chap16Planning-Staffing-andTrainingSuccessfulSalespeople.ppt

Planning,Staffing,and Training Planning,Staffing,and Training Successful SalespeopleSuccessful SalespeopleChapterChapter16ChapterChapter16Main TopicsMain TopicsThe Tree of Business Life:ManagementTransition from Salesperson to Sales ManagerTechnology Is Needed in the JobBeing a First-Line Sales Manager Is a Challenging JobWhat Is the Salary for Management?ChapterChapter16Main TopicsMain TopicsChapterChapter16Overview of the JobSales Management FunctionsSales Force PlanningStaffing:Having the Right People to SellTraining the Sales ForceThe Tree of Business Life:ManagementGuided by The Golden The Golden RuleRule:Recognize that the characteristics needed to be a sales manager are the same as those needed to be a salespersonRemember that just as there is a Golden Rule of sales,there is also a Golden Rule of sales managementAs a sales manager,treat others as you would like to be treatedITCEthicalServiceBuilds T r u eRelationshipsTT TT T T TT TT TJoy in workHarmony in relationshipsPatience with peopleKindness to peopleMorality in decisionsFaithfulness to wordFairness in relationshipsCare for peopleSelf-control in emotionsSales LeaderPersonal Characteristics Needed for Managing Todays SalespeopleTransition From Salesperson to Sales ManagerWhat changes occur?Perspectives changeGoals changeResponsibilities changeSatisfaction changesJob skill requirements changeRelationships changeTransition From Salesperson to Sales Manager,contThe experience of being promotedSeven phases1.Immobilization2.Minimizing or denial of change3.Depression4.Acceptance of reality5.Testing6.Searching for meanings7.InternalizationTransition From Salesperson to Sales Manager,contProblems experienced by new managersLack of preparation for the jobThe key to making a successful transitionLearning attitudeRealistic expectationsLearning new job responsibilitiesNeed to make initial adjustments Technology Is Needed in the JobYou need technology to be an effective manager in the 21st centuryThe computer is a powerful leadership toolBeing a First-Line Manager Is a Challenging JobDistrict sales manager is the link between the salespeople and the managers immediate bossA manager must be effective in managing salespeople and influencing the bossExhibit 16-2:The District Sales Manager Links Salespeople to the CompanyWhat Is the Salary for Management?Salary is usually related to:Annual sales volume of units managedNumber of salespeople supervisedLength of experience in salesAnnual sales volume of the firmSalary is just one part of compensationThe higher the sales position,the greater the benefits offered Overview of the JobA sales managers 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 Sales Management FunctionsPlanningStaffingTrainingDirectingEvaluatingExhibit 16-3:The Basic Sales Management Functions Sales Force PlanningSales forecasting uses of sales forecastsThe sales managers budget methods of developing sales force budgetsOrganizing the sales forceOrganizational designOrganizational structureExhibit 16-5:Operating Costs for the Sales ForceExhibit 16-6:Multiple Factors Determine the Design of the Sales ForceExhibit 16-7:Activities Involved in Managing the Human Resources of a Sales ForceStaffing:Having the Right People to SellStaffingFirst Element People PlanningSales force sizeType of peopleJob analysisJob descriptionsJob specificationsStaffing:Having the Right People to Sell,contJob specifications for successful salespeopleEducationPersonalityExperiencePhysical attributesExhibit 16-8:Selected Characteristics of Successful SalespeopleWhich are Most Important?Staffing:Having the Right People to Sell,contSecond Element Employment planningLegal framework for employmentEqual Employment Opportunity Commission(EEOC)Americans with Disabilities Act(ADA)Diversity of the sales forceDiversity of buyersThe multicultural sales organizationExhibit 16-9:The Sales Force is Becoming DiverseStaffing:Having the Right People to Sell,contRecruitment finding the right peopleSelection choose the best availableApplicationInitial interviewIn-depth interviewsTestingReference checksPhysical examinationExhibit 16-10:Major Steps in Sales Personnel Selection ProcessNot all companiestake every stepStaffing:Having the Right People to Sell,contA sales managers view of the recruitIs sales the right job for the applicant?What recruiters look forThe application letterThe resumeThe interviewApplicant:create a performance portfolioInterview follow-upThe second interviewJob offersNo job offerStaffing:Having the Right People to Sell,cont Training the Sales ForceSales trainingPurposes of trainingTraining methods:DiscussionRole playingOn-the-job trainingWhere does training take place?Centralized training programsDecentralized training Training the Sales Force,contWhen does training occur?Who is involved in training?Corporate staff trainersSales force personnelOutside training specialistsCombination of training sourcesExhibit 16-13:Basic Sources of Sales Training Summary of Major Selling IssuesA salesperson who is promoted to sales manager becomes involved in sales planning,staffing,training,directing,and evaluating sales force activitiesToday,firms structure their organizations to best serve their customersSales managers are frequently involved in forecasting their firms salesSummary of Major Selling Issues,contThe contemporary sales manager is knowledgeable in personnel practices involving the recruiting and hiring of salespeopleGovernment laws need to be consideredOnce hiring is done,the sales manager becomes involved in training salespeopleThe sales manager is a salesperson first but is also something of a jack-of-all trades