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Design and mange sales force selina Content Design the sales force ..................................................................................... 3 Sales force objective.................................................................................. 3 Sales force strategy ................................................................................... 3 Sales force structure .................................................................................. 3 Sales force size ......................................................................................... 3 Sales force compensation ......................................................................... 4 Managing the sales force ................................................................................. 4 Recruiting and selecting sales representatives .......................................... 4 Training sales representatives ................................................................... 4 Supervising sales representatives ............................................................. 4 Motivating sales representatives ............................................................... 4 Evaluating sales representatives ............................................................... 5 Design the sales force Sales force objective Common tasks for salespeople includes: Prospecting,Targeting,Communicating,Selling,Information gathering,Allocating Leveraged sales force Direct (company) sales force Contractual sales force

Sales force structure Territorial: Each sales representative is assigned an exclusive territory. This sales structure results in a clear definition of responsibilities. It increases the rep’s incentive to cultivate local business and personal ties. Travel expenses are relatively low because each rep travels within a small area. Territory size: Territories can be designed to provide equal sales potential or equal workload. Territories of equal potential provide each rep with the same income opportunities and provide the company with a means to evaluate performance. Territories can also be designed to equalize the sales workload so that each rep can cover the territory adequately. Territory shape: Territories are formed by combining smaller units, such as counties or states, until they add up to a territory of a given potential or workload. Companies can use computer programs to design territories that optimize such criteria as compactness, equalization of workload or sales potential, and minimal travel time.

Sales force size Workload approach: i. Customers are grouped into size classes ii. Desirable call frequencies are established for each class iii. The number of accounts in each size class is multiplied by the corresponding call frequency iv. The average number of calls a sales representative can make per year is determined v. The total number of sales representatives needed is determined Sales force compensation Four Components:  Fixed amount  Variable amount  Expense allowances  Benefits

Managing the sales force Recruiting and selecting sales representatives Training sales representatives Training Programs Have Several Goals Sales representatives need to:  Know and identify with the company  Know the company’s products  Know customers’ and competitors’ characteristics  Know how to make effective sales presentations  Understand field procedures and responsibilities

Supervising sales representatives  Supervising Sales Reps  Norms for Customer Calls  Norms for Prospect Calls  Using Sales Time Efficiently

Motivating sales representatives Motivating Sales Reps  Churchill, Ford, & Walker Motivation Model:  Sales managers must be able to convince salespeople that they can sell more by working harder or being trained to work smarter  Sales managers must be able to convince salespeople that the rewards for better performance are worth the extra effort

Sales Quotas  Supplementary Motivators  Sales meetings  Sales contests

Evaluating sales representatives Sources of Information Formal Evaluation

Sales force compensation is an essential part to attract more top-quality

sales representatives, since very employee needs encouragement from their super-stratum leaders, especially material things.

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一般的销售管理信息(DOC 8页)

一般的销售管理信息(DOC 8页)

