Académique Documents
Professionnel Documents
Culture Documents
Chapter 1:
Introduction to Selling
and Sales Management
Sale s Management
Sales
management
Planning Motivating
Budgeting Compensating
Recruiting and selecting Designing territories
Training Evaluating performance
Figure 1-2:
Marketplace Changes and Selling
Consequences
Competition Customers
Global Competition Fewer Suppliers
Shorter Production Rising
Cycles Expectations
Blurred Boundaries Increasing Power
Selling Process
Relationship Selling
Sales Teams
Inside Selling
Productivity Metrics
What Creates Satisfied
Customers?
21% A Total
Customer
Solution
37%
Competence
of the
Salesperson
25% Quality
of Product
or Service
17%
Competitive Price
Figure 1-3:
Contrasting Transactional and
Relationship Selling Models
TRANSACTIONAL RELATIONSHIP
Emphasis on Emphasis on general
Sales skills Management skills
Respond to Proactive innovation/opportunity
Customer needs Identification and offers
Provide good products, Value-based offers/
Price, and services Organizational enablers
Narrow the Broaden to
customer focus Customers’ customer
Differentiate through Differentiate through
Products People
Sales/revenue Profit management focus/
Focus Share of customer
Traditional customer Trusted business advisor
relationships and partner
Figure 1-4:
Traditional Buyer-Seller Interface
versus A Team Interface
TRADITIONAL BUYER-SELLER
BUYER-SELLER INTERFACE TEAM
INTERFACE
Sales Customer
Sales Purchasing
Team Team
Problem-Solving
Making Presentations
Answering Objections
A Sal es Force
Ma na ger ’s
Skil l Set
Willingness to Train/Coach
Profit Mentality
Initiative
Figure 1-5:
A Model of Sales
Management Competencies
Strategic
Action
Competency
Technology Coaching
Competency Sales Competency
Management
Global Effectiveness Team
Perspective Building
Competency Self- Competency
Management
Competency
St rate gic Ac tion
Co mp etenc y
Dime nsi ons
Understanding the Industry:
Understands the history and general trends in
the industry and their implications for the
future
Stays informed of and anticipates the actions
of competitors and strategic partners
2. ERP 2. Extranet
3. CRM 3. E-Commerce
4. Groupware
Figure 1-6:
Career Paths at Procter and Gamble
EXECUTIVE MANAGEMENT
FUNCTION MANAGEMENT – GENERAL MANAGEMENT
ACCOUNT MANAGER
Geographic Other Field or
Operations
or Team General Office
Manager
Account Exec Roles