective 15 The different ways in which people may not meet the requirements and the risks of these actually happening 16 The procedures for dealing with people who do not meet the requirements, including requirements for reporting 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 for this unit should show how you have taken into account the organisation s values and ethical principles together with legal and ethical requirements are met. 3 Your sales strategy will need to display responsibility towards (a) staff,(b) customers,(c) investors, local communities,(e) other stakeholders. Level 2 NVQ in Sales (6770) 41

406 (7.7) Ensure compliance with legal, regulatory, ethical, and social requirements Overview This unit is about managing an organisation s operations in ways that are consistent with its values and ethical principles, and which fulfil legal and regulatory requirements. Organisations must show that they act responsibly in relation to their staff, customers, investors and the communities in which they work. All types of organisations must obey the law in key areas such as health and safety, employment, finance and company law. Many organisations also have to work within specific regulations for their industry and ethical frameworks. Organisations who want to maintain a good reputation also have to take account of the views of people in their communities on a whole range of issues such as the environment and other ways in which the organisation affects people s quality of life. For the purposes of this unit, organisation can mean a self-contained entity such as a private sector company, a charity or a local authority, or a significant operating unit, with a relative degree of autonomy, within a larger organisation. Who this unit is for? Sales Managers, Senior Sales Managers and Key Customer Managers Outcomes of effective performance 1 Monitor the relevant legal, regulatory, ethical and social requirements and the effect they have on your area of responsibility, including what will happen if they are not met 2 Develop effective policies and procedures to make sure that the organisation meets all the necessary requirements 3 Ensure that relevant people have a clear understanding of the policies and procedures and the importance of putting them into practice 4 Monitor the way that policies and procedures are put into practice and provide support 5 Encourage a climate of openness about meeting and not meeting the requirements 6 Identify and correct any failures to meet the requirements 7 Identify reasons for not meeting requirements and adjust the policies and procedures to reduce the likelihood of failures in the future 8 Provide full reports about any failures to meet the requirements to the relevant stakeholders 42 Level 2 NVQ in Sales (6770)

Behaviours which underpin effective performance 1 You recognise changes in circumstances promptly and adjust plans and activities accordingly 2 You make time available to support others 3 You give feedback to others to help them improve their performance 4 You identify and raise ethical concerns 5 You are vigilant for potential risks 6 You make appropriate information and knowledge available promptly to those who need it and have a right to it 7 You encourage others to share information and knowledge efficiently within the constraints of confidentiality 8 You show sensitivity to stakeholders needs and manage these effectively General knowledge and understanding 1 The importance of having an ethical and value-based approach to governance and how to put this into practice 2 Relevant legal requirements governing the running of organisations 3 Current and emerging social attitudes to management practice and the importance of being sensitive to these Industry/sector specific knowledge and understanding 1 Legal, regulatory and ethical requirements in the sector 2 Procedures to follow if the organisation does not meet the requirements 3 Particular current and emerging social concerns and expectations that are relevant to the sector 4 Ways in which other organisations deal with current and emerging social concerns and expectations Context specific knowledge and understanding 1 The culture and values of the organisation and what effect they have on corporate governance 2 Policies and procedures that make sure people meet the requirements 3 The processes for maintaining the relevant policies and procedures and making sure they continue to be effective 4 The different ways in which people may not meet the requirements and the risks of these actually happening 5 The procedures for dealing with people who do not meet the requirements, including requirements for reporting Level 2 NVQ in Sales (6770) 43

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 for this unit can come from 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,(e) within a larger organisation. 44 Level 2 NVQ in Sales (6770)

14 Optional Group D 407 (1.3) Use databases to support sales activities 207 (4.9) Manage your own personal and professional development in sales 303 (1.2) Analyse competitor information 304 (2.6) Manage a project 306 (3.3) Assess customer creditworthiness 308 (4.2) Provide learning opportunities for collegues (MSC Unit D7) 309 (4.7) Implement change (MSC Unit D7) 310 (4.8) Monitor and evaluate sales team performance 311 (5.1) Develop sales proposals and quotations 315 (7.4) Sell products or services to international markets 408 (1.4) Use information to make sales-related decisions 409 (2.1) Prioritise information for sales planning 410 (2.3) Contribute to the development of business plans 411 (2.5) Plan and resource the work of the sales team 412 (3.1) Forecasting sales and setting sales targets 413 (3.5) Evaluate the ongoing financial potential of key customer accounts 414 (4.4) Recruit sales team members 415 (4.5) Work with other business functions 416 (4.6) Plan change 417 (4.10) Ensure health and safety requirements are met in your area of responsibilty 418 (6.1) Develop and implement sales promotions 419 (7.5) Manage and facilitate case negotiations 420 (9.1) Establish and understand potential market segments 421 (9.2) Build and retain effective sales relationships 422 (9.3) Devise sales strategies to suit procurement practices of key customers 423 (9.4) Build and deliver customer service and customer care support 424 (9.5) Contribute to the development of sales support and customer management programmes 425 (9.6) Monitor and control relationship management activities Level 2 NVQ in Sales (6770) 45

407 (1.3) Use databases to support sales activities Overview This unit is all about how you use databases to store, analyse and provide information that is useful to the sales process. The unit covers the full process of designing, setting up, populating, modifying and using databases. However, this work cannot be done in isolation and you need to consult others about their information needs and sources, and how the information will be used by the sales function. Who is this unit for? This unit applies to sales managers. Outcomes of effective performance 1 Review the business purpose of the sales database especially as it relates to the sales objectives 2 Carry out a data audit to identify the information needed for effective sales activities and compare them with existing processes and databases in use 3 Evaluate different types of database that could be used to provide effective and accurate sales information 4 Evaluate the option of outsourcing specialist assistance and the project implications of doing so 5 Identify the most suitable databases to use taking into account the information needs that have been defined 6 Assess software and hardware requirements for the development and implementation of the database 7 Define the data fields to be included in the database 8 Provide guidance and skills development activities for those using the sales database 9 Modify existing databases to meet changing information needs of the sales function 46 Level 2 NVQ in Sales (6770)

Behaviours which underpin effective performance 1 You anticipate the information needs of the sales function and consult others to confirm these needs 2 You describe the information needs and database requirements of the sales function to other departments in the organisation or to external database specialists 3 You take personal responsibility for making things happen in relation to database development 4 You determine appropriate criteria for the development and modification of sales databases 5 You constantly seek to ensure that database information and functions enhance sales performance 6 You assess the type of assistance required for database users 7 You review the changing information needs of the sales function and consider potential modifications to the database where required 8 You maintain confidentiality at all times 9 You comply with relevant data protection, e-communication and consumer protection legislation 10 You communicate information from the database to those who need and are entitled to it General knowledge and understanding 1 The importance of databases to the sales function especially in relation to identifying customers to target for specific sales campaigns 2 The main factors to consider when assessing the needs for a new database or modifications to existing databases 3 How data helps organisations to achieve business objectives 4 How to carry out a data audit 5 How de-duplication can be used to avoid multiple entries within a database 6 Hardware and software requirements for managing databases 7 How to evaluate a business case for outsourcing specialist database skills 8 Technical features of databases including information, transactions, codes, response mechanisms, and data collection requirements 9 Relevant legislation and regulation that restrict the design and use of databases Level 2 NVQ in Sales (6770) 47

Industry/Sector specific knowledge and understanding 1 Industry/sector codes of practice and guidelines relating to the use of databases and associated information 2 Trends and developments in databases Context specific knowledge and understanding 1 Sales objectives for the organisation 2 How databases are designed and used in your organisation including protocols and standards for database development and management 3 The financial implications of database design and maintenance and the organisational resources available to support the work 4 The marketing database, the usefulness of information stored within it and its compatibility with sales information needs 5 Information requirements of sales teams 6 What systems are in place to monitor and review the use of databases 7 What database systems are used by your organisation and how effective they are in providing necessary information 8 Where to obtain advice about database development and use within your organisation 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 showing how you use databases to store, analyse and provide information. 3 Your evidence will show that you have designed, set up, populated, modified a database. You should demonstrate that you have consulted on information needs and sources. 48 Level 2 NVQ in Sales (6770)

207 (4.9) Manage your own personal and professional development in sales Overview This unit is about managing your personal and professional development in order to achieve both personal and team objectives. It will therefore be important to understand your own role, your contribution to the team and how it fits into the achievement of organisational strategies. In doing so, it is vital to reflect on organisation and personal values, career and wider personal aspirations. It is important to identify your and your manager s requirements for knowledge, skills and abilities in current and future roles. Who is this unit for? This unit is suitable for face-to-face selling, telesales and online selling Senior Sales Managers, Key Customer Managers, Sales Managers, Sales Team Leaders and Sales Executives. Outcomes of effective performance 1 Reflect on your own thoughts, beliefs, values and behaviours and review whether or not they fit with those of your organisation 2 Identify compromises that you need to make in your own attitudes and behaviour in order to meet the core beliefs, values and behaviours expected by your organisation 3 Recognise in yourself obsolete behaviour, attitudes and mindsets that may have a negative impact on your sales role 4 Seek feedback on your personal performance and act on any criticisms 5 Identify your present and future knowledge and skills needs 6 Identify the steps you need to take to develop your own skills and competences 7 Identify opportunities to ensure that your development meets the changing shape of your organisation, its customers and its markets 8 Identify different learning experiences that are mutually beneficial to you and your organisation 9 Determine personal and professional development objectives appropriate to your and your organisation s needs. Level 2 NVQ in Sales (6770) 49

10 Develop a personal and professional development plan that is aligned with organisational approaches Behaviours which underpin effective performance 1 You address the current and future demands on you 2 You recognise your organisation s culture, values and beliefs and aim to align them with your own 3 You are sensitive to the need to adopt organisational values and beliefs 4 You demonstrate a commitment to continuous professional development 5 You take a reflective practitioner approach to personal and professional development 6 You take pride in delivering high quality work 7 You make the most of support and guidance available to you through your organisation 8 You take a proactive approach to determining personal and professional objectives for your future development. General knowledge and understanding 1 The basic principles that underpin personal and professional development 2 The importance of balancing your own values and beliefs with those of your organisation 3 How to set personal objectives to underpin personal and professional development in sales roles 4 How to undertake an analysis of personal and organisational development needs 5 How to assess the range of personal and professional development opportunities available to you through your organisation 6 Your own individual learning styles and how they might impact on the types of personal and professional development that is appropriate to you 7 Different types of professional bodies which offer CPD opportunities 8 How to monitor the quality of your work 9 How to gain feedback on and support for personal and professional development requirements 50 Level 2 NVQ in Sales (6770)

Industry/sector specific knowledge and understanding 1 The role of professional and awarding bodies relating to the sales function 2 The range of legal and regulatory knowledge and understanding you need in your sales role Context specific knowledge and understanding 1 What your organisation requires of you 2 The vision and objectives of your organisation and how your current and future development might impact on organisational success 3 Your own and your organisation s beliefs and values 4 Your preferred learning styles 5 Your personal development plan 6 Training opportunities offered by your own organisation and learning opportunities relating to sales functions 7 The role of professional and awarding bodies relating to the marketing and sales function. 8 Organisational policy on personal and professional development 9 Your own limitations based upon your current level of responsibility and autonomy within the organisation 10 Reporting lines within your organisation and their impact on personal and professional development 11 Where and how to obtain feedback and support for your personal and professional development 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 The evidence you present may come from any of the following methods: a. face-to-face selling b. telesales c. online selling Level 2 NVQ in Sales (6770) 51

303 (1.2) Analyse competitor information Overview This unit is all about how you obtain and analyse information to understand the impact of competitors on your own organisation s sales activities. You need to be aware of different methods of collecting competitor information, different sources of competitor information and how to use the information effectively to strengthen your own organisation s sales proposition. Who is this unit for? This unit is suitable for face-to-face selling, telesales and online selling This unit applies to Sales Team Leaders and Sales Managers Outcomes of effective performance 1 Identify how and where to source information about your competitors and how to validate it 2 Define the aims and objectives of collecting information about competitors 3 Identify what information should be collected about competitors 4 Establish how information collected about competitors should be used and how it might impact on sales strategies, plans and activities 5 Use a system for recording information about competitors 6 Provide all appropriate stakeholders with relevant information about competitors 7 Identify ways of informing appropriate stakeholders about key competitor information as it becomes available 8 Analyse information about competitors using recognised business models 9 Assess the impact of competitor activity on your own sales activities and evaluate how it affects sales strategies, plans and activities 10 Propose sales activities that respond effectively to your competitors moves 52 Level 2 NVQ in Sales (6770)

Behaviours which underpin effective performance 1 You collect competitor information that is appropriate to your role and to the sales needs of your organisation 2 You show a realistic awareness of existing and future competitor trends 3 You demonstrate a full awareness of competitor activities 4 You are proactive in undertaking continuous competitor monitoring 5 You balance the risks and benefits of following competitor activities 6 You communicate effectively all relevant competitive information to members of the sales team General knowledge and understanding 1 What is a competitor and what impact they have on the sales team and sales activities 2 Different sources and methods of collecting competitor information 3 Types of competitor comparisons that can be made and the financial, technical, managerial and sales benefits of each 4 The strengths and weaknesses of competitors and their activities compared with your own organisation. 5 How to undertake comparative assessments between your own sales organisation and your competitors sales organisations 6 How your competitors respond to market changes and competitive challenges 7 How to use competitive information and the importance of sharing it effectively 8 Why it is important to communicate competitor intelligence effectively to stakeholders Level 2 NVQ in Sales (6770) 53

