Business is many things, the least of which is

the Balance Sheet…

It’s a Fluid, Living, Ever-Changing Thing…

Sometimes Building to Great Peaks,

And Sometimes Falling to Crumbled
Lumps…
The Soul of Business is a Curious Alchemy of
Needs, Desires, Greed and Gratification..

Mixed Together with Selflessness, Sacrifices

and Personal Contribution far Beyond
Material Returns
It Serves the Aspirations of Hundreds of
Men and Women,
And is the Source of Physical security and
Well Being for All of Us…
The Process of Managing Business is
Fascinating, Demanding and Creative…
Worthy of Being Classed with the Higher
Arts,
Worthy of the Highest Personal
Commitment for Self and Society’
Harold Sydney Geneen
ITT
Strategic Dimensions
 Organising the Sales Effort
Operational Dimension
 Managing Sales Personnel
 Controlling Sales Personnel
Tactical Dimension
 Managing the Selling Process
 The Sales Organisation
 Demand Forecasting
 Product Decisions
 Channel Decisions
 Pricing Decisions
 Sales Force Size Decisions
 A success of any organisation depends
on its ability to acquire and retain the
right customers
 The Sales Force is the most important
function which enables the organisation
to accomplishes this Goal
 The Sales Force accounts for 10-20% of a
company’s total expense budget
 A large Sales Force generates more
Revenues than a small one
 An Organised, Trained, Motivated,
Knowledgeable Sales Force generates
more Revenues than one that is not
 Not merely Communicating Value
 But Creating Value
 Managing Boundary Functions Between
Customer and Seller
 The Sales Force has a Market Sensing
Role
 It is the Primary Sensory Organ of the
Organisation
 It contributes Significantly to the
Organisation’s Marketing Process
 Who are the Customers
 What value do they seek from the seller
 What are their Priorities
 What are their Purchase Processes
 How the company’s Products are used
by the Customer
 Who is involved in the Decision Making
process
 What are the customer’s Evaluation
Criteria
 How the Customer prefers to Acquire
Information about products they need
 What Sales Channels do they Prefer
 What are the Emerging Sales Channels
 What Product Benefits and Features are
the Customers seeking
 What is the Pre-Sales and Post Sales
support customers seek
 Who are the Competitors
 How do Customers view Competitors
 What are their Strengths and Weaknesses
 What Strategies and Tactics do
Competitors Use
 Globally Co-ordinated Purchasing
 Cost of Product In Use
 New Industries
 Industry Convergence
 Customer Consolidation
 Product Innovation
 Channel Innovation
 Aggressive Investment
 Price Competition
 Bankruptcy
 Mergers
 Economic Changes
 Deregulation
 Technology
 Labour Market Shifts
 New Product Launch
 Merger
 Selling Process Redesign
 More Consultative
 Less Transactional
 New Channel Strategy
 New Markets
 Value Added Services
 High Cost To Sales Ratio
 Not Enough New Customer Acquisition
 Complacency
 Lack of Accountability
 High Turnover
 Inability to Handle Customer Diversity
 Inability to Handle Product Diversity
 The Sales Organisation
 Demand Forecasting
 Product Decisions
 Channel Decisions
 Pricing Decisions
 Sales Force Size Decisions
 Recruiting & Selecting Sales Personnel
 Planning, Executing, Evaluating Sales
Training Programs
 Managing Sales Person Performance
 Motivating Sales Personnel
 Evaluating & Supervising Sales Personnel
 Compensating Sales Personnel
 Establishing Performance Standards
 Recording and Evaluating Performance
 The Sales Budget
 Quotas
 Sales Territories
 Sales Control and Cost Analysis
 Strategy
 Structure
 Systems
 Style Of Management
 Skills - Corporate Strengths
 Staff
 Shared Values
 A bias for action, active decision making
- 'getting on with it'.
 Close to the customer - learning from the
people served by the business.
 Autonomy and entrepreneurship -
fostering innovation and nurturing
'champions'.
 Productivity through people - treating
rank and file employees as a source of
quality.
 Hands-on, value-driven - management
philosophy that guides everyday
practice - management showing its
commitment.
 Stick to the knitting - stay with the
business that you know.
 Simple form, lean staff - some of the best
companies have minimal HQ staff.
 Simultaneous loose-tight properties -
autonomy in shop-floor activities plus
centralised values.