Sales Management

MKTG 637-2 Sales Management

Course syllabus is online at
http://online.sfsu.edu/~perttula/Sales/637Sp
04.htm

Sales Management

5th ed.

By 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 operation
Learn about forecasting sales
Learn about making effective
presentations and make one
See course outline

Spring 2004

Wall Street Journal

recommended

Go to http://subscribe.wsj.com/semester
Enter 941
Choose San Franc St U
Choose Perttula, Leslie
Select your term: one semester is $34.95

Spring 2004

Module One

The Changing World

of Sales Management

Spring 2004

A Day in a Sales Managers Life

An Experts Viewpoint:
Von Oliver is currently national sales manager for a
division of Lockheed Martin Corp. Vons typical day starts
at 7:30 A.M. going through e-mail 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 Managers Life

An Experts Viewpoint:

Result
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.
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Sales Management Model

Describing
the
Personal
Selling
Function
Defining the
Strategic
Role of the
Sales
Function
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Developing
the Sales
Force

Directing
the Sales
Force

Determining
Sales Force
Effectiveness
and
Performance

Sales Management Trends

Transactions

Relationships

Individuals

Teams

Sales Volume

Sales Productivity

Management

Leadership

Local

Global

Spring 2004

Sales Teamwork Approaches

Core Selling Team

Selling Center

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

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
customers buying team
Very expensive way to sell

Spring 2004

Leadership Trends
Yesterday

Today

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?

Spring 2004