Industry/Sector specific knowledge and understanding 1 Legislation and regulation relating to competition 2 Ethical issues relating to competitor comparisons and how competitor information can be used for your own organisation s benefit Context specific knowledge and understanding 1 Who are your own organisation s competitors and what impact they have on your organisation 2 The value of competitive information to the organisation and how it supports current and future sales activities 3 How competitive information can be used to inform decisions relating to sales strategy, policy and activities 4 The criteria for comparing your own sales organisation with that of your competitors 5 How to assess competitor impact on your own organisation 6 How best to store competitor information effectively to ensure easy access by all appropriate sales team members 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 for this unit can come from either of the following situations: a. face-to-face selling b. telesales c. online selling 54 Level 2 NVQ in Sales (6770)

304 (2.6) Manage a project Overview This unit is about managing a sales project for which you have been given responsibility. This involves developing and agreeing a plan for the project and monitoring and controlling implementation of and changes to the plan. It also involves ensuring that the project achieves its key objectives and is completed to the satisfaction of the project sponsor(s) and any key stakeholders. Who is this unit for? The unit is recommended for Sales Managers and Sales Team Leaders. Outcomes of effective performance 1 Discuss and agree the key objectives and scope of the proposed project and the available resources with the project sponsor(s) and any key stakeholders. 2 Identify how the proposed project fits with the overall vision, objectives and plans of the organisation and any programmes of work or other projects being undertaken. 3 Develop, in consultation with relevant people, a realistic and thorough plan for undertaking the project and achieving the key objectives. 4 Discuss and agree the project plan with the project sponsor(s) and any key stakeholders, making changes where necessary. 5 Brief any project team members on the project plan and their roles and responsibilities and provide ongoing support, encouragement and information. 6 Put processes and resources in place to manage potential risks arising from the project and deal with contingencies. 7 Implement the project plan, selecting and applying a range of basic project management tools and techniques to monitor, control and review progress. 8 Communicate progress to the project sponsor(s), any key stakeholders and any project team members on a regular basis. 9 Identify, in the light of progress and any problems encountered and wider developments, any required changes to the project plan, obtaining agreement from project sponsors and any key stakeholders where necessary. 10 Achieve project objectives using the agreed level of resources. 11 Confirm satisfactory completion of the project with the project sponsor(s) and any key stakeholders. Level 2 NVQ in Sales (6770) 55

12 Evaluate the success of the project, identifying what lessons can be learned and recognising the contributions of any project team members. Behaviours which underpin effective performance 1 You recognise changes in circumstances promptly and adjust plans and activities accordingly. 2 You find practical ways to overcome barriers. 3 You present information clearly, concisely, accurately and in ways that promote understanding. 4 You create a sense of common purpose. 5 You make best use of available resources and proactively seek new sources of support when necessary. 6 You act within the limits of your own authority. 7 You are vigilant for potential risks and hazards. 8 You take pride in delivering high quality work. 9 You take personal responsibility for making things happen General knowledge and understanding 1 The fundamental characteristics of projects as opposed to routine management functions/activities. 2 The role and key responsibilities of a project manager. 3 Key stages in the project lifecycle. 4 The importance of the relationship between the project manager and the project sponsor(s) and any key stakeholders. 5 Why it is important to discuss and agree the key objectives and scope of a proposed project with the project sponsor(s) and any key stakeholders before detailed planning commences. 6 The type of information needed for effective project planning. 7 Why it is important to be able to identify and understand how a project fits with the overall vision, objectives and plans of the organisation and any programmes of work or other projects being undertaken. 8 Why it is important to consult with relevant people in developing a project plan and how to do effectively. 9 What should be included in a project plan, particularly activities, required resources and timescales and why the plan needs to be discussed and agreed with the project sponsor(s) and any key stakeholders. 56 Level 2 NVQ in Sales (6770)

10 Why it is important that any project team members are briefed on the project plan, their roles and responsibilities and how to do so effectively. 11 Ways of providing ongoing support, encouragement and information to any project team members. 12 Ways of identifying and managing potential risks in relation to the project. 13 The importance of contingency planning and how to do so effectively. 14 How to select from and apply a range of basic project management tools and techniques to monitor, control and review progress of the project. 15 Effective ways of communicating with project sponsor(s) and any key stakeholders during a project. 16 The importance of agreeing changes to the project plan with the project sponsor(s) and any key stakeholders. 17 The type of changes that might need to be made to a project plan during implementation. 18 Why it is important to confirm satisfactory completion of the project with the project sponsor(s) and any key stakeholders and how to do so effectively. 19 How to establish effective systems for evaluating the success of projects and identifying lessons for the future. 20 The importance of recognising the contributions of project team members to the success of projects and different ways of doing so. Industry/sector specific knowledge and understanding 1 Project management tools and techniques commonly used in the industry or sector. 2 Risks and contingencies common to the industry/sector. 3 Industry/sector specific legislation, regulations, guidelines and codes of practice. Context specific knowledge and understanding 1 The project sponsor(s) the individual or group for whom the project is being undertaken. 2 Key stakeholders the individuals or groups who have a vested interest in the success of the project and the organisation. 3 The agreed key objectives and scope of the proposed project and the available resources. 4 The overall vision, objectives and plans of the organisation and any other relevant programmes of work or other projects being undertaken. 5 Mechanisms for consulting on the development of the project plan and the views/thoughts received from relevant people in relation to proposals. Level 2 NVQ in Sales (6770) 57

6 The agreed project plan. 7 The roles and responsibilities of any project team members. 8 Methods used for briefing, supporting, encouraging and providing information to any project team members. 9 Processes and resources put in place to manage potential risks and deal with contingencies. 10 Type and nature of potential risks identified and contingencies encountered. 11 Specific project management tools and techniques used to monitor, control and review progress. 12 Processes in place for communicating information on progress of the project to the project sponsor(s), any key stakeholders and any project team members. 13 Processes in place for identifying and agreeing changes to the project plan and any changes which have made. 14 Processes for confirming satisfactory completion of the project with the project sponsor(s) and any key stakeholders. 15 Processes for evaluating the success of the project and any lessons which have been learned from undertaking the project. 16 Methods used for recognising the contributions of any project team members to successful projects. Entry 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. 58 Level 2 NVQ in Sales (6770)

306 (3.3) Assess customer creditworthiness Overview You generally need to assess a customer s creditworthiness before allowing them to open an account and use credit limits offered by your organisation. Creditworthiness is also assessed when a customer starts dealing with you in a new or different area of business. You should be able to follow your organisation s own process of carrying out credit checks, credit assessments, seeking references from other accounts and undertaking a range of financial searches. These activities may involve working in co-operation with the accounting function. You should also be able to use financial tools to analyse and assess your customer s financial status and to decide whether or not to do business with them in the future. Who is this unit for? This unit is suitable for face-to-face selling, telesales and online selling Sales Team Leaders and Sales Managers Outcomes of effective performance 1 Develop an understanding of your customer s requirements for sales and credit through discussion with them 2 Explain to your customer the process your organisation will use to approve the granting of credit and to set a credit limit for your customer 3 Ask your customer to provide a range of financial information to support credit searches 4 Carry out a range of internal checks within your organisation, including analysis and assessment of accounts reports from colleagues 5 Use liquidity ratios to analyse customer accounts to ensure your customer is financially secure where appropriate 6 Carry out external checks through banks, credit rating agencies or supplier references 7 Complete a formal agreement with your customer in line with organisational procedures if the credit searches have proved satisfactory 8 Explain to your customer if the credit searches have proved negative and offer cash trading only 9 Monitor and review your customer s account regularly following organisational procedures 10 Liaise with your customer regarding any changes in credit limits and the status of their account Level 2 NVQ in Sales (6770) 59

11 Draw on the expertise and resources of the accounting function for appropriate support in assessing creditworthiness Behaviours which underpin effective performance 1 You are sensitive to customers at all times 2 You follow organisational policies and procedures for credit checking 3 You comply with legal and regulatory requirements including Data Protection legislation and Financial Services legislation 4 You work within the limits of your own authority 5 You use credit agency services effectively 6 You communicate effectively with all internal and external stakeholders 7 You balance the risks and benefits of different credit rating decisions that you might make 8 You work co-operatively with the accounting function General knowledge and understanding 1 Reasons why customers need and want credit facilities 2 Documentation required to undertake a financial assessment of a customer organisation including annual accounts, annual reports, testimonial references and bank references 3 Different types of financial reports that may provide relevant information for a credit rating including Profit and Loss Accounts, Balance Sheets and Flow of Funds Statements 4 How to use financial ratios such as profitability ratios, liquidity ratios, gearing ratios, activity ratios or shareholder return ratios to interpret the financial health of an organisation 5 How to use financial information to establish trends in performance including benchmarking against industry norms, benchmarking against other customers or benchmarking against competitors 6 How to use financial information to determine credit limits and manage customer credit activities 7 How to monitor and control customer credit facilities 8 How terms and conditions can be used within customer credit agreements 9 How to notify customers of credit decisions whether the decision is positive or negative 60 Level 2 NVQ in Sales (6770)

Industry/Sector specific knowledge and understanding 1 Legislation relating to customer finance arrangements, including Data Protection legislation and Financial Services legislation 2 Credit arrangements appropriate to the industry 3 The ways in which other suppliers provide and assess the creditworthiness of customers Context specific knowledge and understanding 1 Organisational policy and procedures for offering credit to customers 2 Organisational procedures to assess a customer s creditworthiness 3 The documents your organisation uses to establish creditworthiness 4 Financial tools used to carry out financial assessments 5 Service standards for providing customers with decisions about credit applications 6 Measures for monitoring customer account activity including debtor age and number of credit chases 7 How to determine the appropriate frequency for monitoring customer accounts 8 Organisational procedures for feedback to customers about credit accounts 9 Terms and conditions applied to customer credit accounts 10 Who in your organisation makes the final credit decision 11 Who in your organisation to go to in order to appeal against a customer credit decision Entry 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) 61

308 (4.2) Provide learning opportunities for colleagues (MSC Unit D7 Overview This unit is about supporting colleagues in identifying their learning needs and helping to provide opportunities to address these needs. Encouraging colleagues to take responsibility for their own learning is an aspect of this unit as is your role in providing an environment, for example, in your team or area of responsibility, in which learning is valued. For the purposes of this unit, colleagues means those people for whom you have line management responsibility. Who this unit is 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 Promote the benefits of learning to colleagues and make sure that their willingness and efforts to learn are recognised. 2 Give colleagues fair, regular and useful feedback on their work performance, discussing and agreeing how they can improve. 3 Work with colleagues to identify and prioritise learning needs based on any gaps between the requirements of their work-roles and their current knowledge, understanding and skills. 4 Help colleagues to identify the learning style(s) or combination of styles which works best for them and ensure that these are taken into account in identifying and undertaking learning activities. 5 Work with colleagues to identify and obtain information on a range of possible learning activities to address identified learning needs. 6 Discuss and agree, with each colleague, a development plan which includes learning activities to be undertaken, the learning objectives to be achieved, the required resources and timescales. 7 Work with colleagues to recognise and make use of un-planned learning opportunities. 8 Seek and make use of specialist expertise in relation to identifying and providing learning for colleagues. 9 Support colleagues in undertaking learning activities making sure any required resources are made available and making efforts to remove any obstacles to learning. 62 Level 2 NVQ in Sales (6770)

10 Evaluate, in discussion with each colleague, whether the learning activities they have undertaken have achieved the desired outcomes and provide positive feedback on the learning experience. 11 Work with colleagues to update their development plan in the light of performance, any learning activities undertaken and any wider changes. 12 Encourage colleagues to take responsibility for their own learning, including practising and reflecting on what they have learned. Behaviours which underpin effective performance 1 You recognise the opportunities presented by the diversity of people. 2 You find practical ways to overcome barriers. 3 You make time available to support others. 4 You seek to understand individuals needs, feelings and motivations and take an active interest in their concerns. 5 You encourage and support others to make the best use of their abilities. 6 You recognise the achievements and the success of others. 7 You inspire others with the excitement of learning. 8 You confront performance issues and sort them out directly with the people involved. 9 You say no to unreasonable requests. 10 You show integrity, fairness and consistency in decision making. General knowledge and understanding 1 The benefits of learning for individuals and organisations and how to promote these to colleagues. 2 Ways in which you can develop an environment in which learning is valued and willingness and efforts to learn are recognised. 3 Why it is important to encourage colleagues to take responsibility for their own learning. 4 How to provide fair, regular and useful feedback to colleagues on their work performance. 5 How to identify learning needs based on identified gaps between the requirements of colleagues work-roles and their current knowledge, understanding and skills. 6 How to prioritise learning needs of colleagues, including taking account of organisational needs and priorities and the personal and career development needs of colleagues. Level 2 NVQ in Sales (6770) 63

