Sales Managers Duties and Responsibilities Table Territory Sales

Sales Manager’s Duties and Responsibilities

Table –Territory Sales Manager’s Job Responsibilities To yourself To the company To your customers Increase basic selling skills. Be proud of your association Work closely with decisionwith your company. takers and influencers in each account. Develop management abilities. Maintain the company standing and standards with all customers. Point out the advantages of an association with your company. Keep pace with changes, trends and developments in your territory. Study the latest products, promotion policies and procedures. Inform the headquarters and your supervisors, through established channels, about changes and developments in your territory. Keep accounts current and up-to-date on all company advertising and promotional activities.

Table –Territory Sales Manager’s Job Responsibilities To yourself To the company To your customers Be alert to new sales and merchandising ideas. Be prompt in handling records, reports, correspondence, etc. Suggest ideas, methods, techniques and tips that can stimulate sales. Grow, so that you can assume greater responsibilities as opportunities permit. Cut selling costs by economical routing, good use of time, planning and greater awareness of opportunity. Check demand movement of products in the territory. Handle complaints effectively and to the complete satisfaction of the complainants. Maintain the appearance and department expected of a Territory Sales Manager. Analyse your weak and strong points and then think about them. Report activities of the competitors. Strive to reach the best goals. Ask for help, when you need it. Cooperate with other departments of the company. Suggest the best technique for selling your products to the customers. Organize presentations to inform and save time. Make the customers aware of the changes in the company’s policies or procedures. Stimulate and maintain enthusiasm for your products. Build and maintain goodwill.

Sales Management-Formulation of Sales Strategy • • • The function of sales management includes the task of organizing, planning and implementing the sales efforts so as to achieve corporate goals related to market shares, sales volume and return on investments. Tasks are performed by a sales manager both within the organization and outside with other organizations. The following are key decision areas in sales management, which are particularly relevant to strategy formulation: Determining the size of the sales force; Decision regarding type and quality of sales force required; Designing the sales organization; Territory designing; Recruitment and training procedures; Task allocation; Compensation of sales force; Performance appraisal and control system; Feedback mechanism to be adopted; Managing channel relationships; Coordination with other marketing departments.

Sales Strategies P ARTNER- A Selling Partner Prepares strategically for a long-term, high-quality, relationship that solves customer's problems. Asks questions to get on the customer’s agenda. Restates customer needs with confirmation questions. Teams with support people to customer solutions. Negotiates double-win solutions with joint decisionmaking. Exceeds customer expectations whenever possible. Re-examines the ongoing quality of the relationship frequently.

The Double-Win Strategy Win-Lose People • • • See a problem Fix the blame Let life happen to them Live in the past Make promises they never keep Win-Win People • Help others solve their problem • Fix what caused the problem • Make life a joyous japanning for others and themselves • Learn from the past, live in the present and set goals for the future • Make commitments to themselves and to others and keep both of them.

Instant Service After sale service Unique selling propositioning/brand equity CUSTOMER DELIGHT SUPPLY CHAIN MANAGEMENT Exceeding customer expectations On time delivery Competitive price Reliability of product or service PROCESS MANAGEMENT Novelty/uniqueness of product/service LEADING TO CUSTOMER LOYALTY AND LASTING RELATIONSHIP Figure – Simplified Model for Ensuring Customer Delight

Hard Sell Versus Soft Sell Strategy Hard Sell Soft Sell • • Concern for customer Questions for discussion Listening Providing buying opportunities Presenting benefits Acknowledging needs Concern for self Canned presentation Talking Pushing product • Presentation features • Advocating without acknowledging Figure – Hard Sell Versus Soft Sell Strategies

Comparison Between Product-Centered Selling and Client. Centred Selling 1. 2. 3. 4. Seller puts in efforts for research and development of product. Product centred selling emphasizes knowledge of product. Selling strategies and tactics tend to be most influenced by past performances of products and competition and present situations. Representative seeks to be accepted as a reliable, credible source of information and service. 1. 2. 3. 4. Seller puts in efforts on research and development of relationship with clients. Client centre selling emphasizes knowledge of client. Strategies and tactics tend to be directed more to considerations of future growth and developments in the client’s world. Representative strives to raise client’s expectations of personal excellence.