How did your responsibilities change after the reorganization?As a General Manager of a Subsidiary•Management of the Profit 70%•Management of People 30%•Responsible for profitability.•Were measured on success in increasingprofitability through aggressive Pricingand cost containment activities.•Independent pricing authority andcarried all expenses for conductingbusiness.•Returned profit to HQAs a General Manager of a Sales Region•Management of Sales Plan 70%•Management of People 30%• Responsible for increased Sales • Will be measured on success in applying HQ pricing strategies and managing an expense budget. • Pricing and some expenses will beSUB PROCESS 1.0 STRATEGY / MEASUREMENTS1.1 OBJECTIVES / BUDGET ALLIGNED WITHSTRATEGIC/BUSINESS PLANS1.2 ORGANIZATION1.3 MEASUREMENTS1.4 RANKING CRITERIA1.5 COMPENSATION PLANNING1.6 RECOGNITION / INCENTIVES1.7 SALES PRODUCTIVITYSUB PROCESS 2.0 ASSIGNMENT PLANNING/SIZING2.1 TERRITORY PLANNING/ SIZING2.2 OPPORTUNITY IDENTIFICATION/ RANKING2.3 KEY ACCOUNT MANAGEMENT2.4 FORECASTING STRATEGIES2.5 GET WELL PLANS / GAP CLOSURE STRATEGIES SUB PROCESS3.0 TERRITORY MANAGEMENT3.1 ACCOUNT / TERRITORY PLANNING3.2 TERRITORY/ TIME MANAGEMENT3.3 BACKWARD/ FORWARD PLANNING3.4 WEEKLY CALL PLANSSUB PROCESS 4.0 MANAGEING THE SALES PROCESS4.1 CREATING THE SALES PROCESS4.1 MANAGING THE SALES PROCESS4.3 MONTHLY QUOTA STATUS MEETINGS4.4MONTHLY REPORTSSUB PROCESS 5.0 DEVELOPING SKILLS5.1 SALES SKILLS / TRAINING5.2 COACHING / COUNSELING5.3TEAM MEETINGS / TEAM BUILDING / TEAM SELLINGSUB PROCESS 6.0 BUILDING A WINNING TEAM6.1 RECRUITING6.2 EVALUATION / SELECTION PROCESS6.3 PERFORMANCE APPRAISALS6.4 MANAGING THE MARGINAL PERFORMER6.5 FIRING THE NON-PERFORMERBARRIERSCOMPENSATION PLANS NOT EFFECTIVENOT ALIGNED TO BUSINESS STRATEGYNON- MOTIVATINGSALES FORCE NOT TRAINEDLACK OF PRODUCT KNOWLEDGESELLS PRICE NOT VALUEBASIC SELLING SKILLSNO MANAGEMENT PROCESSNO DRUMBEATNO ACCOUNTABILITYNO OWNERSHIPUNCLEAR MARKETING STRATEGIESSEGMENTATION NOT EFFECTIVELACK OF PRODUCT SUPPORTPRICING INEFFECTIVEPRODUCT STRATEGIES NOT CLEARINEFFECTIVE FORECASTINGNOT ACCURATETOO TACTICALNO CONFIDENCELACK OF PERFORMANCE PLANNINGNOT USED EFFECTIVELYNOT ALIGNED TO EXPECTATIONSNOT ENFORCEDINEFFECTIVE HIRING AND FIRING PRACTICESINADEQUATE POOL OF POTENTIAL HIRESINTERVIEWING TOOLS / METHODOLOGIES NOT EFFECTIVENOT RELEASING NON- PERFORMERS FROM BUSINESSNO RANKING OF SALES FORCERANKING CRITERIA NOT APPROPRIATERANKING TOO COMPLICATEDNOT USED AS MOTIVATIONAL TOOINEFFECTIVE REWARDS/RECOGNITION SYSTEMINCENTIVE PROGRAMS NOT A MOTIVATING INFLUENCE BONUSES NOT EFFECTIVE/ MOTIVATINGREWARDS NOT ACCEPTED/VISIBLEINEFFECTIVE TERRITORY ASSIGNMENTSNOT SIZED PROPERLYTOO RICH/LEANINADEQUATE COVERAGEOPEN TERRITORIESDOES NOT ENCOURAGE/ PROMOTE PROSPECTINGNOT CONTIGUOUS/ GEOGRAPHICLACK OF ACCOUNT MANAGEMENT PROCESSNO LARGE ACCOUNT PLANNING PROCESSNO LONG-TERM OBJECTIVESSALES FORCE MEASUREMENTS NOT ALIGNEDREWARDS/PAY NOT ALIGNEDRETENTION RATES TOO HIGH / LOWNO RELEASING OF NON-PERFORMING SALES REPSTURNOVER TOO HIGHSPAN OF CONTROL NOT APPROPRIATETOO MANY DIRECT REPORTSTOO FEW DIRECT REPORTSINADEQUATE SUPPORTFIELD SALES SUPPORT INADEQUATETECHNICAL SUPPORT INADEQUATETECHNOLOGY INADEQUATEOUTDATED TECHNOLOGYWILL NOT SUPPORT MANAGEMENT PROCESSWILL NOT SUPPORT SALES PROCESSLACK OF COLLATERAL MATERIALSSALES MATERIALS NOT ADEQUATESPECIAL BIDS / PRICING PROCESS INEFFECTIVETOO CUMBERSOMEFPY TO LOWNO OWNERSHIP/INADEQUATE MANAGEMENT TRAININGNO TRAINING OF FIRST LINE MANAGERSAIP’S NOT MANAGEDMANAGERS NOT USING STRATEGIC FILTERSNO ABILITY TO REF USE AIP’STOO MANY REQUESTS FOR INFORMATIONIMPLEMENTATION NOT ENFORCED BY MANAGEMENTPROGRAMS ARE ANNOUNCED AND NOT USEDOPTIONALISM IS CONDONEDSUBSTITUTE PROCESSES USED TO WORK AROUND BARRIERS NO ATTEMPT TO FIX PROBLEMSBARRIERS ARE ACCEPTEDTRANSPARENT MANAGEMENT PRACTICESNO ONE TAKES RESPONSIBILITY FOR DIRECTIONSBLAMES ANY ATTEMPT TO MANAGE ON UPPER MANAGEMENTEXPECTATIONS NOT INSPECTED FOR COMPLIANCENO ATTEMPT TO ENFORCE MANAGEMENT DIRECTIVESNO PENALTY FOR NOT FOLLOWING THROUGH ON DIRECTIVESMANAGERS NOT HELD ACCOUNTABLE FOR PERFORMANCE MISSING OBJECTIVES IS ACCEPTED AS GOOD TRYNO SENSE OF URGENCY TO MAKE PLANREACTIVE MANAGEMENT IS THE NORMTOO BUSY TO PLANPLANNING IS VIEWED AS USELESSNO TIME TO MANAGE PEOPLEMANAGEMENT FOCUS TOO TACTICALNOT MANAGING THE DRIVERSFOCUS ON RESULTS MEASUREMENTSNO DRIVERS OR NOT ACCEPTED AS VALIDSALES BUDGETS NOT ASSIGNED PROPERLYTOO MUCH OVER ASSIGNMENTNO EXPENSE CONTROL AT SALES MGR. LEVELLACK OF MANPOWER PLANNING - OPEN TERRITORIES NO POOL OF TALENTTOO MUCH TERRITORY COMBININGTEMPORARY ASSIGNMENTSRESOURCES REQUIREDSALES PLANBUDGETSSALES TRAINING MATERIALSPERFORMANCE EVALUATION FORMSMONTHLY/ QUARTERLY REPORTSRECOGNITION PROGRAMSCOMPENSATION PLANSORGANIZATION CHARTS/ MANPOWER PLANSSCHEDULED MEETINGSMEASUREMENTSMANAGEMENT REPORTS/ TOOLSFORECAST TOOLS / METHODOLOGYTERRITORY ASSIGNMENTS / METHODOLOGYKEY ACCOUNT IDENTIFIERS/CRITERIAPLANNING METHODOLOGIESPERFORMANCE APPRAISAL SYSTEMDRUMBEATREPORTSMEETINGSMEASUREMENTSREWARDSLEADERSHIP / MOTIVATION。