7 The range of different learning styles and how to support colleagues in identifying the particular learning style(s) or combination of learning styles which works best for them. 8 Different types of learning activities, their advantages and disadvantages and the required resources (for example, time, fees, substitute staff). 9 How/where to identify and obtain information on different learning activities. 10 Why it is important for colleagues to have a written development plan and what it should contain (for example, identified learning needs, learning activities to be undertaken and the learning objectives to be achieved, timescales and required resources). 11 How to set learning objectives which are SMART (Specific, Measurable, Achievable, Realistic and Time-Bound). 12 Sources of specialist expertise in relation to identifying and providing learning for colleagues. 13 What type of support colleagues might need to undertake learning activities, the resources needed and the types of obstacles they may face and how they can be resolved. 14 How to evaluate whether a learning activity has achieved the desired learning objectives. 15 The importance of regularly reviewing and updating written development plans in the light of performance, any learning activities undertaken and any wider changes. 16 How to take account of equality legislation, any relevant codes of practice and general diversity issues in providing learning opportunities for colleagues. Industry specific knowledge and understanding 1 Industry/sector requirements for the development or maintenance of knowledge, skills and understanding and professional development. 2 Learning issues and specific initiatives and arrangements that apply within the industry/sector. 3 Working culture and practices of the industry/sector. 64 Level 2 NVQ in Sales (6770)

Context specific knowledge 1 Relevant information on the purpose, objectives and plans of your team or area of responsibility or the wider organisation. 2 The work roles of colleagues, including the limits of their responsibilities and their personal work objectives. 3 The current knowledge, understanding and skills of colleagues. 4 Identified gaps in the knowledge, understanding and skills of colleagues. 5 Identified learning needs of colleagues. 6 Learning style(s) or combinations of styles preferred by colleagues. 7 The written development plans of colleagues. 8 Sources of specialist expertise available in/to your organisation in relation to identifying and providing learning for colleagues. 9 Learning activities and resources available in/to your organisation. 10 Your organisation s policies in relation to equality and diversity. 11 Your organisation s policies and procedures in relation to learning. 12 Your organisation s performance appraisal systems. Entry 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) 65

309 (4.7) Implement change (MSC Unit D7) Overview This unit is about putting into practice the strategy and associated plans for a specific change or programme of change. This involves putting in place the necessary resources and supporting systems, including monitoring and communications, to turn the vision into a practical reality. Who is the unit for? Sales Managers and Sales Team Leaders This unit is suitable for face-to-face selling, telesales and online selling This unit is imported from the Management Standards where it appears as Unit C6 Outcomes of effective performance 1 Put into practice the strategies and plans for change in line with the available resources. 2 Design new work processes, procedures, systems, structures and roles to achieve the vision behind the change. 3 Identify, assess and deal with problems and barriers to change. 4 Monitor, document and communicate progress to all involved. 5 Recognise and reward people and teams who achieve results. 6 Maintain the momentum for change. 7 Make sure change is effective and meets the requirements of the organisation 66 Level 2 NVQ in Sales (6770)

Behaviours which underpin effective performance 1 You recognise changes in circumstances promptly and adjust plans and activities accordingly. 2 You find practical ways to overcome barriers. 3 You present information clearly, concisely, accurately and in ways that promote understanding. 4 You make time available to support others. 5 You clearly agree what is expected of others and hold them to account. 6 You recognise when there are conflicts, acknowledge the feelings and views of all parties, and redirect people s energy towards a common goal. 7 You work towards a clearly defined vision of the future. 8 You recognise the achievements and the success of others. General knowledge and understanding 1 The main models and methods for managing change effectively, and their strengths and weaknesses. 2 Theory and application of the change/performance curve. 3 Theory and understanding of teams, including an understanding of team-building techniques and how to apply them. 4 How to manage reward systems. 5 Problem solving techniques. 6 The political, bureaucratic and resource barriers to change, and the techniques that deal with these. 7 How to identify development and other support needs and ways in which these needs can be met. 8 How to manage expectations during change. Level 2 NVQ in Sales (6770) 67

Industry/sector specific knowledge and understanding 1 Your organisation s current position in the market in which it works, compared with its main competitors, relevant to the change programme. 2 The range of information sources that are relevant to the sector, and related sectors, in which your organisation operates. Context specific knowledge and understanding 1 Your vision for the future, the reasons for change, the risks and expected benefits. 2 Business critical activities and interdependencies. 3 Those factors (for example, strategy, procedures, policies and structure) that need to be changed, and the associated priorities and reasons. 4 Your organisation s communication channels, both formal and informal. Entry 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. 68 Level 2 NVQ in Sales (6770)

310 (4.8) Monitor and evaluate sales team performance Overview This unit is about how to develop and operate systems for monitoring and evaluating the performance of a sales team and its members. It covers the steps needed to work with colleagues to ensure that there is evidence of sales team performance that contributes appropriately to organisational objectives. Who is this unit for? This unit is suitable for face-to-face selling, telesales and online selling Sales managers and sales team leaders Outcomes of effective performance 1 Confirm the work required in your area of responsibility with your manager and seek clarification, where necessary, on outstanding issues 2 Plan how work will be undertaken, seeking views from appropriate stakeholders, identifying any priorities, resources and/or critical activities 3 Encourage sales team members to ask questions, make suggestions and seek clarification in relation to allocated work 4 Determine appropriate key performance indicators/sales targets for monitoring and controlling the performance and quality of work 5 Monitor the progress and quality of the work of sales team members on a regular and fair basis against key performance indicators 6 Support sales team members in identifying and dealing with problems and unforeseen events 7 Motivate sales team members to complete the work they have been allocated and provide the necessary resources and support 8 Identify unacceptable or poor performance, discuss the cause(s) and agree ways of improving performance with individuals and/or teams 9 Recognise successful completion of significant sales activities or sales targets by individuals and/or teams 10 Use information about the performance of sales team members in any formal appraisals of performance 11 Review and update sales activity plans of work for your area, clearly communicating any changes to those affected. Level 2 NVQ in Sales (6770) 69

Behaviours which underpin effective performance 1 You recognise changes in circumstances promptly and adjust plans and activities accordingly 2 You take personal responsibility for making things happen 3 You show an awareness of your own values, motivations and emotions 4 You show integrity, fairness and consistency in decision-making 5 You agree what is expected of others and hold them to account 6 You aim to understand people s needs and motivations 7 You are vigilant about possible risks and hazards facing the team 8 You encourage and support others to make the best use of their abilities 9 You use a range of leadership styles appropriate to different people and situations General knowledge and understanding 1 The need to manage sales team performance effectively 2 Appropriate key performance indicators and sales targets for sales personnel 3 How to select the most appropriate methods of consultation about performance management 4 How to brief sales team members on performance issues 5 Tools for effectively monitoring the quality of the work of sales team members 6 Ways of effectively recording team performance and using this information fairly in individual and sales team appraisals 7 Sales team performance management techniques 8 What are the potential problems and unforeseen events that may affect sales team performance and appropriate contingency strategies to deal with them 9 How to allocate resources appropriately to ensure targets are achievable and realistic 10 The best methods for providing constructive feedback and commitment to improvement in individual and team performance 11 How to use performance indicators for future planning and team development 12 How to effectively manage performance on an ongoing basis 13 How to re-allocate resources based upon performance management outcomes and clearly communicate changes to those directly affected by it 70 Level 2 NVQ in Sales (6770)

Industry/sector specific knowledge and understanding 1 Industry/sector requirements for the development or maintenance of knowledge, understanding and skills directly relating to sales activities. 2 Industry/sector specific legislation, regulations and codes of practice Context specific knowledge and understanding 1 The business and sales vision of your organization 2 The types of work undertaken in your area of responsibility 3 Sales targets determined by your organization on an organisational, team and individual level 4 Available resources for implementation of sales activities 5 The overarching plans for sales activities and how your team contributes to the achievement of those plans 6 The specific information requirements and needs of your sales team 7 Your own organization s policy and procedures relating to team development and performance management 8 Key performance indicators used by your organisation and their application to measuring the performance of the sales team 9 Your organisation s policy for dealing with poor performance, including disciplinary and grievance procedures 10 The basis of your organization s appraisal systems 11 The impact of team performance on externally accredited standards such as Investors in People 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) 71

311 (5.1) Develop sales proposals and quotations Overview This unit focuses on preparing proposals and sales quotations for customers. The preparation of proposals involves identifying your customer s requirements and matching them with the objectives and requirements of your organisation. Proposals need to include sufficient detail of the products or services to be provided and timescales. A proposal or quotation is expected to conform to your organisation s house-style. The proposals need to be competitive and to have any necessary conditions and constraints built into them to protect the interests of your organisation. Who is this unit for? Sales Managers and Sales Team Leaders Outcomes of effective performance 1 Ensure that your prospect s or customer s requirements are fully understood and that all issues requiring clarification are resolved before the proposal is finalised 2 Identify the conditions and constraints which need to be included within the proposal in order to protect your organisation s interest 3 Establish and develop the content of the proposal in house style, including essential information about and descriptions of the products and services being offered, price and terms and conditions of sale 4 Ensure that the proposal is based on a sound understanding of market factors 5 Provide the required level of detail as briefed by your prospect or customer and supply the proposal within the agreed time-scales 6 Consult marketing and finance colleagues to ensure that the price reflects the value within the proposal and gain internal approval before it is submitted 7 Submit the proposal to your customer or prospect on time and follow it up with and appropriate offer of further clarification and information if that is needed 8 Ensure that confidential information is stored effectively and protected from misuse 72 Level 2 NVQ in Sales (6770)

Behaviours which underpin effective performance 1 You are customer focused at all times 2 You act within the limits of your authority and take personal responsibility for the professional completion and presentation of the proposal 3 You manage your time effectively and ensure that deadlines for submission of the proposal are met 4 You show integrity and fairness in the development and preparation of the proposal 5 You honour commitments 6 You comply with organisational constraints, requirements, terms and conditions and professional codes of practice 7 You comply with internal standards for communication and house style in the proposal General knowledge and understanding 1 How to identify your prospect s or customer s needs and how to deliver the best solution 2 How to produce a document that sells your organisation s products or services in your absence and one that stands out from your competitors 3 How to set out a clear business case to your prospect or customer in both qualitative and quantitative terms, including key milestones and check points relating to the delivery of the products or services 4 How to convince your prospect or customer of the benefits of adopting your Company s solution to their problem 5 How to create customised proposal templates that reinforce and become part of your organisation s corporate identity 6 How to keep the proposal customer-focused 7 How to improve the chances of proposals being read and responded to by key decision-makers 8 How to gather customer testimonials and credibility statements where appropriate to support the proposal Level 2 NVQ in Sales (6770) 73

Industry/Sector specific knowledge and understanding 1 Legal and ethical issues relating directly to sales proposal writing 2 Approaches to proposals directly relating to your industry 3 Procurement practices in your industry Context specific knowledge and understanding 1 The exact detail of the products and services your Company will supply. 2 Company procedures for proposal development and submission 3 Company information underpinning the submission of the proposal including factors relating to pricing strategies and payment arrangements 4 The Company approach to preparing submissions including various formats, templates and sign-off arrangements 5 How and where to store completed proposals 6 Organisational follow-up methods relating to proposals 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. 74 Level 2 NVQ in Sales (6770)

315 (7.4) Sell products or services to international markets Overview This unit covers sales of products or services to international customers and how to manage some of the complexities of trading in international markets. The unit recognises the need to do a great deal of preparation prior to visiting foreign countries for sales purposes and the need to ensure that there is a clear understanding of issues relating to culture, language, security and acceptable approaches to selling in of different countries. It also covers the need to ensure that you do not inadvertently miss an opportunity because of misreading situations and signals. Who is this unit for? This unit is suitable for face-to-face selling, telesales and online selling Senior Sales Managers, Sales Managers, Key Customer Managers and Sales Team Leaders Outcomes of effective performance 1 Carry out a detailed analysis of the country that you are visiting 2 Identify and assess a range of sales prospects to visit whilst in the country to maximise the overall value and outcome of the visit 3 Ensure that the customer or customer representatives you are arranging to meet are able to make purchasing decisions 4 Monitor the activities of competitors abroad and the level of business they are believed to achieve 5 Ensure that you are fully aware of customs and culture in the country you are visiting and plan to demonstrate your knowledge of them in your programme and presentation 6 Identify potential barriers to closing a sale during your visit 7 Learn a few words of the customer language to show a willingness to adapt 8 Demonstrate an awareness of security issues relating to travelling abroad and carry out a risk analysis 9 Keep the sales message clear, explicit and simple and apply the basic principles of selling which apply all over the world 10 Establish your customer s needs and motivation and evaluate their current attitude to making a buying decision Level 2 NVQ in Sales (6770) 75

