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Q1. Discuss the Importance of Sales Management and list the responsibilities of sales personnel

Importance of Sales Management
Importance of sales management is critical for any organization. In present scenario, expanding business is not possible without increasing sales volumes and the goal of effective sales management is to organize sales team work in such a manner that ensures growing flow of regular customers and increasing amount of sales.

Sales management entails:
• Defining desired corporate results.
• Working with business partners to ensure goals of both organizations complement one another.
• Determining the specific activities required to achieve company and partner objectives.
• Implementing a compensation plan that motivates salespeople to achieve corporate objectives.
• Providing training and coaching to enable salespeople to meet their goals.
• Establishing appropriate monitoring systems to ensure activities are taking place.
• Measuring results by evaluating performances on a regular basis Sales Management achieves the organization’s sales goals in an effective and efficient manner with the help of other management functions of planning, staffing, training, leading and controlling organizational resources.
Sales planning involve predicting demand for the product and demand on the sales assets (machines, people, or a combination of both). Failure to plan always means lost sales. Planning ensures that when a consumer wishes to purchase the product, the product is available, but it also means opportunities for additional sales are presented and the sales assets are available to exploit these opportunities. Planning should allow for meeting increasing customer demand for more products, services and/or customization as the business is growing, but also react quickly when demand decreases. Sales planning improve efficiency and decreases unfocused and uncoordinated activity within the sales process.

Sales tracking is an integral part of ongoing planning and development in sales management. Ideally, sales information should be gathered on the sales process and not on the end result. It includes how many customers you are able to reach, not how many of them are purchasing from you. The fact that you sold ten widgets is valuable for accounting purposes, but the fact that so many were walk-ins, so many were out-bound phone sales, and so many were up-sells, and which sales person or asset did what, would be better information.

Tracking the point-of-sales information: Software used for sales tracking should allow sales team leaders to control sales tasks completion by using reminders and notifications, highlighting overdue tasks, analyzing task history, as well as keep detailed information on customers and, as important, the people who didn't buy. The most difficult part of tracking selling activities is ascertaining whether or not the activities can be tracked effectively and economically.

Timely information: If your sales task management system is really great and duly implemented, the sales manager is informed about all details of your company’s sales process in real time and knows who does what, when and how.
In the end, management must have measurable methods of knowing if sales representatives are correctly engaging in the activities that produce revenue. This leads to three key metrics: the right activities, the right way and the right amount. An individual sale is a stepwise process and key activities, or “Transitional Milestones”, must be achieved along the way.
Sales management must collect data on how the sales function as a whole, as well as individual sales personnel, are progressing through these “Transitional Milestones” to determine the likelihood of future revenue.

Use of sales reports by internal and external customers: Sales report is made for internal use for top management. And sales reports are required for investors, partners and government, so the sales management system should have advanced reporting capabilities to satisfy the needs of different stakeholders.

Responsibilities of Sales Personnel
Sales personnel
They are the people employed to sell the goods or services (mainly of an organisation). People who are responsible for the sales of either a single product or the entire range of an organization's products can be called sales personnel. Sales personnel normally report to a sales manager.

The job of sales personnel involves a number of responsibilities. It is the income producing division of a business. The salesperson is responsible for:
• Providing profit contribution
• Creating a proper image for the company and it's products/services
• Achieving the sales targets of the organization
• Satisfying the customers and participating in marketing activities
• He/she is responsible to the customer and society for continuing growth of the organization. He has multifarious activities, including setting goals and achieving them, building sales organizations and managing them.

For example, in Eureka Forbes Pvt. Ltd. they called their sales force as sales champs (champions) as they are responsible for the direct marketing of company’s products and revenue generation.

Qualities of good sales personnel
Sales people are the backbone of the organization because they have to face customer and interact with them. Some people say, salesmen are born salesmen, while others believe that training can help in making good salesmen. Irrespective of these opinions, good salesman has certain qualities and abilities as a result he is able to perform better than others. In this section, we will discuss qualities of a good sales person.

Philip Kotler has identified two basic qualities of a good sales person namely, empathy and persuasion. Some of the qualities of a good sales person are as follows:

Ability to estimate customer's needs and desires: He is alert and quickly determines what the customer wants and the best way to sell.
Ambition: He likes to do a good job and is interested in getting ahead with company’s goals and sales objectives.
Appearance: Appearance means a lot today and the successful salesman is neat and organised. He presents himself well in person. Also, he keeps his desk books and manuals neat and ready for use.

Business sense: He is quick to learn the strengths and weaknesses of the company and makes an effort to improvise on the company’s strengths.
Courtesy: He reveals a sincere desire to help customers and treats them as guests even when he visits their places of business.
Creativeness: Imagination, vision and the ability to create ideas make your man dynamic.
Enthusiasm: A salesman must radiate enthusiasm during and after the sales call.
Figure sense: He should have the mathematical ability to figure and fill up order form correctly and to make the necessary reports.
Flexibility: A good salesman is able to adapt himself to a variety of customers. Each contact may require a adapting the sales talk, speech habits and even appearance.
Friendliness: A salesman should be able to make people like him and he must like to meet people.
Health: Good health generates energy and energy is needed to sell. Poor health prevents many salesmen from fulfilling their potentials.
Integrity: A salesman must be trusted to do his job well. He cannot help but he successful when his customers trust him.
Interest in his job: He likes selling and working for the company.
Knowledge: In some business, sales person must also have a through knowledge of the highly specialized products or services his employer offers. In some cases, this knowledge can be gained only by years of experience.
Loyalty: He must be able to impress upon his customers the idea that his company is the best in the business.
Mental abilities: He has the intelligence to understand your products and those of your competitors. He must know how to use words, to understand and direct people and to remember names and faces. He should also be able to understand prospective customers and know how to act under varying conditions.
Motivation: He must have more than just an interest in selling. They live in the present and not in the future. They do want power over others and prefer not to work under close supervision.


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