CHAPTER ONE

Sales Management & the Business Enterprise

Sales Executive as Coordinator

Organisation & Coordination Planning & Coordination Coordination with Other Elements in Marketing Program Coordination with the Distributive Network Coordination & Implementation of Overall Marketing Strategy

Organisation & Coordination

Coordination of different order-getting methods (personal selling, advt) achieved through single responsible, top-ranking executive. Responsible for minimizing possibility of different order getting deptts. working at cross-purpose or work independently. Smooth functioning democratic admn. is adopted Reduces tendency to resist directives of superiors.

Planning & Coordination

Coordination in mktg objectives & plans that achieve desired results at optimum cost. Sales executives determine elements of marketing program to equate marginal effectiveness with that of other elements. Coordination required to lay out specific programs for achieving predetermined sales, profit & growth objectives. Sales executives seek to secure a marketing program that is appropriate for market conditions & reflects the contribution of sales force.

Coordination with other Elements in Mktg. Program Coordinating personal selling with other ordergetting methods. Personal-selling efforts must be coordinated with advtg., display, promotional efforts for achieving desired results. Synchronosing personal selling with advtg. is important. Advtg. is uneconomic unless the sales force capitalizes upon the interest aroused. Personal selling effort wasted in explaining same details in advt. When sales personnel & advtg. use same appeals, impact is magnified.

Coordination with Distribution Network

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Coordinate personal selling with marketing efforts of middlemen. Important aspects are Gaining product distribution Obtaining dealer identification Reconciling business goals Sharing promotional risks

Coordination & implementation of overall marketing strategy

Coordination required in timing & securing best sequence of execution of phases of strategy. Successful market introduction of new brand is a test of competence of sales executives. Requires policies, strategies & detailed plans appropriate to companys marketing situation. Timing is very important for a launching a new brand.

Sales Management & Control

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Sales executives control the personal selling effort of the organisational units they head. Phases of controlSizing up the situation Setting quantitative performance standards Gathering & processing data on actual performance Evaluating performance Action to correct controllable variation Adjusting for uncontrollable variation

Sales Control Formal & Informal

Informal Control Awareness of changing situation and ability to analyse are adequate control devices. Effective sales executives have fingers on the pulse of the business Becomes difficult to use fingertip control in a larger business.

Formal Control First formal control is in sales policies in writing. Larger have policies in writing. Smaller dont often have in writing. Larger organisation complex problems & less chance that everyone will know what to do in every circumstance. Written sales & marketing policies to ensure substantial uniformity of action.