11 Identify opportunities to broaden the scope of the sales, including sale of add-ons, up-selling and cross-selling 12 Gain commitment from your customer and close the sale Behaviours which underpin effective performance 1 You are sensitive to the needs of customers in international markets 2 You adopt customs and cultural practices that are appropriate to the international market in which you operate 3 You are alert to unusual displays of behaviour 4 You strive to overcome barriers to international business 5 You are aware of key cultural features of the country you are visiting 6 You establish trust between yourself and the customer 7 You create a good first impression both personally and of your company 8 You adopt verbal and non-verbal communication styles appropriate to the country 9 You listen carefully to your customer and understand their needs and wants 10 You balance the level of risk involved with the benefits of closing a sale General knowledge and understanding 1 The benefits of trading in international markets 2 Ways to establish international sales leads including the use of agents, partnerships, trade fairs, exhibitions, conferences and published business opportunities 3 Sources of information about international markets and the type and quantity of information that your organisation needs 4 Cultural differences between your own country and other countries 5 The different meanings of verbal and non-verbal communications in foreign countries 6 Cross-selling and up-selling and how to maximise opportunities to grow your business abroad 7 Face-to-face and telephone sales techniques and how to use them in international markets 8 The difference between good and bad customers internationally 9 Ways to overcome objections and close sales 76 Level 2 NVQ in Sales (6770)

Sector/industry specific knowledge and understanding 1 Government regulations and tariffs relating to your sector/industry in other countries 2 Legal, ethical, social and cultural issues relating to trading internationally 3 International business support mechanisms 4 Competitor activities abroad Context specific knowledge and understanding 1 Sales strategy and plans 2 Policies on selling in international markets 3 Policies on international travel 4 Sales-related features of international markets 5 Any agents or contacts in the country to be visited 6 Historical information on previous trading in selected countries 7 Pricing, distribution and promotional arrangements for selling products and services overseas 8 Who to go to for support relating to international customers 9 Your level of authority and autonomy in your area of responsibility 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) 77

408 (1.4) Use information to make sales-related decisions Overview This unit is all about using information to make recommendations directly relating to the sales function. Decisions are needed that affect your customers, markets, products and services. The unit covers how to interpret data that has been collected and analysed to support decisionmaking. It also covers how to ensure that any recommendations and decisions that are made are clearly justifiable, take account of available resources, stay within budget and are realistic in terms of time available. Who is this unit for? This unit applies to Sales Managers, Key Customer Managers and Senior Sales Managers. Outcomes of effective performance 1 Use available market information to analyse customers, market potential and competitors 2 Use your organisation s business model to place your analysis of customers, market potential and competitors into context 3 Identify trends within the market relating to the sales of your organisation s products and services 4 Develop a range of options for sales activities which could form the basis of possible recommendations and assess the implications of each 5 Make initial recommendations based on relevant marketing and sales information and supported by a clear business case 6 Make recommendations for changes to the marketing and sales plans to the appropriate people within your organisation 7 Present recommendations to appropriate people in your organisation and discuss those recommendations with them 8 Make any changes to your recommendations and agree them with those in a position of authority 9 Continually review and assess the marketing of products or services and make recommendations for improvement and change 78 Level 2 NVQ in Sales (6770)

Behaviours which underpin effective performance 1 You handle data analytically 2 You work within the limits of your authority and within your own area of responsibility 3 You justify all recommendations with a well argued business case 4 You consult others on potential options and recommendations 5 You make decisions based on properly justified recommendations 6 You present information in a way that enables a clear understanding of recommendations and their overall impact 7 You balance the risks with the benefits of implementing chosen recommendations General knowledge and understanding 1 How to analyse information and identify trends in markets relating to customers, market potential and competitors 2 How to identify options for sales activities using information gathered to support sales decisions 3 How to develop recommendations and build a reasoned business case 4 How to consult colleagues about sales plans and activities 5 The importance of using a variety of business tools to support decision making including SWOT, value chain and PESTLE analysis 6 How to present recommendations relating to sales plans and activities 7 Methods for evaluating sales decisions 8 How to undertake risk assessments of sales activities Industry/Sector specific knowledge and understanding 1 Legal, ethical and social requirements relating to the implementation of sales activity recommendations 2 Risk management models appropriate to industry 3 The level of competitor activity within the sector Level 2 NVQ in Sales (6770) 79

Context specific knowledge and understanding 1 The sales and marketing strategy and plans of your organisation 2 Your organisation s approach to collecting and analysing market information 3 The level, sufficiency, relevance and validity of information collected by your organisation and how it supports sales-related decision making 4 Your responsibilities and limits of authority for sales-related decisions 5 The organisational procedure for making sales-related recommendations 6 The relationship between the sales function and other functions in the organisation 7 Who to consult when carrying out analysis and development of possible recommendations 8 Time implications for any potential amendments or changes to sales plans 9 Budget implications for new recommendations or changes 10 Who to present recommendations for changes to sales plans and activities to and why 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 submitted will take into account available resources, staying within budget and are realistic in terms of time available. 80 Level 2 NVQ in Sales (6770)

409 (2.1) Prioritise information for sales planning Overview This unit is about ensuring that your organisation has a clear and up-to-date picture of its markets and can use appropriate information to support the development of sales strategies and plans. The focus of the unit is on ensuring that you collect sales information about the operating environment including customer needs, market trends, new technologies, legislation and regulation, competitor activity and pricing conditions. The unit also covers your organisation s internal operating environment and the resources available for sales activities. Who is this unit for? This unit is for Sales Managers, Key Customer Managers and Senior Sales Managers. Outcomes of effective performance 1 Obtain information about customers and competitors from a variety of sources and use the information to support planning and decision making 2 Monitor and evaluate trends and developments inside and outside the organisation that impact on business and sales activities 3 Identify and prioritise the strengths and weaknesses of your organisation and the opportunities and threats your organisation faces 4 Explore the opportunities and risks of the sales operating environment and their possible impact on the sales plan 5 Consult colleagues and other key stakeholders about market developments and the implications for your organisation 6 Organise information and knowledge in a way that supports effective business and sales planning 7 Ensure that sales planning information is communicated effectively to all appropriate people Level 2 NVQ in Sales (6770) 81

Behaviours which underpin effective performance 1 You recognise changes in circumstances and adjust business and sales plans appropriately 2 You communicate effectively with others 3 You anticipate future trends 4 You articulate the assumptions involved in making decisions 5 You work effectively with others 6 You balance the risks and benefits of proposing changes in the sales plan 7 You reflect on the outcomes of decisions and review their implications for sales plans General knowledge and understanding 1 Different sources and types of information relevant to your organisation s sales activities 2 Customer behaviour and how it affects the way you tailor your sales offer 3 How to carry out competitive analysis that examines competitor sales activities and sales offerings and how to use that information effectively 4 How to undertake an analysis of the sales and marketing environment including political, economic, social, technological, legal and environmental factors (PESTLE) 5 How undertake an analysis of strengths, weaknesses, opportunities and threats (SWOT) from a sales perspective and how to use the information to develop sales strategies and plans 6 How to develop a range of sales plan options and how to assess their implications 7 How to use information and feed it into the development of strategy and plans 8 Why it is important to communicate information to different members of the sales team in order for them to make effective assessments of their own sales area of responsibility. 82 Level 2 NVQ in Sales (6770)

Industry/sector specific knowledge and understanding 1 Legal, regulatory and ethical restraints on information collection and use for sales planning 2 Emerging trends in your organisation s sector and geographic area of operation 3 Sources of information directly relevant to your sector and how to access them Context specific knowledge and understanding 1 Factors in your organisation s markets that influence sales planning 2 The customer base of your organisation who they are, where they are, how to get access to them, what influences them, how to maximise their sales potential 3 Who your organisation s competitors are, their levels of sales activities, and relative success 4 Specific aspects of your organisation s market that influence legal and regulatory constraints 5 How to store information within your organisation s information systems 6 Organisational procedures for communicating sales-based information. 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 on the collection of sales information about the operating environment will include: a. customer needs b. market trends c. new technologies d. legislation and regulation e. competitor activity f. pricing conditions Level 2 NVQ in Sales (6770) 83

410 (2.3) Contribute to the development of business plans Overview This unit is about helping your organisation develop a clear sense of direction and long-term business plans that take full account of the sales dimension. Sales managers need to focus on the future and assist in the development of a clear vision of where the organisation is going. They also need to develop a clear vision of the part sales will play in getting there. Who is this unit for? Sales Managers, Key Customer Managers and Senior Sales Managers Outcomes of effective performance 1 Work towards establishing a clear, achievable and compelling vision for the organisation that takes full account of the sales dimension 2 Assist in preparing a plan that identifies and prioritises business and sales objectives that are consistent with the vision of the organisation 3 Check that your vision balances business risk with business and sales objectives 4 Check that the vision balances innovation with tried and tested solutions 5 Ensure that the plan is flexible and open to change 6 Develop policies and promote values that will guide others towards your vision 7 Decide who should be responsible for achieving business and sales goals and then allocate resources effectively 8 Identify measures for monitoring and evaluating performance against the business and sales plan working together with senior colleagues 9 Gain the commitment of the sales team to the business and sales plan 10 Bring together the needs and expectations of the sales team with what is required of them to achieve the objectives of the business and sales plan. 84 Level 2 NVQ in Sales (6770)

Behaviours which underpin effective performance 1 You constantly seek to improve business and sales performance 2 You generate and recognise imaginative and innovative solutions 3 You reflect regularly on your own and others experiences and use these to inform future actions 4 You work with senior colleagues to balance business risk with business and sales benefits 5 You work to build consensus about the way forward 6 You consider the impact of your own actions on others 7 You link business and sales plans effectively with the achievement of long term aims 8 You create a sense of common purpose with the sales team and other members of the organisation 9 You find practical ways of overcoming barriers to achieving business and sales success 10 You show sensitivity to the sales team s needs and interests in the context of the plan. General knowledge and understanding 1 The importance of long and medium-term business and sales planning 2 The principles of strategic management and business planning 3 What a written business and sales plan should cover 4 The importance of creativity and innovation in strategic management 5 How to identify potential risks in relation to the achievement of objectives 6 How to develop strategic objectives which are SMART (Specific, Measurable, Achievable, Realistic and Timebound) 7 How to delegate responsibility and allocate resources to support a business plan 8 The importance of consulting colleagues and other stakeholders during the development of the business and sales plan and how to do so effectively 9 How to develop measures and methods for monitoring and evaluating performance against the strategic business and sales plan. Level 2 NVQ in Sales (6770) 85

Industry/sector specific knowledge and understanding 1 Legal, regulatory and ethical requirements in your sector 2 Market developments in your sector Context specific knowledge and understanding 1 The market in which your organisation works 2 Your organisation s actual and potential customer base 3 The needs and expectations of your actual and potential customers 4 Your actual and potential competitors and partners, and their strategic plans 5 New and available market opportunities 6 Your organisation s ability to respond to market opportunities 7 The needs and expectations of colleagues and other key stakeholders 8 Processes for consultation within your organisation 9 Sources of information that can aid monitoring and evaluation. 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. 86 Level 2 NVQ in Sales (6770)

411 (2.5) Plan and resource the work of the sales team Overview This unit is all about planning and resourcing the sales team. Sales Managers and Senior Sales Managers must be able to use sales-related information. They must then decide on the most appropriate use of resources and the most efficient work methods to achieve sales targets. The unit covers a wide range of resource options to meet organisational and personal needs. These options include establishing criteria for effective sales team members, deciding where they will work and quantifying the human, financial and capital resources they need to achieve their personal sales targets together with sales team targets. Who is this unit for? This unit is suitable for face-to-face selling, telesales and online selling The unit is suitable for Sales Managers, Key Customer Managers and Senior Sales Managers. Outcomes of effective performance 1 Use sales planning and forecasting information to assess the scope of resource requirements for the sales team 2 Identify new factors affecting sales trends, measure the impact on the existing resources available to the team and consider the implications for existing and future team members 3 Analyse sales team resource requirements and identify potential gaps in resources that need to be filled to achieve sales targets 4 Review potential changes in sales team structure and consider the impact on the team s resource needs 5 Identify the sales skills and profile of sales team members needed to meet the organisation s sales targets 6 Determine what resources are available to support the development of the sales force 7 Look for ways of using sales team resources and decide whether they can be re-deployed in a more efficient and effective way 8 Develop plans to meet the resource and development needs of the sales functions in the short, medium and long term 9 Review the procedures of the sales team to ensure that they can meet sales targets and legal and regulatory compliance requirements Level 2 NVQ in Sales (6770) 87

10 Consult key stakeholders about work methods and sales team activities to assess the level of support the sales force will require 11 Continuously monitor and evaluate sales team performance and resource requirements Behaviours which underpin effective performance 1 You accurately identify and assess the strategic sales direction of your organisation 2 You comply at all times with legal, regulatory and ethical considerations when resourcing the sales team 3 You encourage involvement and consultation in the resource planning process 4 You are sensitive to the needs of others involved in the consultation process and show respect at all times 5 You recognise the importance of diversity within the sales force 6 You balance the risks and benefits of decisions 7 You communicate your intentions effectively 8 You reflect on the outcomes of resource planning and note ways you would do things differently in future General knowledge and understanding 1 The range of resources used within the sales organisation, including human, financial and capital based resources 2 The sources of information needed to carry out resource planning and how to obtain that information 3 How to take into account issues relating to health and safety, equality and diversity when planning for sales team structures, procedures and activities 4 The different ways in which human and capital resources can be deployed in the sales team 5 Different working methods used by sales teams 6 Sources of general and specialist advice on effective resourcing of the sales team 7 Different working practices including central base and remote working 8 Typical barriers to effective use of resources and how they might be overcome 9 Financial management and budgeting techniques used to assess the financial implications of resourcing the sales team effectively 10 Quality assurance processes for the management and use of resources 88 Level 2 NVQ in Sales (6770)

