Sales Management
Sales Management
Sales Management
Set of flashcards Details
| Flashcards | 149 |
|---|---|
| Language | English |
| Category | Marketing |
| Level | University |
| Created / Updated | 19.04.2016 / 21.02.2020 |
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9) Motivation of Salespersons
Motivational Challenges across Career Stages: What are the career stages of salespeople?
1) Exploration
2) Establishment
3) Maintenance
4) Disengagement
9) Motivation of Salespersons
Motivational Challenges across Career Stages: 1) Exploration
Motivational Needs and Manager Role
Motivational Needs:
Learn the skills required to do on the job well
Manager Role:
- Reinforce accomplishments
- Spend time with salesperson
- Discuss long-term benefits of working for the organization
9) Motivation of Salespersons
Motivational Challenges across Career Stages: 2) Establishment
Motivational Needs and Manager Role
Motivational Needs:
- Use skills to produce results, increase job autonomy
Manager Role:
- Provide high rewards for high achievers
- Have salespeople to recognize that success is something other than just promotion to sales management
9) Motivation of Salespersons
Motivational Challenges across Career Stages: 3) Maintenance
Motivational Needs and Manager Role
Motivational Needs:
- Develop a broader view of work and organization, maintain high performance level
Manager Role:
- Challenge salespeople to use their knowledge in new ways
- Introduce significant rewards for mastering new challenges
9) Motivation of Salespersons
Motivational Challenges across Career Stages: 4) Disengagement
Motivational Needs and Manager Role
Motivational Needs:
- Establish a stronger selt-identity outside of work, maintain acceptable performance level
Manager Role:
- Maintain focus on personal goals and importance of organizational citizenship behaviors (e.g., being a role model, assist in other aspects of the organization)
9) Motivation of Salespersons
Sales Career Path
Exploration Stage
Establishment Stage
Maintenance Stage
Disengagement Stage
9) Motivation of Salespersons
Classification and Examples of Incentives
(2 Classes, 2 and 3 sub-classes)
Material Incentives
- Monetary
- Non-monetary
Immaterial Incentives
- Individual-related
- Work-related
- Organisation-related
9) Motivation of Salespersons
3 examples for monetary inventives
- fixed salary
- commission
- bonus
9) Motivation of Salespersons
2 examples for non-monetary incentives
- company car
- travel incentives
9) Motivation of Salespersons
2 examples for individual-related incentives
- recognition programs
- mentoring, coaching
9) Motivation of Salespersons
3 examples for work-related incentives
- title
- job enrichment
- responsibility
9) Motivation of Salespersons
2 examples for organisation-related incentives
- employee events
- gym
5) Selection and Development of Salespersons
Variables Affecting Performance and Management Actions to Influence Them
- Aptitude --> Recuittment and Selection Policies
- Personal Characteristics --> Recuitment and Selection Policies
- Skill level --> Training and Supervision
- Role Perceptions --> Training and Supervision; Account Management Policies
- Motivation --> Compensation and Reward Systems
- Organizational and environmental Factors --> Sales Force Organization, Territory Design, Marketing Programs
5) Selection and Development of Salespersons
Variables Affecting Performance: Aptitude (Definition)
Native abilities and enduring personal traits relevant to teh performance of job activities (e.g. mental abilities, personal traits)
5) Selection and Development of Salespersons
Variables Affecting Performance: Personal characteristics
Physical traits, family background, education, work and sales experience, lifestyle etc.
5) Selection and Development of Salespersons
Variables Affecting Performance: Skill level (Definition)
Learned proficiencies at performing job activities
5) Selection and Development of Salespersons
Variables Affecting Performance: Role perceptions
Perceptions of job demand and the expectations of role partners
5) Selection and Development of Salespersons
Variables Affecting Performance: Motivation (Definition)
Desire to expend effort on specific job activities
5) Selection and Development of Salespersons
Variables Affecting Performance: Organizational and environmental factors
Sales potential of salesperson's territory, salesperson't autonomy, company's competitive strength ect.
5) Selection and Development of Salespersons
Characteristics that are often used as Selection Criteria: Current Status and Lifestyle (1)
Maritial/family status
5) Selection and Development of Salespersons
Characteristics that are often used as Selection Criteria: Aptitude (3)
Cognitive abilities
Sales aptitude
Math ability
5) Selection and Development of Salespersons
Characteristics that are often used as Selection Criteria: Personality (3)
Responsibility
Need for achievement/intrinsic rewards
Dominance
5) Selection and Development of Salespersons
Characteristics that are often used as Selection Criteria: Skills (2)
- Vocational Skills
- General Management
6) Coordination and Integration of Marketing and Sales
Definitions of Marketing and Sales
Marketing involves directing and carrying out an exchange of goods an services aimed at satisfying the needs and wants ot the customers.
