一般的销售管理信息(共8页).doc

How did your responsibilities change after the reorganization?As a General Manager of a Subsidiary Management of the Profit 70% Management of People 30% Responsible for profitability. Were measured on success in increasing profitability through aggressive Pricing and cost containment activities. Independent pricing authority and carried all expenses for conducting business. Returned profit to HQAs a General Manager of a Sales Region Management of Sales Plan 70% Management of People 30% Responsible for increased Sales Will be measured on success in applying HQ pricing strategies and managing an expense budget. Pricing and some expenses will be managed by HQ. Return Sales Revenue growth to HQ. FEEDBACKTOMANAGEMENTONSUCESSDirector of SalesDeputy Director of SalesManaging Sales Plan and People requires a communication vehicle to be successfulQUOTAASSIGNMENTAND MANAGEMRNTRegional Sales ManagersProvincial Sales ManagersSales Office ManagersNational Key Account ManagersNational Account ManagersAccount ManagersDirect SalesmenPCC’sMonthlyQuota ManagementMeetingsQuota setting processSALES MANAGEMENT ROLES, ACTIVITIES, PROCESSESSUB PROCESS 1.0 STRATEGY / MEASUREMENTS1.1 OBJECTIVES / BUDGET ALLIGNED WITH STRATEGIC/BUSINESS PLANS 1.2 ORGANIZATION 1.3 MEASUREMENTS 1.4 RANKING CRITERIA 1.5 COMPENSATION PLANNING 1.6 RECOGNITION / INCENTIVES 1.7 SALES PRODUCTIVITY SUB PROCESS 2.0 ASSIGNMENT PLANNING/SIZING2.1 TERRITORY PLANNING/ SIZING 2.2 OPPORTUNITY IDENTIFICATION/ RANKING 2.3 KEY ACCOUNT MANAGEMENT 2.4 FORECASTING STRATEGIES 2.5 GET WELL PLANS / GAP CLOSURE STRATEGIES SUB PROCESS 3.0 TERRITORY MANAGEMENT 3.1 ACCOUNT / TERRITORY PLANNING 3.2 TERRITORY/ TIME MANAGEMENT 3.3 BACKWARD/ FORWARD PLANNING 3.4 WEEKLY CALL PLANS SUB PROCESS 4.0 MANAGEING THE SALES PROCESS 4.1 CREATING THE SALES PROCESS 4.1 MANAGING THE SALES PROCESS 4.3 MONTHLY QUOTA STATUS MEETINGS4.4 MONTHLY REPORTS SUB PROCESS 5.0 DEVELOPING SKILLS 5.1 SALES SKILLS / TRAINING 5.2 COACHING / COUNSELING5.3 TEAM MEETINGS / TEAM BUILDING / TEAM SELLINGSUB PROCESS 6.0 BUILDING A WINNING TEAM 6.1 RECRUITING 6.2 EVALUATION / SELECTION PROCESS 6.3 PERFORMANCE APPRAISALS 6.4 MANAGING THE MARGINAL PERFORMER 6.5 FIRING THE NON-PERFORMER BARRIERS COMPENSATION PLANS NOT EFFECTIVE NOT ALIGNED TO BUSINESS STRATEGY NON- MOTIVATING SALES FORCE NOT TRAINED LACK OF PRODUCT KNOWLEDGE SELLS PRICE NOT VALUE BASIC SELLING SKILLS NO MANAGEMENT PROCESS NO DRUMBEAT NO ACCOUNTABILITY NO OWNERSHIP UNCLEAR MARKETING STRATEGIES SEGMENTATION NOT EFFECTIVE LACK OF PRODUCT SUPPORT PRICING INEFFECTIVE PRODUCT STRATEGIES NOT CLEAR INEFFECTIVE FORECASTING NOT ACCURATE TOO TACTICAL NO CONFIDENCE LACK OF PERFORMANCE PLANNING NOT USED EFFECTIVELY NOT ALIGNED TO EXPECTATIONS NOT ENFORCED INEFFECTIVE HIRING AND FIRING PRACTICES INADEQUATE POOL OF POTENTIAL HIRES INTERVIEWING TOOLS / METHODOLOGIES NOT EFFECTIVE NOT RELEASING NON- PERFORMERS FROM BUSINESS NO RANKING OF SALES FORCE RANKING CRITERIA NOT APPROPRIATE RANKING TOO COMPLICATED NOT USED AS MOTIVATIONAL TOO INEFFECTIVE REWARDS/RECOGNITION SYSTEM INCENTIVE PROGRAMS NOT A MOTIVATING INFLUENCE BONUSES NOT EFFECTIVE/ MOTIVATING REWARDS NOT ACCEPTED/VISIBLE INEFFECTIVE TERRITORY ASSIGNMENTS NOT SIZED PROPERLY TOO RICH/LEAN INADEQUATE COVERAGE OPEN TERRITORIES DOES NOT ENCOURAGE/ PROMOTE PROSPECTING NOT CONTIGUOUS/ GEOGRAPHIC LACK OF ACCOUNT MANAGEMENT PROCESS NO LARGE ACCOUNT PLANNING PROCESS NO LONG-TERM OBJECTIVES SALES FORCE MEASUREMENTS NOT ALIGNED REWARDS/PAY NOT ALIGNED RETENTION RATES TOO HIGH / LOW NO RELEASING OF NON-PERFORMING SALES REPS TURNOVER TOO HIGH SPAN OF CONTROL NOT APPROPRIATE TOO MANY DIRECT REPORTS TOO FEW DIRECT REPORTS INADEQUATE SUPPORT FIELD SALES SUPPORT INADEQUATE TECHNICAL SUPPORT INADEQUATE TECHNOLOGY INADEQUATE OUTDATED TECHNOLOGY WILL NOT SUPPORT MANAGEMENT PROCESS WILL NOT SUPPORT SALES PROCESS LACK OF COLLATERAL MATERIALS SALES MATERIALS NOT ADEQUATE SPECIAL BIDS / PRICING PROCESS INEFFECTIVE TOO CUMBERSOME FPY TO LOW NO OWNERSHIP/ INADEQUATE MANAGEMENT TRAINING NO TRAINING OF FIRST LINE MANAGERS AIP’S NOT MANAGED MANAGERS NOT USING STRATEGIC FILTERS NO ABILITY TO REFUSE AIP’S TOO MANY REQUESTS FOR INFORMATION IMPLEMENTATION NOT ENFORCED BY MANAGEMENT PROGRAMS ARE ANNO。