11 Technology used by the sales team how it can be used for remote working Industry/sector specific knowledge and understanding 1 Current legislative and regulatory requirements and codes of practice relating to employment 2 Trends and developments in the sector which might impact upon future sales team planning 3 The working culture and practices of sales people within the industry/sector Context specific knowledge and understanding 1 Your own organisation s sales strategies, plans and targets 2 Employment contracts with members of the sales team 3 Current working practices of the sales team 4 The diversity policies of your organisation 5 The recruitment policies of your organisation 6 Financial management and budget techniques used by your organisation 7 Your organisation s policies on the purchase, deployment and use of capital resources 8 Your organisation s labour market conditions 9 The technologies your organisation makes available to the sales team 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 The evidence for this unit may come from any of the following methods: a. face-to-face selling b. telesales c. online selling Level 2 NVQ in Sales (6770) 89

412 (3.1) Forecasting sales and setting sales targets Overview This unit is about forecasting sales and setting sales targets for your own area of responsibility, either on an individual or team basis. The unit includes how to collect and use information to develop a sales forecast, based on past and present sales data, factors which influence sales, sales trends, market conditions and product and service developments within your organisation. You then use forecasts based upon value and volume measures to develop sales targets Who is this unit for? Sales Managers, Key Customer Managers and Senior Sales Managers Outcomes of effective performance 1 Identify sales forecasts needed to ensure that realistic sales objectives and targets are set 2 Identify and evaluate sales trends and market conditions and analyse them to determine a likely pattern of sales for the future 3 Identify and evaluate internal and external factors that will impact on sales trends, market conditions and potential selling opportunities and consider the implications for future sales 4 Use historical sales data to inform sales forecasts by developing your understanding of markets and customer behaviour 5 Develop time plans for the establishment of sales forecasts and targets 6 Evaluate a range of sales forecasting techniques and select the method most likely to give you an accurate forecast of the future 7 Use IT software and your chosen forecasting methods to prepare an analysis that will predict future sales trends 8 Consult colleagues about sales forecasts and identify the implications for your organisation 9 Make recommendations for sales objectives and targets 10 Put in place measurement activities to monitor actual performance against forecast sales 11 Use your monitoring of activities to revise sales forecasts where appropriate 90 Level 2 NVQ in Sales (6770)

Behaviours which underpin effective performance 1 You demonstrate an analytical approach to forecasting 2 You are aware of current and future trends which may affect sales 3 You show a clear understanding of the differences between qualitative and quantitative measures 4 You demonstrate the ability to use a variety of different sales forecasting techniques 5 You use values and volumes when forecasting 6 You develop scenarios on which to base forecasts 7 You consult about your forecasts and how to use them for planning and target setting 8 You set realistic sales objectives and targets for your area of responsibility based upon sales forecasts 9 You monitor and measure actual sales against forecasts 10 You follow organisational guidelines for recording sales forecasts General knowledge and understanding 1 The difference between qualitative and quantitative information for forecasting purposes 2 The different forms of information needed for sales forecasting and how it is analysed 3 How to source relevant information 4 What internal and external factors may affect sales trends 5 What relevant trends can be identified from previous sales forecasts 6 A variety of qualitative and quantitative sales forecasting techniques 7 How to set challenging and realistic sales objectives and targets and how to make reliable forecasts of future trends 8 Typical sales targets, such as call rates, turnover or growth 9 How to measure sales performance against forecast performance 10 Software programmes available to support the task of sales forecasting 11 Common causes of variances between forecast and actual sales Level 2 NVQ in Sales (6770) 91

Industry/Sector specific knowledge and understanding 1 Trends and developments relating to customers and markets which may affect sales and sales forecasts 2 Competitor activities and the impact they may have on sales forecasts Context specific knowledge and understanding 1 Your organisation s mission and strategy and its implications for the sales function 2 Your organisation s available sales information such as volume of sales, value of sales, market share and penetration and customer retention 3 Other information available in your organisation s systems that could contribute to sales forecasting activities 4 Variances that arose in the past between forecast sales and sales achieved and reasons for those variances 5 The potential of IT and software systems for sales forecasting 6 Who to consult and involve in sales forecasting activities 7 Organisational guidelines on the development and recording of sales forecasts 8 Measurement and control mechanisms applied by the organisation for the reporting of variances 9 Problems and issues outside of your control which may impact upon sales forecasting activities and achieving of sales targets 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 may be based on either an individual or team basis. 92 Level 2 NVQ in Sales (6770)

413 (3.5) Evaluate the ongoing financial potential of key customer accounts Overview This unit focuses on the need to manage the financial performance of key customer accounts. It can cost five times as much to win a new customer as it does to retain an existing customer. However, organisations often fail to realise the costs of maintaining customers. This unit is about how to maximise profit by monitoring and taking action on unprofitable accounts. You need to understand that measurement of potential and financial performance of key customer accounts must be undertaken at the opening of the account and throughout the relationship with your customer. If you measure and understand the profitability of key accounts you can direct and define the development of your customer relationships and their overall impact on your business. Who this unit is for? Senior Sales Managers, Key Customer Managers and Sales Managers Outcomes of effective performance 1 Use financial tools to assess and prioritise new accounts in order to measure potential value 2 Estimate the lifetime value cash flow that will be generated if your customer maintains an average loyalty level 3 Calculate the sales volume required to achieve target profitability 4 Calculate the potential profits from customers in the customer life cycle using discounted cash flow techniques 5 Assess and continuously monitor the potential variable costs that could impact upon the profitability of accounts 6 Determine costs of fixed overheads and administrative support and apply them following company management accounting procedures 7 Use a key customer account profit statement for ongoing measurement of key customer performance 8 Assess the business and financial risks associated with each account and draw up a risk profile of the accounts for which you are responsible 9 Form a judgement about the value of each account using all available financial and qualitative evidence Level 2 NVQ in Sales (6770) 93

10 Continuously review the financial performance and other features of each account to identify key trends and variances 11 Make business decisions about the future direction of an account based on its financial performance 12 Prepare contingency plans when there are problems in financial performance of an account 13 Consult and communicate with stakeholders to ensure that they have access to appropriate financial performance data Behaviours which underpin effective performance 1 You are sensitive to stakeholder needs during the account evaluation process 2 You balance risks against the benefits that arise from entering into key account relationships for a pre-determined period of times 3 You take personal responsibility to ensure that there is ongoing evaluation of the account and that the information is used 4 You are proactive in all aspects of financial measurement 5 You respond to financial performance problems on an account and implement contingency plans 6 You consult continuously with key internal and external stakeholders 7 You communicate effectively using a of variety of techniques 8 You balance the risks and benefits of each account 9 You work effectively with others 94 Level 2 NVQ in Sales (6770)

General knowledge and understanding 1 The relationship between customer retention and enhanced profitability 2 The concepts of lifetime value and lifetime profitability as means of measuring customer value 3 Information needed to be able to carry out financial evaluations 4 How to develop cash flow forecasts 5 Discounted cash flow techniques and why they are important for measuring the potential profits of key customer accounts 6 How to develop a profit statement for a key customer account 7 The difference between fixed and variable costs and how they can impact on customer profitability 8 The internal and external market and stakeholder causes of variable costs 9 How to undertake risk assessments and develop risk criteria 10 Methods of financial reporting and how they can be used to report key customer account information 11 How to undertake comparative assessments of financial information 12 How to undertake trend analysis 13 How to undertake contingency planning 14 How to write financial reports and assessments Level 2 NVQ in Sales (6770) 95

Industry specific knowledge and understanding 1 The sectors in which your organisation operates 2 Standards and regulations for financial accounting and reporting 3 Current and emerging external market trends 4 Typical risks experienced within your sectors Context specific knowledge 1 Sales objectives and targets for key customer accounts 2 The financial history and credit rating of key customers 3 Costs centre processes and costs associated with key customers 4 Company financial reporting formats and processes for sales and customer data 5 Company procedures for consulting and communicating financial reporting to internal and external stakeholders 6 Risk management assessment tools already in place and the risk criteria used 7 Systems for storing and retrieving financial information relating to key customer accounts 8 Company guidelines on the frequency of assessment of financial viability 9 Who to report to where problems arise and action needs taking 10 Your own level of responsibility and autonomy Evidence Requirements 1 You must provide evidence that shows you have done this over a period of time for your Assessor to consider you are competent. 96 Level 2 NVQ in Sales (6770)

414 (4.4) Recruit sales team members Overview This unit is about recruiting, selecting and providing a satisfactory induction for members of the sales team. You need to be objective when involved in recruiting and selecting sales team members and to ensure that the process is fair, considers diversity, is appropriate to organisational needs and has maximum transparency throughout. It will be important to draw on internal and external expertise in when recruiting sales team members. Who is this unit for? Sales Managers Outcomes of effective performance 1 Review organisational criteria for appointing customer facing sales staff 2 Consult relevant colleagues on the development of job specifications for members of the sales team 3 Apply limited budget resources to an effective recruitment and selection process 4 Comply with employment legislation relating to the recruitment of sales team members 5 Identify and evaluate different recruitment methods and decide which is the most cost-effective for your organisation 6 Consult sales and human resources colleagues to agree the stages in the recruitment and selection process, 7 Make a full and detailed record of the reasons for all recruitment and selection decisions and provide applicants with feedback when required 8 Identify and evaluate a range of selection interviewing techniques appropriate to the effective appointment of sales staff 9 Devise a list of interview questions that address the key competencies for a sales team member as defined in the person specification 10 Make feedback available to successful and unsuccessful candidates so that they can understand fully your organisation s selection decision. Level 2 NVQ in Sales (6770) 97

11 Make the selection decision and organise the preparation of documents and contracts for the successful candidate. 12 Manage new recruits and their expectations within the organisation 13 Use mentoring, coaching or buddying systems and performance appraisal systems to integrate a new recruit into the sales team 14 Identify ways of addressing staff turnover problems in the sales function and take action where appropriate. Behaviours which underpin effective performance 1 You are sensitive to differences presented by diversity 2 You comply with legislation that relates to staff recruitment and selection 3 You consult and negotiate with relevant departments in your organisation 4 You act within the limits of your own authority 5 You show integrity, fairness, consistency and transparency in decision making 6 You demonstrate support and commitment to a new recruit 7 You are sensitive to the personal and motivational needs of a new recruit 8 You lead by example at all stages of the recruitment and selection process 9 You show an awareness of reasons for staff turnover, reflect on them and take corrective action where appropriate 10 You show a commercial awareness of different recruitment and selection methods and balance them with the value and importance of the role General knowledge and understanding 1 How the process of recruitment, selection and induction relates to broader team development plans 2 How to review sales staffing levels in the light of organisation strategy and budgets 3 The importance of consulting colleagues to ensure that appropriate recruitment and selection takes place 4 The most appropriate methods for recruitment and their advantages and disadvantages 5 Potential targets for recruitment inside and outside your organisation 6 The importance of giving clear, accurate and precise information to candidates and the need for transparency and honesty 98 Level 2 NVQ in Sales (6770)

7 Legislation that relates to recruitment and selection processes 8 Appropriate selection methods for sales professionals 9 Different types of specialist expertise available to select sales professionals 10 How to ensure that effective and efficient recruitment and selection of sales professionals takes place in your own area of responsibility 11 The importance of induction and how to ensure that effective induction programmes are developed 12 The importance of ongoing coaching and mentoring when new to the role 13 Reasons why there may be high turnover of sales staff and how to reduce this in an organisation 14 How to specify sales team jobs to meet a range of stakeholder requirements. 15 Appraisal and probation arrangements for new recruits Industry/sector specific knowledge and understanding 1 Recruitment and selection issues relating directly to sales teams 2 Working practices and culture of sales roles 3 Appropriate methods of recruitment and selection 4 The volatile nature of sales labour markets and issues relating to high staff turnover Context specific knowledge and understanding 1 Current resource requirements for your area of responsibility 2 The vision, objectives and strategies of your organisation 3 Internal resources and expertise that might fill vacancies 4 Organisational policies relating to recruitment and selection 5 Current job descriptions and person specifications 6 Labour market conditions relevant to the scope of your organisation s recruitment and selection process 7 Sources of specialist recruitment and selection expertise 8 Organisational approaches to coaching, mentoring and buddying Level 2 NVQ in Sales (6770) 99

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. You need to provide evidence that you have used expertise when recruiting from: a. internal sources b. external sources Level 2 NVQ in Sales (6770) 100

