1. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-1

2. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-2 Chapter 16 Planning, Staffing, and Training Successful Salespeople

3. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-3 Chapter 16 Transition from Salesperson to Sales Manager Technology Is Needed in the Job Being a First-Line Sales Manager Is a Challenging Job What Is the Salary for Management? Overview of the Job Sales Management Functions Sales Force Planning Staffing: Having the Right People to Sell Training the Sales Force

4. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-4 Transition From Salesperson to Sales Manager What changes occur? Perspectives change Goals change Responsibilities change Satisfaction changes Job skill requirements change Relationships change

5. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-5 Transition From Salesperson to Sales Manager cont… The experience of being promoted Seven phases immobilization minimizing or denial of change depression acceptance of reality testing searching for meanings internalization

6. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-6 Transition From Salesperson to Sales Manager cont… Problems experienced by new managers Lack of preparation for the job The key to making a successful transition Learning attitude Realistic expectations Learning new job responsibilities Need to make the initial adjustments

7. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-7 Technology Is Needed in the Job You need technology to be an effective manager in the 21 st century The computer is a powerful leadership tool

8. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-8 Being a First-Line Manager Is a Challenging Job District sales manager is link between the salespeople and the manager’s immediate boss Manager must be effective in managing salespeople and influencing the boss

9. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-9 What Is the Salary for Management? Salary is usually related to annual sales volume of units managed number of salespeople supervised length of experience in sales annual sales volume of the firm Salary is just one part of compensation The higher the sales position, the greater the benefits offered

10. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-10 Overview of the Job A sales manager’s main goal is to achieve the levels of sales, volume, profits, and sales growth desired by higher levels of management The factor underlying success in achieving the goal is the ability to influence the behavior of all parties involved

11. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-11 Sales Management Functions Planning Staffing Training Directing Evaluating

12. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-12 Sales Force Planning Sales forecasting Uses of sales forecasts The sales manager’s budget Methods of developing sales force budgets Organizing the sales force Organizational design Organizational structure

13. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-13 Staffing: Having the Right People to Sell Staffing Two elements People planning--first staffing element Sales force size Type of people job analysis job descriptions Job specifications

14. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-14 Staffing: Having the Right People to Sell cont… Job specifications for successful salespeople education personality experience physical attributes

15. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-15 Staffing: Having the Right People to Sell cont… Employment planning--second staffing element Legal framework for employment Equal Employment Opportunity Commission (EEOC) Americans with Disabilities Act (ADA) Diversity of the sales force Diversity of buyers The multicultural sales organization

16. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-16 Staffing: Having the Right People to Sell cont… Recruitment—finding the right people Selection—choose the best available! Application Initial interview In-depth interviews Testing Reference checks Physical examination

17. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-17 Staffing: Having the Right People to Sell cont… A sales manager’s view of the recruit Is sales the right job for the applicant? What recruiters look for The application letter The resume The interview Applicant: create a performance portfolio

18. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-18 Staffing: Having the Right People to Sell cont… Interview follow-up The second interview Job offers No job offer

19. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-19 Training the Sales Force Sales training Purposes of training Training methods Discussion Role playing On-the-job training Where does training take place? Centralized training programs Decentralized training

20. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-20 Training the Sales Force cont… When does training occur? Who is involved in training? Corporate staff trainers Sales force personnel Outside training specialists Combination of training sources

21. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-21 Summary of Major Selling Issues A salesperson who is promoted to sales manager becomes involved in sales planning, staffing, training, directing, and evaluating sales force activities Today, firms structure their organizations to best serve their customers Sales managers are frequently involved in forecasting their firm’s sales The contemporary sales manager is knowledgeable in personnel practices involving the recruiting and hiring of salespeople

22. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-22 Summary of Major Selling Issues cont… Government laws need to be considered Once hiring is done, the sales manager becomes involved in training salespeople The sales manager is a salesperson first, but also something of a jack-of-all trades