Coordinate, develop, and manage the sales team to achieve objectives

of 6 Coordinate, develop, and manage the sales team to achieve objectives Level 6 Credits 10 Purpose People credited with this unit standard are able to: develop objectives for sales team; evaluate and select structures for sales team; develop strategies for sales team; coordinate, monitor, and control activities of sales team; evaluate performance of sales team. Subfield Domain Status Retail, Distribution, and Sales Wholesale Registered Status date 20 June 2008 Date version published 20 June 2008 Planned review date 31 December 2013 Entry information Accreditation Standard setting body (SSB) Open. Evaluation of documentation and visit by NZQA and industry. ServiceIQ Accreditation and Moderation Action Plan (AMAP) reference 0225 This AMAP can be accessed at http://www.nzqa.govt.nz/framework/search/index.do. Special notes 1 Evidence is required of competent performance in a sales management context. 2 Definitions Product refers to goods and/or services in this unit standard. Organisational procedures refer to instructions to staff on policy and procedures which are formally documented, or generally accepted within the workplace. Agreed indicates a course of action that is accepted between two or more people (including the candidate) and which follows organisational procedures. Manage may include but is not limited to self-management, teamwork, planning, communication, consultation, negotiation, compromise, direction, leadership, coordination, control, respect, ethics, supervision, monitoring, evaluation, feedback, reporting.

of 6 3 Performance of the elements of this unit standard must comply with the requirements of the following legislation: Consumer Guarantees Act 1993, Fair Trading Act 1986, Credit Contracts and Consumer Finance Act 2003, Sale of Goods Act 1908, Privacy Act 1993, Employment Relations Act 2000, Health and Safety in Employment Act 1992, and the Human Rights Act 1993. 4 Evidence is required for coordination, development and management of a sales team in two different contexts. Elements and performance criteria Element 1 Develop objectives for sales team. 1.1 Procedures for development of objectives for sales team are identified in may include but is not limited to planning, consultation, negotiation, documentation, presentation, adjustment, approval. 1.2 Factors influencing achievement of objectives by sales team are identified in may include but is not limited to new or existing customers; customer needs, preferences, loyalty, openness to sales strategies; size, makeup, nature, skills, experience, motivation, preferences of sales team; competition; market access, location, expectations, fit with organisation and its products; market share; organisational culture and image; brand loyalty; price sensitivity; servicing requirements; legislation. 1.3 Objectives for sales team are developed in accordance with organisational procedures. may include but is not limited to specific; measurable; achievable; results focused; time-bound; linked to organisation s overall objectives; consistent with organisational strategic directions. 1.4 Objectives for sales team match requirements of customers. may include but is not limited to products, sales approaches, sales volume, customer service, relationships, strategies, incentives, timing, coverage, responsiveness. 1.5 Objectives for sales team are agreed to and documented in accordance with organisational procedures.

of 6 Element 2 Evaluate and select structures for sales team. 2.1 Strengths and weaknesses of alternative sales team structures are evaluated in may include but is not limited to evaluation of markets; products; sales; nature of the sales operation; policies and procedures; goals and objectives; needs of customers; locations; size, makeup, nature, skills, experience, motivation of sale team; relationships; responsibilities; accountabilities; legislative requirements. 2.2 Requirements of roles, functions and activities of sales team are identified in terms of achievement of agreed objectives. may include but are not limited to identifying desirable characteristics, specifying competencies, job analysis, job design, job description, person specification. 2.3 Structure of sales team is selected in accordance with organisational procedures. 2.4 Structure of sales team is relevant for achievement of agreed objectives. may include but is not limited to meeting of customer needs; meeting of organisational needs; efficiency; cost effectiveness; suitability for products; size, nature, composition and method of operation of sales team; ease of management; ease of administration; meeting of legislative requirements. 2.5 Structure of sales team maximises skills, motivation and experience of current and potential members of sales team. may include but is not limited to workload analysis, trend analysis, job design, job analysis, performance review, forecasting, quality management, recruitment, selection, nature of employment contract, remuneration, incentives, work allocation, career planning, succession planning, equal employment opportunities, delegation, induction, motivation, recognition, encouragement, training and development, coaching, mentoring, health and safety, employee relations. 2.6 Structure of sales team matches requirements of customers and target markets. 2.7 Structure of sales team ensures sales team is aligned with other business functions and organisational strategic directions.