415 (4.5) Work with other business functions Overview This unit is about working effectively with other business functions within the organisation towards realising your marketing goals and objectives, and promoting marketing as central to overall business strategy. It includes managing the interface with other functions, establishing shared business goals and the capabilities, roles, responsibilities, rights and expectations of each function. It also includes monitoring performance against mutual expectations and evaluating the effectiveness of the working relationships in achieving share goals. Who this unit is for? Senior Sales Managers, Sales Managers and Key Customer Managers Outcomes of effective performance 1 Identify the business functions, and key stakeholders within these, and establish their interest and understanding, relevant to achieving the organisation s marketing aims and objectives 2 Recognise and respect the roles, responsibilities, interests and concerns of the stakeholders in other business functions 3 Promote the importance of ensuring that all functions consider the organisation s consumers as central to all organisational activities, supporting this with a reasoned and valid rationale 4 Discuss and consult with stakeholders in relation to key decisions and activities important towards promoting a focus upon delivering value to target customers, and take account of their views, including their priorities, expectations and attitudes 5 Identify and sort out conflicts of interest and disagreements with stakeholders, in ways that minimise damage to work and activities, and to the individuals involved and the organisation 6 Monitor and review the effectiveness of working relationships with stakeholders in other business functions, seeking and providing feedback, in order to identify areas for improvement 7 Fulfil agreements made with colleagues and stakeholders and let them know, advising them promptly of any difficulties, or where it will be impossible to fulfil agreements 8 Monitor the effectiveness of the cooperation across business functions in achieving the organisation s marketing aims and objectives, and identify and communicate where this is effective, and address any areas of concern with those involved Level 2 NVQ in Sales (6770) 101

Behaviours which underpin effective performance 1 You present information clearly, concisely, accurately and in ways that promote understanding 2 You show respect for the views and actions of others 3 You seek to understand people s needs and motivations 4 You create a sense of common purpose 5 You work towards win-win solutions 6 You show sensitivity to internal and external politics that impact on your area of work 7 You keep promises and honour commitments 8 You consider the impact of your own actions on others 9 You use communication styles that are appropriate to different people and situations 10 You work to develop an atmosphere of professionalism and mutual support General knowledge and understanding 1 The different business functions and their roles and responsibilities in achieving the organisation s overall aims 2 The importance of putting the consumer at the centre of an organisation s thinking and planning 3 The reasons why there may be conflicts and misunderstandings between business functions about which publics and activities are most important 4 The marketing function s role in integrating the activities of an organisation towards achieving consumer satisfaction 5 Why it is important to identify key colleagues and stakeholders within the different business functions 6 Principles of effective communication and how to apply them in order to communicate effectively with colleagues and stakeholders 7 Why it is important to recognise and respect the roles, responsibilities, interests and concerns of colleagues and stakeholders 8 How to identify and meet the information needs of colleagues and stakeholders 9 What information it is appropriate to provide to colleagues and stakeholders and the factors that need to be taken into consideration 10 How to consult with colleagues and stakeholders in relation to key decisions and activities 11 The importance of taking account and being seen to take account, of the views of colleagues and stakeholders, particularly in relation to their priorities, expectations and attitudes towards the role of the marketing function 12 Why communication with colleagues and stakeholders on fulfilment of agreements or any problems affecting or preventing fulfilment is important 13 How to identify conflicts of interest with colleagues and stakeholders and the techniques that can be used to manage or remove them Level 2 NVQ in Sales (6770) 102

14 How to recognise and take account of political issues when dealing with colleagues and stakeholders Industry/sector specific knowledge and understanding 1 Current and emerging political, economic, social, technological, environmental and legal developments in the industry or sector 2 Sector specific legislation, regulations, guidelines and codes of practice 3 The culture of the industry or sector 4 Developments, issues and concerns of importance to stakeholders in the industry or sector Context specific knowledge and understanding 1 The vision, values, objectives, plans, structure and culture of the organisation 2 Relevant colleagues/stakeholders, their work roles and responsibilities 3 The identified information needs of colleagues and stakeholders 4 Mechanisms for consulting with colleagues and stakeholders on key decisions and activities 5 The organisation s planning and decision making processes 6 Power, influence and politics within the organisation 7 Mechanisms for monitoring and reviewing the effectiveness of working relationships with colleagues and stakeholders 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) 103

416 (4.6) Plan Change Overview This unit is about the planning that is needed to make a specific change or put into practice a programme of change. It involves developing a strategy to make the change that is needed, taking note of barriers, risks and the need to put appropriate monitoring and communication systems in place. Who is this unit for? Senior Sales Managers and Sales Managers This unit is imported from the Management Standards where it appears as Unit C5 Outcomes of effective performance 1 Identify the procedures, systems, structures and roles that need to be changed, and assess the gap between their current and required future state 2 Identify and assess barriers to change 3 Develop strategies and plans that set out the way forward. 4 Assess the risks and benefits associated with the strategies and plans and develop contingency arrangements 5 Make sure your plans include short-term wins as well as longer-term deliverables 6 Develop systems for monitoring and assessing progress 7 Develop a communication strategy for the change process that allows people to give feedback 8 Identify training and support needs and plan how to meet these Level 2 NVQ in Sales (6770) 104

Behaviours which underpin effective performance 1 You find practical ways to overcome barriers 2 You present information clearly, concisely, accurately and in ways that promote understanding 3 You are vigilant for potential risks 4 You give people opportunities to provide feedback and you respond appropriately 5 You set demanding but achievable objectives for yourself and others 6 You work towards a clearly defined vision of the future 7 You identify the implications or consequences of a situation. General knowledge and understanding 1 The main models and methods for managing change effectively, and their strengths and weaknesses 2 Effective planning techniques 3 Theory and application of the change/performance curve 4 Theory and understanding of teams, including an understanding of team-building techniques and how to apply them 5 How to assess the risks and benefits associated with strategies and plans 6 The importance of contingency planning and how to do so effectively 7 How to make critical decisions 8 The political, bureaucratic and resource barriers to change, and the techniques that deal with these 9 Stakeholder expectations and how they influence the process Level 2 NVQ in Sales (6770) 105

Industry/sector specific knowledge and understanding 1 Your organisation s current position in the sector and market in which it works, compared with its main competitors, relevant to the change programme 2 The range of information sources that are relevant to the sector, and related sectors, in which your organisation operates 3 Current and emerging political, economic, social, technological, environmental and legal developments in the sector and in related sectors Context specific knowledge and understanding 1 Your vision for the future, the reasons for change, the risks and expected benefits 2 Business critical activities and interdependencies 3 Those factors (for example, strategy, procedures, policies and structure) that need to be changed, and the associated priorities and reasons 4 Your organisation s communication channels, both formal and informal 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) 106

417 (4.10) Ensure health and safety requirements are met in your area of responsibility Overview This unit is concerned with managing the overall health and safety process in your area of responsibility. It is intended to go beyond meeting health and safety legislation and move towards a situation where health and safety considerations are firmly embedded in the planning and decision making processes and the culture of your area of responsibility. The area of responsibility may be, for example, a branch or department or functional area or an operating site within an organisation. Who is this unit for? Senior Sales Managers, Sales Managers and Key Customer Managers This unit is imported from the Management Standards where it appears as Unit E6 Outcomes of effective performance 1 Identify your personal responsibilities and liabilities under health and safety legislation. 2 Ensure that the organisation s written health and safety policy statement is clearly communicated to all people in your area of responsibility and other relevant parties. 3 Ensure that the health and safety policy statement is put into practice in your area of responsibility and is subject to review as situations change and at regular intervals and the findings passed to the appropriate people for consideration. 4 Ensure regular consultation with people in your area of responsibility or their representatives on health and safety issues. 5 Seek and make use of specialist expertise in relation to health and safety issues. 6 Ensure that a system is in place for identifying hazards and assessing risks in your area of responsibility and that prompt and effective action is taken to eliminate or control identified hazards and risks. 7 Ensure that systems are in place for effective monitoring, measuring and reporting of health and safety performance in your area of responsibility. 8 Show continuous improvement in your area of responsibility in relation to health and safety performance. 9 Make health and safety a priority area in terms of informing planning and decision-making in your area of responsibility. Level 2 NVQ in Sales (6770) 107

10 Demonstrate that your own actions reinforce the messages in the organisation s health and safety policy statement. 11 Ensure that sufficient resources are allocated across your area of responsibility to deal with health and safety issues. 12 Develop a culture within your area of responsibility which puts health and safety first. Behaviours which underpin effective performance 1 You respond quickly to crises and problems with a proposed course of action. 2 You identify people s information needs. 3 You comply with, and ensure others comply with, legal requirements, industry regulations, organisational policies and professional codes. 4 You are vigilant for possible risks and hazards. 5 You take personal responsibility for making things happen. 6 You identify the implications or consequences of a situation. 7 You act within the limits of your authority. 8 You constantly seek to improve performance. 9 You treat individuals with respect and act to uphold their rights. General knowledge and understanding 1 Why health and safety in the workplace is important. 2 How and where to identify your personal responsibilities and liabilities under health and safety legislation. 3 How to keep up with legislative and other developments relating to health and safety. 4 The requirement for organisations to have a written health and safety policy statement. 5 How to communicate the written health and safety policy statement to people who work in your area of responsibility and other relevant parties. 6 How and when to review the application of the written health and safety policy statement in your area of responsibility and produce/provide findings to inform 7 development. 8 How and when to consult with people in your area of responsibility or their representatives on health and safety issues. 9 Sources of specialist expertise in relation to health and safety. Level 2 NVQ in Sales (6770) 108

10 Ways of developing a culture in your area of responsibility which puts health and safety first. 11 The type of hazards and risks that may arise in relation to health and safety how to establish and use systems for identifying hazards and assessing risks and the type of actions that should be taken to control or eliminate them. 12 How to establish systems for monitoring, measuring and reporting on health and safety performance in your area of responsibility. 13 Why and how health and safety should inform planning and decision-making. 14 The importance of setting a good example to others in relation to health and safety. 15 The type of resources required to deal with health and safety issues. Industry/sector specific knowledge and understanding 1 Sector-specific legislation, regulations, guidelines and codes of practice relating to health and safety. 2 Health and safety risks, issues and developments which are particular to the industry or sector. Context specific knowledge and understanding 1 Other relevant parties with an interest in health and safety in your area of responsibility. 2 The organisation s written health and safety policy statement and how it is communicated to people who work for the organisation, people in your area and to other relevant parties. 3 Sources of specialist health and safety expertise used in your area of responsibility. 4 The operational plans for your area of responsibility. 5 The resources allocated to and across your area of responsibility for health and safety. 6 Allocated responsibilities for health and safety in your area and the organisation in general. 7 Systems in place in your area of responsibility for identifying hazards and assessing risks and taking action. 8 Systems in place for monitoring, measuring and reporting of health and safety performance in your area of responsibility. Level 2 NVQ in Sales (6770) 109

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 for area of responsibility which may be for, (a) a branch, (b) department of functional area,(c) an operating site within an organisation. Level 2 NVQ in Sales (6770) 110

418 (6.1) Develop and implement sales promotions Overview This unit is about designing, developing and implementing sales promotions at a strategic level. It recognises that sales promotions make a key contribution to sales performance and provide the sales team with a valuable additional tool to extend their sales efforts. The unit covers the establishment of sales promotion objectives for the organisation s products or services and identifying the most beneficial sales promotion techniques to attract customers. Who is this unit for? Senior Sales Managers and Sales Managers Outcomes of effective performance 1 Identify and prioritise clear sales promotions objectives which are consistent with your organisation s sales strategy 2 Identify customer groups to be targeted with the sales promotion 3 Advise on the effectiveness of potential sales promotion tools 4 Assist in the development of the sales promotional strategy and set specific sales based objectives 5 Agree with marketing colleagues the sales promotion incentive and response mechanisms 6 Take part in the testing of proposed sales promotion tools to ensure that they offer the right incentive to buy 7 Contribute to the agreement of the sales promotion programme and consider the impact upon the sales effort of achieving the stated promotion objectives 8 Identify the resources required to implement the agreed sales promotion strategy to exploit opportunities to sell up 9 Organise the roll-out of the sales promotion and make adjustments within the limits of your own authority to make it a success 10 Agree sales performance indicators for the sales promotion activities in order to monitor and evaluate the promotion strategy success Level 2 NVQ in Sales (6770) 111

Behaviours which underpin effective performance 1 You generate, recognise and build consensus 2 You balance agendas and build consensus 3 You present information clearly, concisely and accurately 4 You take personal responsibility for implementing actions relating to the sales promotion strategy General knowledge and understanding 1 The role of sales promotions and their fit within the marketing mix 2 The real and perceived needs of different customer groups 3 The mechanisms for devising and implementing sales promotion campaigns 4 How to set effective performance objectives 5 How to integrate sales promotion efforts with sales activities 6 The importance of consulting colleagues and stakeholders in order to contribute to the development of effective sales promotion plans 7 How to develop measures and methods for monitoring and evaluating sales promotion performance Industry/sector specific knowledge and understanding 1 Legal, regulatory and ethical requirements for sales promotions in your sector 2 Current marketing and sales developments in your sector 3 Competitive activity in your sector Level 2 NVQ in Sales (6770) 112