Sales Management involves the management of a company's personal selling function designed to achieve the sales and profit goals of a firm.
6) Coordination and Integration of Marketing and Sales
Example why Marketing and Sales need to be more integrated
B2B Marketing:
- shift from product-to customer focused strategic or key strategic account management
- CRM
- outbound vs. inbound marketing in the internet age
- "value added" selling strategies
....demand cross-functional account teams and closer inter-functional coordination between Marketing and Sales departments
6) Coordination and Integration of Marketing and Sales
Typical Conflicts between Marketing and Sales (8)
- What is the right objective for Sales? / Allocation of sales efforts
- Marketing resource allocation
- sales forecasting and goal setting
- market information and intelligence gathering
- Who "owns" the customers?
- Who is responsible? Who takes credit?
- Incompatible decision making
- Lack of respect and superiority complex
6) Coordination and Integration of Marketing and Sales
Classic differences between Marketing and Sales Issues (Graph)
Sales: Microlevel (Customer-oriented and Tactical)
Marketing: Aggregate level (Strategic and Competitor-Oriented)
6) Coordination and Integration of Marketing and Sales
What Marketing and Sales tasks realy need to be integrated?
Typical primary and overlapping tasks: Marketing Tasks (8)
- Competitive Analysis
- Market research
- Market segmentation
- Product development
- Product Positioning
- Pricing
- Packaging
- Advertising
6) Coordination and Integration of Marketing and Sales
What Marketing and Sales tasks realy need to be integrated?
Typical primary and overlapping tasks: Sales tasks (7)
- Competitive Market Intelligence
- Personal selling
- Distributor management
- Account management
- Merchandising
- Installation
- After-sales service
6) Coordination and Integration of Marketing and Sales
What Marketing and Sales tasks realy need to be integrated?
Typical primary and overlapping tasks: Marketing and Sales Overlapping Tasks (5)
- Target marketing
- Sales forecasting
- Customer account selection
- Value proposition development/Customer messaging
- Promotions
6) Coordination and Integration of Marketing and Sales
Typical barriers to marketing-sales communications (5)
- Personal differences
- Cultural thought worlds
- Language
- Metrics and incentives
- Physical barriers
6) Coordination and Integration of Marketing and Sales
A taxonomy of Drivers/Mechanisms for achieving functional integration (4)
- People
- Culture
- Structure
- Systems
6) Coordination and Integration of Marketing and Sales
A taxonomy of Drivers/Mechanisms for achieving functional integration: People (2)
Hiring
Development
6) Coordination and Integration of Marketing and Sales
A taxonomy of Drivers/Mechanisms for achieving functional integration: Culture (2)
Top Management Actions
Fostering "Oneness"
6) Coordination and Integration of Marketing and Sales
A taxonomy of Drivers/Mechanisms for achieving functional integration: Structure (2)
Organizational Structure
Organizational Methods
6) Coordination and Integration of Marketing and Sales
A taxonomy of Drivers/Mechanisms for achieving functional integration: Systems (3)
- Formal Integrative Processes
- Information Systems
- Reward systems
6) Coordination and Integration of Marketing and Sales
Effect of Integration Gaps or Surpluses on Performance (Graph)
Integration Gap (4)
- Information is kept as private knowledge
- Independent objectives and budgets
- indepentent or conflicting goals
- Turf battles
6) Coordination and Integration of Marketing and Sales
A taxonomy of Drivers/Mechanisms for achieving functional integration
Adequate level of integration (4)
- Information from customers is integrated and translated into knowledge
- Marketing and Sales plans are jointly determined
- Optimal resource allocation
- Common culture and understanding
6) Coordination and Integration of Marketing and Sales
A taxonomy of Drivers/Mechanisms for achieving functional integration
Integration Surplus (4)
- Loss of functional skills (little or no specialization)
- Information overload
- Inefficiencies
- Structural inertia etc.
6) Coordination and Integration of Marketing and Sales
A taxonomy of Drivers/Mechanisms for achieving functional integration: People: Hiring (3)
- Joint recruiting policies
- Common core set of skills & team orientation
- Cross-over skills
