一般的销售管理信息.DOC

7 / 8How 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 SalesmenPCCsMonthlyQuota ManagementMeetingsQuota setting processSALES MANAGEMENT ROLES, ACTIVITIES, PROCESSESSUB PROCESS 1.0 STRATEGY / MEASUREMENTS1.1 OBJECTIVES / BUDGET ALLIGNED WITH STRATEGIC/BUSINESS PLANS1.2 ORGANIZATION 1.3 MEASUREMENTS 1.4 RANKING CRITERIA1.5 COMPENSATION PLANNING 1.6 RECOGNITION / INCENTIVES 1.7 SALES PRODUCTIVITY SUB PROCESS 2.0 ASSIGNMENT PLANNING/SIZING2.1 TERRITORY PLANNING/ SIZING2.2 OPPORTUNITY IDENTIFICATION/ RANKING2.3 KEY ACCOUNT MANAGEMENT2.4 FORECASTING STRATEGIES2.5 GET WELL PLANS / GAP CLOSURE STRATEGIESSUB PROCESS 3.0 TERRITORY MANAGEMENT3.1 ACCOUNT / TERRITORY PLANNING3.2 TERRITORY/ TIME MANAGEMENT3.3 BACKWARD/ FORWARD PLANNING3.4 WEEKLY CALL PLANSSUB PROCESS 4.0 MANAGEING THE SALES PROCESS4.1 CREATING THE SALES PROCESS4.1 MANAGING THE SALES PROCESS4.3 MONTHLY QUOTA STATUS MEETINGS4.4 MONTHLY REPORTSSUB PROCESS 5.0 DEVELOPING SKILLS5.1 SALES SKILLS / TRAINING5.2 COACHING / COUNSELING5.3 TEAM MEETINGS / TEAM BUILDING / TEAM SELLINGSUB PROCESS 6.0 BUILDING A WINNING TEAM6.1 RECRUITING6.2 EVALUATION / SELECTION PROCESS6.3 PERFORMANCE APPRAISALS6.4 MANAGING THE MARGINAL PERFORMER6.5 FIRING THE NON-PERFORMERBARRIERSCOMPENSATION PLANS NOT EFFECTIVENOT ALIGNED TO BUSINESS STRATEGYNON- MOTIVATINGSALES FORCE NOT TRAINEDLACK OF PRODUCT KNOWLEDGESELLS PRICE NOT VALUEBASIC SELLING SKILLSNO MANAGEMENT PROCESSNO DRUMBEATNO ACCOUNTABILITYNO OWNERSHIPUNCLEAR MARKETING STRATEGIESSEGMENTATION NOT EFFECTIVELACK OF PRODUCT SUPPORTPRICING INEFFECTIVEPRODUCT STRATEGIES NOT CLEARINEFFECTIVE FORECASTINGNOT ACCURATETOO TACTICALNO CONFIDENCE LACK OF PERFORMANCE PLANNINGNOT USED EFFECTIVELYNOT ALIGNED TO EXPECTATIONSNOT ENFORCEDINEFFECTIVE HIRING AND FIRING PRACTICESINADEQUATE POOL OF POTENTIAL HIRESINTERVIEWING TOOLS / METHODOLOGIES NOT EFFECTIVENOT RELEASING NON- PERFORMERS FROM BUSINESSNO RANKING OF SALES FORCERANKING CRITERIA NOT APPROPRIATERANKING TOO COMPLICATEDNOT USED AS MOTIVATIONAL TOOINEFFECTIVE REWARDS/RECOGNITION SYSTEMINCENTIVE PROGRAMS NOT A MOTIVATING INFLUENCEBONUSES NOT EFFECTIVE/ MOTIVATINGREWARDS NOT ACCEPTED/VISIBLEINEFFECTIVE TERRITORY ASSIGNMENTSNOT SIZED PROPERLYTOO RICH/LEANINADEQUATE COVERAGEOPEN TERRITORIESDOES NOT ENCOURAGE/ PROMOTE PROSPECTINGNOT CONTIGUOUS/ GEOGRAPHICLACK OF ACCOUNT MANAGEMENT PROCESSNO LARGE ACCOUNT PLANNING PROCESSNO LONG-TERM OBJECTIVESSALES FORCE MEASUREMENTS NOT ALIGNEDREWARDS/PAY NOT ALIGNEDRETENTION RATES TOO HIGH / LOWNO RELEASING OF NON-PERFORMING SALES REPSTURNOVER TOO HIGHSPAN OF CONTROL NOT APPROPRIATETOO MANY DIRECT REPORTSTOO FEW DIRECT REPORTSINADEQUATE SUPPORTFIELD SALES SUPPORT INADEQUATETECHNICAL SUPPORT INADEQUATETECHNOLOGY INADEQUATEOUTDATED TECHNOLOGYWILL NOT SUPPORT MANAGEMENT PROCESSWILL NOT SUPPORT SALES PROCESSLACK OF COLLATERAL MATERIALSSALES MATERIALS NOT ADEQUATESPECIAL BIDS / PRICING PROCESS INEFFECTIVETOO CUMBERSOMEFPY TO LOWNO OWNERSHIP/INADEQUATE MANAGEMENT TRAININGNO TRAINING OF FIRST LINE MANAGERSAIPS NOT MANAGED MANAGERS NOT USING STRATEGIC FILTERSNO ABILITY TO REFUSE AIPSTOO MANY REQUESTS FOR INFORMATIONIMPLEMENTATION NOT ENFORCED BY MANAGEMENTPROGRAMS ARE ANNOUNCED AND NOT USEDOPTIONALISM IS CONDONEDSUBSTITUTE PROCESSES USED TO WORK AROUND BARRIERSNO ATTEMPT TO FIX PROBLEMSBARRIERS ARE ACCEPTEDTRANSPARENT MANAGEMENT PRACTICESNO ONE TAKES RESPONSIBILITY FOR DIRECTIONSBLAMES ANY ATTEMPT TO MANAGE ON UPPER MANAGEMENTEXPECTATIONS NOT INSPECTED FOR COMPLIANCENO ATTEMPT TO ENFORCE MANAGEMENT DIRECTIVESNO PENALTY FOR NOT FOLLOWING THROUGH ON DIRECTIVESMANAGERS NOT HELD ACCOUNTABLE FOR PERFORMANCEMISSING OBJECTIVES IS ACCEPTED AS GOOD TRYNO SENSE OF URGENCY TO MAKE PLANREACTIVE MANAGEMENT IS THE NORMTOO BUSY TO PLANPLANNING IS VIEWED AS USELESSNO TIME TO MANAGE PEOPLEMANAGEMENT FOCUS TOO TACTICALNOT MANAGING THE DRIVERSFOCUS ON RESULTS MEASUREMENTSNO DRIVERS OR NOT ACCEPTED AS VALIDSALES BUDGETS NOT ASSIGNED PROPERLYTOO MUCH OVER ASSIGNMENTNO EXPENSE CONTROL AT SALES MGR. LEVELLACK OF MANPOWER PLANNING - OPEN TERRITORIESNO POOL OF TALENTTOO MUCH TERRITORY COMBININGTEMPORARY ASSIGNMENTSRESOURCES REQUIREDSALES PLANBUDGETSSALES TRAINING MATERIALSPERFORMANCE EVALUATION FORMSMONTHLY/ QUARTERLY REPORTSRECOGNITION PROGRAMSCOMPENSATION PLANSORGANIZATION CHARTS/ MAN