Context specific knowledge and understanding 1 Your organisation s market 2 Your organisation s actual and potential customer base 3 The needs and expectations of your organisation s customers 4 Your organisation s actual and potential competitors and partners and the key features of their buying strategies 5 Your organisation s ability to respond to marketing and sales opportunities 6 The needs and expectations of colleagues and other key stakeholders 7 Organisational procedures for consultation 8 Sources of information to support monitoring and evaluation 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) 113

419 (7.5) Manage and facilitate case negotiations Overview This unit is about negotiating effectively in sales settings. The unit focuses on the various stages of negotiation including planning, preparing, negotiating and closing sales proposals with customers. The unit covers establishing customer requirements and your organisational objectives, clarifying the customer s understanding of the proposal and coming to an agreement that is mutual acceptable. Who is this unit for? Senior Sales Managers, Sales Managers and Key Customer managers Outcomes of effective performance 1 Use proposals to develop your prospect s interest in a product or service and identify and confirm your customer s main requirements from the negotiations 2 Assess the bargaining power of your customer and research and assess their overall negotiating stance prior to the opening of negotiations 3 Identify your and your organisation s weaknesses that could be exploited by your customer in a negotiation and prepare strategies for responding to this 4 Define your objectives for the negotiations clearly and identify the level of your aspirations 5 Fully brief and prepare everybody involved in the negotiation prior to negotiation taking place 6 Identify and cost parameters for key variables including potential concessions and trade-offs in order to identify the best price that can be reasonably offered and the minimum price and terms that could be agreed 7 Identify potential problems that could arise during negotiations and formulate solutions to overcome them 8 Create a win-win situation during negotiations by balancing the needs of your organisation and those of your customer 9 Agree on the supply of the product or service 10 Record outcomes of negotiations accurately and store those records appropriately Level 2 NVQ in Sales (6770) 114

Behaviours which underpin effective performance 1 You create goodwill and promote a positive image of yourself and your organisation 2 You show respect for customers and understand and empathise with their views 3 You are honest, sincere and ethical in your chosen sales and negotiating approach 4 You are an articulate and effective communicator, a good listener and you adopt an appropriate communication strategy for each customer 5 You are customer focused at all times 6 You allow open discussion with your customer and record the outcomes effectively 7 You work within the limits of your own authority General knowledge and understanding 1 How to plan for negotiations and determine resource requirements 2 How to establish the roles and levels of responsibilities of customer representatives 3 Information requirements to gain a better understanding of your customer 4 How to identify your customer s main requirements 5 How to research and assess the negotiating power of your customer and their negotiating stance 6 How to develop a negotiating strategy 7 How to avoid a mismatch between the proposal and customer requirements 8 Types of sales objections that arise and how to respond to them effectively 9 How to modify proposals during negotiation within the limits of your authority 10 The concept of win-win situations and how to create them in negotiations 11 Key variables and trade-offs that organisations may have to make to win in negotiations 12 The variety of questioning, listening and communication techniques and how to use them effectively in negotiations 13 How to record the outcomes of negotiations effectively and how to store those records appropriately Level 2 NVQ in Sales (6770) 115

Sector/industry specific knowledge and understanding 1 Legal and regulatory requirements for negotiations in your sector/industry 2 Competitor activities 3 Your organisation s position in the market Context specific knowledge and understanding 1 Organisational sales strategies and sales targets 2 Details of your organisation s products or services 3 Your level of responsibility during the negotiation 4 Organisational procedures for briefing people involved in the negotiation 5 Resources available to support the negotiation 6 Details of the specific proposal and products or services that are the subject of the negotiation 7 The objectives of the negotiations 8 Trade-offs and concessions available if required to secure the order and the authority required to offer them 9 How a price is agreed and the scope for amending price 10 Terms and conditions of payment, delivery and after sales service 11 Common objections and problems experienced by your organisation and how they have been overcome in previous situations 12 Who to go to for sales support during negotiations 13 Circumstances in which authorisation for variation in a negotiation should be sought and who can provide that authority 14 Legal and regulatory implications of concluding negotiations 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) 116

420 (9.1) Establish and understand potential market segments Overview This unit is about researching the behaviours and motivations of customers towards understanding potential market segments at which organisations products/services might be targeted. It includes analysing the data to confirm that clusters suggested by the analysis are real and can be used to inform a market segmentation strategy. For the purposes of this unit, organisation can mean a self-contained entity such as a private sector company, a charity or a local authority, or a significant operating unit, with a relative degree of autonomy, within a larger organisation. Who is this unit for? Sales Managers, Key Customer Managers and Senior Sales Managers. Outcomes of effective performance 1 Explore relevant characteristics amongst potential and existing customers 2 Conduct research across sample populations to ensure that conclusions can be justified 3 Identify the motivations, attitudes and behaviours of customers 4 Identify clusters of customers who may be considered to be distinct due to similarities in their motivations/attitudes/behaviours 5 Review the clusters identified and confirm that the segments proposed are real 6 Profile established clusters, identifying the distinguishing characteristics that describe those within them and any further relevant features Behaviours which underpin effective performance 1 You identify patterns and trends in complex and apparently diverse data 2 You develop systems to gather and manage information and knowledge effectively and efficiently 3 You gather and analyse information from a variety of sources 4 You articulate the assumptions made in understanding the situation 5 You generate and recognise imaginative and innovative solutions 6 You present information clearly, concisely and accurately Level 2 NVQ in Sales (6770) 117

General knowledge and understanding 1 The importance of effective segmentation and its value towards developing marketing strategy 2 What constitutes a market segment, and why this differs from customer classification 3 Characteristics that might be relevant to establishing potential market segments, including demographics, psychology, product/services awareness and/or usage patterns 4 The importance of ensuring that research is sufficient to justify any conclusions drawn from its results, and how to do this 5 The factors that make segments distinct, and the importance of determining segments that are distinctive 6 The importance of ensuring that segments are viable, that is they are of a size sufficient to warrant targeting, and are also accessible to an organisation Industry/sector specific knowledge and understanding 1 Sources of information on trends and developments within the industry/sector 2 Current and emerging trends and developments in the industry/sector 3 Factors affecting customer decision-making within the industry Context specific knowledge and understanding 1 The organisation s range of products/services relevant to the segmentation process 2 The organisation s actual and potential customer base 3 The needs and expectations of the organisation s actual and potential customers 4 The customers decision-making processes when buying the organisation s products/services 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. Level 2 NVQ in Sales (6770) 118

421 (9.2) Build and retain effective sales relationships Overview The purpose of this unit is to provide a basis for building effective sales relationships and also maintaining them. The unit is designed to enable you to build a strong relationship with your customer and understand your customer s needs and expectations more clearly by working in partnership with them. This unit is also about maintaining sales relationships through building relationships based upon trust, commitment and co-operation designed to achieve long-term customer loyalty. Who is this unit for? Sales Managers. Key Customer Managers and Senior Sales Managers. Outcomes of effective performance 1 Identify customers with whom you want to build effective sales relationships and prioritise your approach to them 2 Establish existing and potential customer needs and expectations and balance them with your organisation s sales strategy 3 Agree with your customer the basis on which the relationship should operate and be maintained 4 Develop a customer relationship plan including consideration of organisational resource requirements 5 Ensure that the product service offer is clearly defined in terms of customer needs and expectations 6 Negotiate with your customers a range of mutually beneficial sales solutions 7 Identify opportunities to develop the relationship with your customer 8 Seek and collect customer feedback about your organisation s provision of products or services 9 Use feedback to ensure that the quality and consistency of service is being maintained 10 Deal with customer complaints or problems and provide suitable sales solutions 11 Ensure regular feedback is given to colleagues on the status of the relationship 12 Monitor and evaluate the relationship on a regular basis Level 2 NVQ in Sales (6770) 119

Behaviours which underpin effective performance 1. You are always customer focused 2. You establish ways to communicate with your customer effectively 3. You consult your customer to determine the basis of your relationship and demonstrate trust, commitment and co-operation 4. You articulate the basis of your relationship with your customer 5. You assess the relationship in terms of risk and benefits to your organisation 6. You are proactive in your relationship with your customer 7. You manage the strategic context of the relationship by planning for the future 8. You demonstrate effective leadership 9. You continually grow your organisation s business through key customers 10. You accept criticism of your organisation and are proactive in providing solutions General knowledge and understanding 1 How to identify and prioritise effectively customers with whom your organisation should be building long-term and profitable relationships 2 The nature and scope of the relationship and its long term value and potential to your organisation 3 Ways of establishing relationships with customers 4 How to assess the risk and potential benefits of the relationship 5 How to communicate with key customers effectively in order to develop trust, commitment and co-operation 6 How to negotiate effectively with customers to establish a mutually beneficial financial outcome from the relationship 7 Methods for monitoring and evaluating customer relationships 8 How to establish the level of resource required to manage a customer relationship effectively 9 Ways to identify and grasp sales opportunities when maintaining a customer relationship Level 2 NVQ in Sales (6770) 120

Industry/sector specific knowledge and understanding 1 Legal, ethical and corporate social responsibility requirements for customer relationships in your industry/sector 2 Quality and compliance issues in your industry/sector 3 Traditional methods of customer relationship management in your industry/sector Context specific knowledge and understanding 1 Organisational criteria for establishing customer relationships 2 Methods of identifying and prioritising valuable customer relationships 3 The focus of the sales strategy, sales activity plans, sales targets and sales objectives 4 The contribution that customer relationships make to the achievement of your organisation s strategic marketing and sales aims 5 The limits of your authority in relation to managing a customer relationship 6 Organisational approaches to managing, resourcing and planning for customer relationship development 7 The scope for developing joint initiatives and innovations with customers 8 The role of other areas of your organisation in managing customer relationships Evidence Requirements 1 You must provide evidence that shows you have done this over a sufficient period of time for your Assessor to confirm you are competent. Level 2 NVQ in Sales (6770) 121

422 (9.3) Devise sales strategies to suit procurement practices of key customers Overview This unit focuses on how customer organisations select suppliers as part of their supply chain. If you are involved in winning key customer business you must know how organisations select their suppliers and be able to maximise opportunities for becoming key members of the supplier chain by achieving preferred supplier status. You need to recognise the process that procurement organisations go through in order to select their suppliers and ensure that they influence your design of products or services and your procedures for their delivery. Who is this unit for? Sales Managers, Key Customer Managers and Senior Sales Managers. Outcomes of effective performance 1 Evaluate the criteria your key customers use to choose suppliers and the impact they have on your customer s procurement practices 2 Establish the approach taken by potential customers forecasting future demand for their own supply needs 3 Determine how customers establish their information needs and how they access supplier information 4 Establish how your organisation can influence the criteria that your key customers use to select suppliers 5 Identify existing suppliers of a potential customer and carry out a competitor analysis to identify your organisation s strengths 6 Discover how long existing contracts between competitors and your potential customer last and when they are available for renewal 7 Ascertain customer practices in drawing up of specifications, buying and tendering processes and identify your customer s expectations in relation to the balance of quality and price 8 Identify the range of assessments undertaken by customer organisations to measure supply capability and capacity 9 Use information on supplier selection criteria to win long-term business from key customers and to become the preferred supplier Level 2 NVQ in Sales (6770) 122

Behaviours which underpin effective performance 1 You are continuously customer focused 2 You proactively keep up to date with customer requirements and information needs 3 You are always accessible to customers 4 You influence your customer s criteria for choice of suppliers 5 You show how risk can be minimised through appointing your organisation as preferred supplier 6 You exploit your understanding of procurement practices to win long-term and high volume business 7 You are sensitive to your customer s information and procurement needs 8 You appreciate your customer s requirements in respect of the balance of quality and price in the procurement of products or services 9 You build personal trust and confidence in procurement relationships General knowledge and understanding 1 The supplier choice criteria of your key customers and how they affect procurement practices 2 The concept of preferred supplier status 3 The variety of procurement practices used by a range of organisations 4 The various measures of quality relating to procurement 5 The types of capability assessments customers undertake on potential suppliers 6 Ways in which organisations can aim to reduce supplier risk through detailed evaluation of suppliers and their products or services 7 Supplier evaluation criteria, methods and procedures 8 How organisations develop product or service specifications for the purpose of procuring supplies 9 Different approaches to making procurement decisions 10 The importance of reliable delivery in the context of procurement 11 Technical and resource support provided by suppliers Level 2 NVQ in Sales (6770) 123

Industry/Sector specific knowledge and understanding 1 Legal and regulatory issues impacting upon procurement practices in your industry/sector 2 Accredited quality programmes 3 Competitive practices relating to procurement Context specific knowledge and understanding 1 Your organisation s sales objectives, targets and activity plans in relation to key accounts 2 Your organisation s ability to respond to your customer s procurement requirements 3 Your level of responsibility and authority in relation to customer organisation procurement arrangements 4 Your organisation s quality compliance policy and arrangements 5 Your organisation s financial, HR and production or service delivery capability 6 Product or service delivery arrangements 7 Your organisation s practices relating to tendering for supplier status, including the balance of quality and price 8 Who to go to for help and support when involved in procurement negotiations 9 The key people who should be involved in negotiating procurement of suppliers by potential customers 10 Your organisation s contractual practices constraints relating to determining supply terms and conditions Evidence Requirements 1 You must provide evidence that shows you have done this over a sufficient period of time for your Assessor to confirm you are competent. Level 2 NVQ in Sales (6770) 124

