Spring 2004 Sales Management MKTG Sales Management Course syllabus is online at 04.htm 04.htm Sales Management 5 th ed. Sales Management 5 th ed. By Ingram; LaForge; Avila; Schwepker; WilliamsBy Ingram; LaForge; Avila; Schwepker; Williams

Spring 2004 What you are to do in this course Learn about sales management and how it fits into the business operationLearn about sales management and how it fits into the business operation Learn about forecasting salesLearn about forecasting sales Learn about making effective presentations and make oneLearn about making effective presentations and make one See course outline

Spring 2004 Wall Street Journal recommended Go to to Enter 941Enter 941 Choose San Franc St UChoose San Franc St U Choose Perttula, LeslieChoose Perttula, Leslie Select your term: one semester is $34.95Select your term: one semester is $34.95

Spring 2004 The Changing World of Sales Management Module One

Spring 2004 A Day in a Sales Manager’s Life An Expert’s Viewpoint: Von Oliver is currently national sales manager for a division of Lockheed Martin Corp. Von’s typical day starts at 7:30 A.M. going through and prioritizing the days events. During the morning he will review reports, and spend time with his sales reps. He will have lunch with customers and spend the afternoon making sales calls with his sales reps. He spends late afternoon reconciling the days activities and setting his agenda for the next day. Action

Spring 2004 A Day in a Sales Manager’s Life An Expert’s Viewpoint: Von Oliver is involved in a variety of different activities. He spends much of his time interacting with individuals, especially salespeople and customers. But, he also plans strategies and continuously monitors performance. In other words, he performs all the major sales management functions. Result

Spring 2004 Describing the Personal Selling Function Defining the Strategic Role of the Sales Function Developing the Sales Force Directing the Sales Force Determining Sales Force Effectiveness and Performance Sales Management Model

Spring 2004 Transactions Relationships Local Global Management Leadership Individuals Teams Sales Volume Sales Productivity Sales Management Trends

Spring 2004 Sales Teamwork Approaches Relatively permanent, customer-focused group Relatively temporary, transaction-focused group Membership determined by job assignment to a specific buying organization Membership determined by involvement in sales transaction One team per buying unit One selling center per sales opportunity Core Selling Team Selling Center

Spring 2004 Sales Teamwork Approaches Core Selling Team Selling Center Membership relatively stable Membership very fluid Characteristics of team depend on characteristics of buying organization Characteristics of team depend on characteristics of sales opportunity Mission is strategic with respect to the buying organization Mission is tactical with respect to the sales opportunity

Spring 2004 Teams Companies like IBM and HP-Compaq, which sell customized combinations of computer hardware and software, use teams of salespeople and technical experts who work closely with the customer’s buying teamCompanies like IBM and HP-Compaq, which sell customized combinations of computer hardware and software, use teams of salespeople and technical experts who work closely with the customer’s buying team Very expensive way to sellVery expensive way to sell

Spring 2004 Leadership Trends YesterdayToday Natural resources defined power Knowledge is power Leaders commanded and controlled Leaders empower and coach Leaders were warriors Leaders are facilitators Managers directed Managers delegate

Spring 2004 Effective Sales Managers: Utilize a Strategic Perspective Focused on Customers Attract, Keep, and Develop Sales Talent Leverage Technology

Spring 2004 In-class written assignment What have I learned so far in the sales management course after 3 class meetings?What have I learned so far in the sales management course after 3 class meetings?