销售管理手册DOC 21页精品文档21页

销售管理手册DOC 21页精品文档21页

销售管理手册目录一、区域销售管理制度二、合同管理制度三、发货管理制度四、发票管理制度五、应收帐款管理制度六、业务人员建帐、对帐管理制度七、换、退货管理制度八、客户档案管理制度九、客户服务制度十、价格体系政策十一、开发及促销维护政策十二、宣传品、礼品、赠品使用制度十三、报告制度十四、例会交流制度十五、考核管理制度十六、业务交接管理制度一、区域销售管理制度1．严格执行公司关于在规定区域内开展销售的规定，严禁与非经销区域的经销单位发生任何形式的业务往来。

2.公司发货实行批号管理，物流管理部门在产品外包装箱上加盖产品编码，以示区别。

3.严格按公司规定的销售价格供货，不得以任何方式变相压价销售。

一经发现，将给予当事人及直接主管以销售差价5倍以上的罚款。

4.加强对客户的监控，原则上要求其不得跨区域销售，对正常辐射的客户不予控制，但必须提供商品流向单。

否则将停止发货。

对恶意串货和低价串货者将终止协议的执行，取消产品经销资格。

5.做好市场防范工作，发现恶意冲货或低价冲货问题，摸清事实，获取证据，及时举报。

对发现并证实有恶意冲货行为的，公司将根据具体情节对予以处罚。

二、合同管理制度为保障公司产品销售业务的正常运行，销售部门按公司有关产品价格、结算政策、交易方式等规定向经销商提出要约，促使代理商承诺并签定《代理合同》，并促进合同的执行过程符合规范要求。