423 (9.4) Build and deliver customer service and customer care support Overview The unit is about building and delivering customer service and customer care support for key customers served by your organisation. When taking on new key customers and continuously managing the account structure, it is imperative that there is an internal sales infrastructure to deal with customer requirements on a day to day basis. It is important from a sales perspective to ensure that there is available resource to provide customer service, customer care and sales support. The aim of this unit is to encourage you to become a customer service champion in your organisation, providing good sales support though a detailed knowledge and awareness of the key components of delivering effective customer service. Who is this unit for? Sales Managers, Key Customer Managers and Senior Sales Managers Outcomes of effective performance 1 Establish customer needs and expectations relating to sales and customer service support and consider the levels of sales support and customer service provision required 2 Balance customer needs and wants with your organisation s practices and available resources 3 Evaluate the needs for technology support within the customer relationship and identify key software packages to aid effective sales support and customer service 4 Assess the financial implications of providing a particular level of service 5 Consult customers, sales team members and customer service teams on the level of support and facilities for support of key customer accounts 6 Identify and nominate key internal support members who will be responsible and accountable for being the organisational point of contact for sales support and customer service issues. 7 Develop customer care programmes for key customers, which clearly outline service provision, service standards and nominated organisational contacts 8 Establish and maintain communication platforms for all stakeholders from both the customer and sales organisation in order to share information 9 Develop approaches for managing key customer and sales organisation information, including storing, retrieving and communicating information Level 2 NVQ in Sales (6770) 125

10 Develop joint customer and sales support monitoring and evaluation processes in order to monitor jointly the effectiveness of the relationship 11 Evaluate and assess the customer relationship for possible risks, problems and issues and prepare contingencies for dealing with those problems should they occur 12 Ensure a growth in sales through effective management of key customers Behaviours which underpin effective performance 1 You are customer focused at all times 2 You are proactive in the relationship at all times 3 You liaise effectively and frequently with your customer 4 You communicate effectively creating a common sense of purpose 5 You are supportive at all times 6 You balance risk against benefits on an ongoing basis 7 You consult all stakeholders in the relationship 8 You encourage joint customer and sales organisation initiatives in respect of sales and customer service support 9 You deploy resources effectively 10 You display the key attributes of a key customer manager Level 2 NVQ in Sales (6770) 126

General knowledge and understanding 1 Different methods and ways of managing key customers accounts 2 Customer needs and expectations in relation to establishing key customer support. 3 Buying behaviour and the different phases of buying decision making and the impact this will have on ongoing purchases by key customers 4 The concept of the value chain as a mechanism for identifying primary and support activities for the sales support and customer service functions 5 The role of ICT in delivering effective sales support and customer service to key customers 6 The various internal and external pressures on buying relationships and how this will impact on sales support and customer service. 7 The personal pressures faced by buyers within the customer organisation. 8 How to set up plans for key customers considering business and capability components and ensuring that the sales support and customer service functions deliver effectively. 9 How to establish sales line reporting to support the customer relationship 10 How to set up key customer teams to enable sales support and customer service functions to operate effectively and efficiently to meet key customer needs 11 How to motivate the customer effectively and impact positively upon the growth in customer expenditure 12 How to develop customer care programmes to meet customer needs and expectations 13 How to improve levels of sales support and customer service Level 2 NVQ in Sales (6770) 127

Industry/ Sector specific knowledge and understanding 1 Legal and regulatory frameworks in your industry/sector 2 Ethical issues relating to the management of key customers 3 Competitive issues impacting on the management of key customers Context specific knowledge and understanding 1 Your organisation s sales strategy and sales activity plans 2 Your organisation s existing practices in relation to providing sales and customer service support for key customers 3 ICT used to provide effective sales support and customer service 4 Internal and external factors that might have a direct impact on the successful management of key customers 5 Limits of your influence and authority in relation to sales support and customer service support 6 How to exploit your organisation s strengths 7 The overall contribution of sales support teams in providing effective customer service 8 The roles of other functional business departments in providing effective customer service support 9 Potential barriers to sales success 10 The skills that staff need to deliver effective customer service support 11 Proposed budgets for managing key customer accounts 12 Processes for reporting on the management of key customers 13 Processes for monitoring and control of key customer accounts Evidence Requirements 1 You must provide evidence that shows you have done this over a sufficient period of time for your Assessor to confirm you are competent. Level 2 NVQ in Sales (6770) 128

424 (9.5) Contribute to the development of sales support and customer management programmes Overview This unit focuses on how sales teams work together at all levels and with customers to ensure that they deliver high levels of sales and customer services support though good administrative and quality processes. The delivery of excellent customer service involves working with others, communicating with others and consulting others in order to meet the challenge of managing key customers effectively. The unit covers how you contribute to the development and implementation of customer management programmes. It is also about you being a proactive sales team member contributing to the successful delivery of sales support and customer management programmes. Who is this unit for? Sales Managers, Key Customer Managers and Senior Sales Managers Outcomes of effective performance 1 Contribute to the planning and preparation of a sales support and customer management programme 2 Ensure that everything is in place for managing and providing consistent levels of service to key customers efficiency and effectively 3 Identify activities that you need to undertake to implement a sales support and customer service programme in your area of responsibility 4 Establish resource requirements directly related to your role and area in order to deliver excellent sales support and customer management 5 Work with others to identify appropriate ICT support for effective and proactive two-way communication with customers 6 Establish internal/external stakeholder relationships with other business functions where there are strong links with service delivery 7 Make realistic promises and keep the commitments you have made to others 8 Ensure that you record and store customer management information accurately and in a way that it can be easily retrieved 9 Supply accurate and up to date customer management information to key customers and sales personnel Level 2 NVQ in Sales (6770) 129

10 Adhere to quality initiatives, processes and procedures and service level agreements as determined by your customer and your organisation 11 Take joint action with other team members to ensure that the level of service provided continues to meet customer expectations. Behaviours which underpin effective performance 1 You proactively respond to customer needs 2 You contribute to the development and implementation of plans 3 You develop an ethos of trust, commitment and co-operation with all stakeholders 4 You demonstrate a sound awareness of the appropriate technology and software used to manage key customers 5 You show professionalism, are ethical and demonstrate integrity at all times 6 You articulate views and concerns in relation to the management of the key customer relationship 7 You comply with the quality and service standards of your organisation 8 You show an awareness of legislation relating to the storing and usage of customer information 9 You adhere to health and safety requirements relating to your role and area of responsibility 10 You communicate efficiently and effectively and follow organisational guidelines 11 You respond positively to customer criticism and take steps to improve Level 2 NVQ in Sales (6770) 130

General knowledge and understanding 1 The concept of key customers and the benefits of key customers to organisations 2 The concept of customer relationship management and the principles of trust, commitment and co-operation that underpin it 3 Sales support, customer service and customer care, and how they add value to key customer relationships 4 The role and scope of sales teams in delivering sales support and customer service and the importance of working with others 5 Different types of accredited quality programmes and the importance of adhering to them 6 The development of service standards and how they are used as measures of performance 7 How to communicate effectively when dealing with key customers 8 How to use ICT to manage customer relationships and information 9 The interaction and integration of functional departments within organisations and the importance of internal communication and co-operation 10 The concepts of monitoring and evaluation and their importance in identifying continuous improvement. Industry specific knowledge and understanding 1 Industry standards and professional codes of practice relating to the way you deal with customers and manage customer information 2 Legislation directly relating to the delivery of sales support and customer management 3 Competitor activities in sales support and customer management Level 2 NVQ in Sales (6770) 131

Context specific knowledge and understanding 1 Who the key customers of your organisation are and which ones you will be involved with 2 Contractual arrangements and organisational targets relating to managing key customers 3 Service level agreements and how they will be monitored and evaluated 4 Quality/process accreditations and procedures used by your organisation 5 Organisational structure relating to sales support and customer service teams 6 The limits of your own authority within your given role and when to seek permission or agreement from others 7 Potential problems, barriers and limitations of customer accounts 8 Communication platforms used to communicate with key stakeholders in key customer relationships 9 Information communication technologies and software packages used to communicate with customers and store relevant information 10 How to store and retrieve information accordingly following organisational guidelines Evidence Requirements 1 You must provide evidence that shows you have done this over a sufficient period of time for your Assessor to confirm you are competent. 2 Evidence for this unit will be shown through good administrative and quality processes Level 2 NVQ in Sales (6770) 132

425 (9.6) Monitor and control relationship management activities Overview This unit is about the role of the sales team in monitoring and controlling customer relationships in order to maintain and continuously control the level of service offered. The unit also covers the initiation of change to products or services in response to the changing needs and expectations of key customers. The focus of the unit is on identifying current methods of obtaining feedback and information to support monitor activities and ensuring feedback on customer service is actively sought and acted on. Who is this unit for? Sales Managers, Key Customer Managers and Senior Sales Managers. Outcomes of effective performance 1 Identify and evaluate the most effective methods of obtaining customer feedback 2 Establish the qualitative and quantitative information you need from customer feedback 3 Select the most appropriate methods of formal and informal feedback for monitoring of key customer activities 4 Set up procedures and processes to support monitoring and control activities in agreement with key customers 5 Identify key stakeholders in your organisation and in the key customer organisation to be involved in the monitoring process 6 Establish ICT requirements for monitoring and feedback purposes 7 Make use of all available regular reporting about key customer relationships and identify opportunities to improve that reporting 8 Identify effective ways of communicating with others during monitoring and control activities 9 Identify and evaluate key techniques to be used to analyse information obtained during monitoring and control 10 Identify key strengths and weaknesses of the relationship and areas for improvement 11 Establish key variances in customer feedback, identify reasons for them and consider the implications of them for the future of the key customer relationship Level 2 NVQ in Sales (6770) 133

12 Establish to whom the feedback should be communicated and recommendations made and ensure that the communication is effective. Behaviours which underpin effective performance 1 You articulate clearly the need for feedback as a mechanism for monitoring and controlling of key customer relationships 2 You work with others to establish the most appropriate methods of feedback for monitoring and controlling purposes 3 You work to overcome barriers to feedback and monitoring activities 4 You demonstrate flexibility and commitment to the monitoring and control process 5 You proactively seek informal feedback 6 You motivate others to participate fully in the monitoring process 7 You influence internal stakeholders to improve customer service as a result of monitoring and control activities 8 You communicate effectively and to the right stakeholders key information relevant to current and future developments 9 You act within your area of responsibility 10 You show integrity and are ethical at all times General knowledge and understanding 1 The concept of monitoring and control and why it is so critical to maintaining and enhancing key account relationships 2 Various methods and processes for obtaining customer feedback 3 The differences between formal and informal ways of gaining feedback and how to use the information effectively 4 The types of qualitative and quantitative information required for monitoring and controlling purposes 5 The key stakeholders who typically should be involved in the monitoring and control process 6 Effective ways of communicating and consulting others 7 Available ICT systems available for collating and collecting customer feedback 8 Different methods available for analysing formal and informal feedback 9 How to store and retrieve customer feedback information safely and easily Level 2 NVQ in Sales (6770) 134

10 Ways to provide analysed information and the various reporting techniques that can be used to provide formal feedback 11 How to motivate people involved in the process to be proactive and effective in monitoring and control activities 12 Ways of influencing others to respond to customer feedback and improve levels of service Industry/sector specific knowledge and understanding 1 Legislation and regulation relating to customer account monitoring and feedback 2 Issues relating to confidentiality of information 3 Ethical issues associated with the collection of customer information 4 Internal and external issues that could impact upon the type of information obtained Context specific knowledge and understanding 1 Account arrangements for key customer relationships 2 Key objectives and targets relating to the performance of the key customer relationship 3 Your organisation s requirements for monitoring and control activities 4 Your organisation s practices relating to monitoring and controlling key customer activities 5 Available technology, software and systems available for monitoring and control purposes 6 Organisational report formats used for monitoring and controlling key customer activities 7 Your area of responsibility and limits of authority 8 Current methods used for analysing and presenting customer feedback information for monitoring and control purposes 9 Methods for managing sales support and customer service improvements 10 Methods for dealing with variances in performance 11 Approaches to continuous monitoring and control of sales activities in key customer relationships Level 2 NVQ in Sales (6770) 135

Evidence Requirements 1. You must provide evidence that shows you have done this over a sufficient period of time for your Assessor to confirm you are competent. 2. You need to demonstrate the use of current methods for obtaining feedback and information from customers which can be acted upon. Level 2 NVQ in Sales (6770) 136

Accreditation, national frameworks and qualification level descriptors Please visit the following websites to find information on accreditation, national frameworks and qualification level descriptors in each country. Nation Who to contact Website England The Qualifications and Curriculum Authority www.qca.org.uk Scotland The Scottish Qualifications Authority www.sqa.org.uk Wales Northern Ireland The Department for Education, Lifelong Learning and Skills Wales The Council for Curriculum, Examinations and Assessment www.new.wales.gov.uk www.ccea.org.uk Level 2 NVQ in Sales (6770) 137

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