Sales Management

By : Shinta Rahmani, SE., M.Si

 Personal Selling
• Direct communications between paid
representatives and prospects that lead to
transactions, customer satisfaction, account
development, and profitable relationships.
(Dalrymple)
 Positions of Personal Selling and Sales
Management in the Marketing Mix

Public Personal Sales

Advertising Internet
Relation Selling Promotion

Sales
Management

Planning Motivating
Budgeting Compensating
Recruiting and Designing territories
selecting Evaluating performance
Training
 Sales Management
• The planning, organizing, leading, and
controlling of personal contact programs
designed to achieve the sales and profit
objectives of the firm.
• Responsible of Sales Manager
– Achieving or exceeding the goals established for
performance in the current period
– Developing the people reporting to them
 The wrong myth about the sales

• The myth is wrong about the sales

• Sales reveals a personality that error
• Sales is something that is not productive
• Sales are for the extrovert
• Sales are low-status jobs
 Selling Strategies

• Transactional Selling
– Commodity items
• Consultative Selling
– High-touch selling, custom solutions for
complex customers
• Enterprise Selling
– B2B; integrated organization approach
A CHANGING MARKETPLACE
Marketplace Changes and Selling
Consequences
Competition Customers
• Globalization • Fewer suppliers
• Shorter product cycles • Rising expectations
• Blurred boundaries • Increasing power

Selling process
• Relationship selling
• Sales teams
• Inside selling
• Productivity metrics
 Selling Process
Transactional selling model
• Emphasis on sales skills
• Responsiveness to customer
needs
• Good products, price, and
service
• Narrow customer focus
• Differentiation through
products
• Sales/revenue focus
• Traditional customer
relationship
Relationship selling model
• Emphasis on general
management Skills
• Proactive innovation/opportunity
identification and offers
• Value-based offers/organizational
enablers
• Broadened to customers’
customer
• Differentiation through people
• Profit management focus/share
of customers
• Trusted business advisor and
partner
 Traditional Buyer-Seller Interface
versus a Team Interface
Traditional buyer-seller Buyer-seller interface
interface team

Sales Purchasing Sales Purchasing

Team Team

Supplier Customer Supplier Customer

 Delivering Real Value

• Create Value through Services & Reducing

Costs
• Understand Customers
– Know their problems and issues
• Differentiate your “widget” from market
• If you can’t make it better, improve
process
 THE SALES MANAGEMENT
PROCESS

1. The formulation of a sales program.

2. The implementation of the sales program.
3. The evaluation and control of the sales
program.
 THE SALES MANAGEMENT
COMPETENCIES (cont)
• Strategic Action Competency.
• Understanding the industry
• Understanding the organization
• Taking strategic actions
• Coaching Competency.
• Providing verbal feedback
• Role modeling
• Building trust
• Team-Building Competency.
• Designing teams properly
• Creating a supportive environment
• Managing team dynamics appropriately
 THE SALES MANAGEMENT
COMPETENCIES (cont)
• Self-Management Competency.
• Integrity and ethical conduct
• Managing personal drive
• Self-awareness and development
• Global Perspective Competency.
• Cultural knowledge and sensitivity
• Global selling program
• Technology Competency.
• Understanding the productivity potential of new technology
• Implementing sales force automation (SFA)
• Implementing customer relationship management (CRM)
 REFERENCE
1. Dalrymple D.J, Cron, W.L & Decarlo, T.E ,
Sales Management, 7th Ed, John Wiley &
Sons, Inc. New York
2. Basu Swastha Dh (2000), Manajemen
Penjualan, BPFE, Yogyakarta
3. Rackham, N & DeVincentis, J.R (1999),
Rethinking The Sales Force, McGraw Hill,
New York