1）．在与客户开展销售业务活动中，每笔业务都必须按规定详细填写公司统一印制的《代理合同》，以此作为公司销售计划、发货、回款、折让的依据。

协议单位除签订全年购销协议外，每笔业务同样要签订《购销合同》。

2）.回款期限折让以整笔合同执行完毕为准,对分品种回款的客户应每品种签订一个合同,以防止部分结款时无法兑现折让。

3）、与客户签订合同必须严格按照公司制定的价格政策、资信限额、交货方式、结算政策执行。

4）、与客户签订合同时，须详细填写产品品名、单位价格、交货时间、购货方全称及开户行、帐号、税号、交货地点、结算方式和期限等，内容完整无漏项，字迹工整、清晰。

销售管理方案大纲

销售管理方案大纲

销售管理方案大纲销售管理方案大纲销售管理，属于营销管理中的一个模块，也是企业管理的重要组成部分。

下面，小编为大家分享销售管理方案大纲，希望对大家有所帮助!一、前言：1、描述公司概况2、制定本销售管理方案的目的二、销售组织结构设计：1、销售组织设计原则(例：公平性)2、销售组织结构类型的选择(例：区域客户产品)3、具体设计(结构图+文字描述)三、市场策略：1、市场层次策略：核心市场辅助市场贸易市场2、市场竞争策略(可略)四、渠道管理：1、渠道选择(直销经销代销)2、渠道管理：渠道商入选条件合同签订档案管理3、渠道控制：价格控制激励政策窜货管理违约处罚4、渠道培养：能力教育培养厂商亲情化培养五、销售日常管理：1、销售人员管理：招聘培训工作方法与考核激励政策费用与报销政策2、订单流程管理：业务员合同审核盖章发货申请3、发货流程管理：财务下单提货出货物流过程客户验货回单返回4、货款回收管理：合同开票交款开题货单尾款催收5、售后服务管理：服务信息的获得落实经办人结果反馈电话回放6、绩效管理：日常工作量统计月末考核兑现7、办公室日常工作管理：制定销售计划落实计划执行协助解决出现的问题常规信息沟通组织销售会员六、客户管理：1、客户资源的来源：确定客户范围寻找客户收集资料建立客户档案2、客户访问：新客户访问老客户回访关系活动3、客户管理与淘汰：客户分类客户的评估客户的优化与淘汰4、风险客户的预警管理：客户销售货款的'监控不及时回款原因是否需要报告及时停止发货七、终端促销管理：1、促销原则与目标：企业促销方向性原则联合促销与独立促销促销费用承担申请与审批2、促销前准备工作：审核促销计划落实可行性执行细节确定具体人员落实促销、财、物情况3、促销中的管理：具体实施促销活动调查促销活动的效果监督促销过程是否符合要求及时处理出现的问题4、广告活动、公共关系的支持：广告的支持公共管理的支持5、促销结束后的总结：总结得与失评估效果表彰与惩罚。

销售与分销管理sales-and-distribution-management课件.ppt

销售与分销管理sales-and-distribution-management课件.ppt

Grab ‘em Show ‘em Answer ‘em
Sell ‘em Keep ‘em
Creative Selling Process
Identify and Qualifying Prospects
• Prospecting: Identifying likely new customers
Ethical Issues
• Kickbacks, bribes and “gifts”
• Price discrimination • Cheating on expense
accounts • Misrepresentation
Distribution Channel Design and Management
The Role of the Sales Force
• Personal selling is effective because salespeople can:
– probe customers to learn more about their problems,
– adjust the marketing offer to fit the special needs of each Байду номын сангаасustomer,
Product Benefits.
Steps in the Selling Process
Step 5. Handling Objections Step 6. Closing
Seeking Out, Clarifying, and Overcoming
Customer Objections to Buying.
Organizing Sales Activities