2.8 Structure of sales team is agreed and documented in accordance with organisational procedures. 10469 version 4 Page 4 of 6 2.9 Structure of sales team is communicated to relevant parties in accordance with organisational procedures. may include but is not limited to management, sales team, other business functions, suppliers, customers, stakeholders. Element 3 Develop strategies for sales team. 3.1 Ability of sales team to achieve agreed objectives is evaluated in accordance with organisational procedures. may include but is not limited to skills, experience, motivation and preferences of the sales team; ability to meet customer needs; ability to counter competition; efficiency of management and administration; cost effectiveness; profitability; costs; overheads; resources. 3.2 Strategies for effective performance of sales team are developed in accordance with organisational procedures. may include but is not limited to prospecting; contacting customers; time management; scheduling; location; travel; selling; meeting customer needs; building customer relationships; administrating; managing; communicating; product storage, supply and distribution; managing public relations and market perceptions; receiving payments; invoicing; customer follow-up and support; identifying and developing new business; documenting; feedback; training; upskilling; reporting; evaluating. 3.3 Strategies for sales team match skills, experience and motivation of members of sales team. 3.4 Strategies for sales team integrate activities of individual team members with sales team, other business functions and organisational strategic directions. 3.5 Strategies for sales team match requirements of customers and target markets. 3.6 Strategies for sales team enable achievement of agreed objectives in may include but is not limited to sales volume, profit contribution, new business, repeat business, customer satisfaction.

of 6 Element 4 Coordinate, monitor, and control activities of sales team. 4.1 Responsibilities and accountabilities for activities of sales team are assigned in terms of agreed objectives. may include but is not limited to prospecting, marketing, administration of client base, scheduling and making sales calls, achievement of sales volumes and product targets, communication, development of new business, management of customer relations, reporting. 4.2 Activities of sales team are monitored in terms of compliance with policies and procedures and achievement of agreed objectives. may include but is not limited to observation, results, profitability, customer relationships, feedback, performance management. 4.3 Activities of sales team are monitored in terms of customer satisfaction, relevance for the sales environment, and ongoing business development. 4.4 Activities of sales team are coordinated and controlled to ensure compliance with policies and procedures, achievement of agreed objectives, customer satisfaction, relevance for the sales environment and ongoing business development. may include but is not limited to leadership, problem solving, communication, flexibility, adjustment, re-orientation, responsiveness. Element 5 Evaluate performance of sales team. 5.1 Procedures for measuring performance of sales team are identified in may include but is not limited to observation; research; monitoring of sales; analysis of results; self-evaluation; feedback from customers, manufacturers, suppliers, staff. 5.2 Performance of sales team is evaluated in accordance with agreed procedures. may include but is not limited to targets, products, approaches, structures, personnel, focus, resources, incentives, value to customers, responsiveness, achievement of objectives, profitability, variations, implications.

of 6 5.3 Procedures for improving performance of sales team are implemented in may include but is not limited to review of approaches, structures, objectives, resources, personnel; setting development objectives; providing resources; changing strategies; adjusting procedures; providing incentives; seeking feedback; providing professional advice and assistance, linking with mentor. Please note Providers must be accredited by NZQA, or an inter-institutional body with delegated authority for quality assurance, before they can report credits from assessment against unit standards or deliver courses of study leading to that assessment. Industry Training Organisations must be accredited by NZQA before they can register credits from assessment against unit standards. Accredited providers and Industry Training Organisations assessing against unit standards must engage with the moderation system that applies to those standards. Accreditation requirements and an outline of the moderation system that applies to this standard are outlined in the Accreditation and Moderation Action Plan (AMAP). The AMAP also includes useful information about special requirements for organisations wishing to develop education and training programmes, such as minimum qualifications for tutors and assessors, and special resource requirements. Comments on this unit standard Please contact the ServiceIQ qualifications@serviceiq.org.nz if you wish to suggest changes to the content of this unit standard.