Sales Control
Management policies and practices aimed at ensuring that all sales are recorded, made at correct prices, and fulfilled to customers' satisfaction.
1.
Assessment of your key sales and marketing personnel, from the executive team to the sales reps. Do you currently have the right resources and infrastructure to reach your goals? Processes Are your current sales and marketing processes operating efficiently and maximizing profits Marketing
Technology Are your sales and marketing teams taking advantage of technology to maximize profitability, or are they held hostage to technology that hinders their effectiveness. Strategy- Is your sales strategy in line with your core values? Culture Is your team farmers or hunters? What is their level of satisfaction and motivation? Does marketing, sales and other key departments or individuals in your company communicate effectively with each other?
Sales Channels Are you currently utilizing the most effective sales channels for your service or product? Are you effectively managing your current channels to maximize the relationship and profitability? Client Satisfaction Do your clients share the same opinion of you as you do? How do they describe you as a company? Why did your clients choose you? What do they think of the sales process they experienced with your team? Compensation Plans Are your management and staff effectively compensated to achieve sales targets? Are you achieving the right balance between base and performance-based pay?
WHAT IS SALES ANALYSIS? Sales analysis is the detailed examination of a companys sales data and involves assimilating, classifying, comparing, and drawing conclusions.
Chennai
Bangalore
3.5
2.5
3
2
-0.5
-0.5
85.71%
80%
The data must then be analyzed in New Delhi, Chennai and Bangalore to ascertain which salesperson (s) in these areas missed the quotas. Then we can further analyze where he missed the quota by factors like sales account type, or by product line
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Planning sales force activities. Evaluation of salespeoples performance. Measuring the effect of advertising and other sales promotional activities. Evaluating channels of distribution. Modifying channels of distribution
The 80/20 or concentration principle states that the majority of a companys sales (or profits) may result directly from a very small number of the companys accounts, product or price lines, or geographic areas.
Pareto principle
The Pareto principle (also known as the 8020 rule, the law of the vital few, and the principle of factor sacristy) states that, for many events, roughly 80% of the effects come from 20% of the causes.
Business-management consultant Joseph M. Juran suggested the principle and named it after Italian economist Wilfred Pareto, who observed in 1906 that 80% of the land in Italy was owned by 20% of the population.
80% of your profits come from 20% of your customers 80% of your complaints come from 20% of your customers 80% of your profits come from 20% of the time you spend 80% of your sales come from 20% of your products IN BUSINESS 80% of your sales are made by 20% of your sales staff Therefore, many businesses have an easy access to dramatic improvements in profitability by focusing on the most effective areas and eliminating, ignoring, automating, delegating or re-training the rest, as appropriate.
Marketing, or distribution costs, can be broken down into two distinct categories:
Costs incurred by getting orders. Costs incurred by filling orders.
Order-Filling Costs
Physical Distribution
Shipping Transportation Warehousing Material Handling
Administrative
Allocating sales effort: Iceberg principle says that only a small part of the total situation is visible; the rest has to be gauged through sales analysis. There are customers who account for a smaller percentage of sales but time, money and effort to tap them is no less. These situations must be analysed & corrective action taken. The desirable outcome is that allocation be done based on sales potential and actual sales.