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Concept
Sales management
Résumé
Sales management is a business discipline which is focused on the practical application of sales techniques and the management of a firm's sales operations. It is an important business function as net sales, through the sale of products and services and resulting profit, drive most commercial business. These are also typically the goals and performance indicators of sales management.
Sales manager is the typical title of someone whose role is sales management. The role typically involves talent development.
Churchill mentioned that the antecedents of sales performance are based on the meta-analysis for the period 1918- 1982 (76 years of previous research work). He suggested five factors that influence a salesperson’s job behaviour and performance along with different categories like skill level, role perceptions, motivation, aptitude, personal factors, and organizational factors with three moderators.
Sales planning involves strategy, setting profit-based sales targets, quotas, sales forecasting, demand management and the execution of a sales plan.
A sales plan is a strategic document that outlines the business targets, resources and sales activities. It typically follows the lead of the marketing plan, strategic planning and the business plan with more specific detail on how the objectives can be achieved through the actual sale of products and services. Sales is a recurring and periodical process (maybe 'daily'), hence, this can not be called as a project. Sales is a process and ideally a periodical activity.
The three recruitment tasks used in sales management are job analysis; job description and job qualifications.
Job analysis is performed to specify the certain tasks that a salesperson is responsible for on a daily basis. It should identify what activities are deemed as being vital to the success of the company. Any person associated with the sales organization or the human resources department could carry out the analysis, or it could be done by an outside specialist (Spiro, pp. 134-137).
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