| What any individual Sales Manager actively | | | | the nature and behaviour of |
| does is conditioned by the size of their | | | | costs.- OrganisingThe way in which he |
| company, the products it sells and the way | | | | develops his sales staff - whether on a |
| they are sold, the organisation of functions | | | | general or territorial basis, or. |
| within it, and perhaps their own special | | | | specialising in types of product or by class |
| ability. They may carry most or all of the | | | | of customer or end user - |
| responsibilities which would be those of a | | | | should derive from a study of the market, |
| Marketing Manager, if this position does not | | | | taking into account also the qualifications |
| exist within their company.Essentially, | | | | and the experience of the sales |
| however, the task of the Sales Manager is to | | | | staff.- TrainingAs products, markets and |
| produce revenue for their company through the | | | | objectives tend to be continually developing |
| operations of the sales staff for whom they | | | | |
| are responsible. The size of this revenue, | | | | and changing, training also should be a |
| and the profit (however defined) which it | | | | continuous process. With small |
| should show, are usually predetermined in | | | | |
| order to achieve the aims of company policy. | | | | sales forces, formal training presents |
| The objectives which they set for the various | | | | difficulties, but the need to always |
| activities which are involved in carrying out | | | | |
| this task should therefore be derived from, | | | | seek a higher standard of performance |
| and be compatible with, company objectives, | | | | remains.- ControlThis involves setting |
| such as return on capital employed, cash | | | | targets and standards for measurement of |
| flow, market position, growth.CHARACTERISTICS | | | | performance, and taking appropriate action |
| OF THE SALES MANAGER'S JOB- Many of the | | | | when they are not met.- MotivationMotivation |
| factors which affect success are not within | | | | implies two effects in the sales staff: the |
| their control (such as competitors and | | | | right attitude to their job and |
| government legislation)- They are | | | | willingness to play their part to the best of |
| nevertheless required to forecast future | | | | their ability in achieving aims set by their |
| sales and to plan their operation | | | | manager. It results partly from training, |
| accordingly, using their judgement and | | | | partly from incentives (financial and other), |
| experience.- They must depend on other | | | | and perhaps most of all from the leadership |
| departments for the design, production, | | | | given by their manager. Regular appraisal of |
| quality and delivery of products for which | | | | performance and attitudes by discussion with |
| they obtain orders, just asthose departments | | | | the sales force, and observation of their |
| must depend on them to get these orders.- The | | | | work, are important for this |
| sales staff that they rely on to produce the | | | | purpose.RECRUITMENT OF SALES STAFFSelecting a |
| results they have planned for, are for most | | | | person who will become a successful member of |
| of the time working alone, not under their | | | | the sales force for any particular company is |
| immediate control.- They are engaged in a | | | | very difficult, whether they are appointed |
| constant struggle to obtain increased | | | | from within the company or are recruited from |
| salesagainst competitors with the same | | | | outside. It is often made more difficult than |
| aim.Although the basic functions and skills | | | | it need be by the lack of an adequate |
| of management, discussed later, apply to | | | | specification of the job the sales person is |
| their job, it is clear that such qualities as | | | | to do and, derived from this, a specification |
| creativeness, flexibility, tenacity, and | | | | of the kind of person who might be likely to |
| ability to deal effectively with people, will | | | | succeed. Such specifications introduce some |
| be particularly important. At the same time | | | | objectivity into the selection process and |
| the ability to analyse market situations and | | | | provide some measures of comparability |
| form sound judgements on them, is equally | | | | between candidates.The importance of the |
| necessary but may not sit easily with the | | | | sales person to their company, and the |
| kind of qualities mentioned.THE SELLING ROLE | | | | considerable investment made in them, justify |
| | | | a systematic approach to the ways in which, |
| Since, like other managers, the Sales | | | | as a candidate, they are assessed and |
| Manager depends on those who work for them to | | | | decisions are made about them. The validity |
| produce the results by which they are judged, | | | | of assumptions made about them at the time of |
| consideration of their job can usefully | | | | appointment should be checked against |
| continue by examining the nature and | | | | subsequent performance, and the reasons for |
| characteristics of industrial selling and, | | | | mistakes investigated.The subjective element |
| hence, of the salesperson's job.Personal | | | | in selection will never be eliminated, and in |
| selling is only one of several possible ways | | | | at least one respect it is a valid criterion. |
| of communicating with customers and potential | | | | The person chosen must "fit in" to the team |
| customers but, particularly where industrial | | | | comprising the Sales Manager and their sales |
| goods are concerned, is undoubtedly the most | | | | force. If they do not do so, no matter how |
| effective in terms of achieving the objective | | | | suitable their qualifications and experience |
| - influencing the decision to buy. It is | | | | may be, friction is likely to ensue.THE |
| also, even though selling costs may be a | | | | NATURE OF MANAGEMENTA Sales Manager may or |
| small percentage of revenue, expensive. Sales | | | | may not be an outstanding sales person. The |
| staff should therefore be treated as a scarce | | | | important thing is that he should be a good |
| resource, to be used as effectively as | | | | manager. This is their individual and unique |
| possible.Selling itself is a process of | | | | contribution to their company.The essentials |
| bringing persuasion to bear, to;- Awaken | | | | of management are: |
| awareness of a need or problem- Establish | | | | |
| that the need can be satisfied by a | | | | Measurement or assessment |
| particular type of product- Convince the | | | | |
| prospective user that the salesperson's own | | | | Planning, which includes organising |
| product can offer a superior satisfaction.The | | | | |
| actual selling job for a particular product | | | | Direction and controlPlans, and the |
| or company may embrace all three of these | | | | direction and control of activities to put |
| stages, the last two, or the last only, | | | | the plans into effect, depend on the |
| depending on the situation requirements.- An | | | | collection and analysis of information, from |
| innovatory product, hitherto unknown- A | | | | which decisions are made.The initial plans |
| product for which there are alternatives- An | | | | (say for 12 months, on which a budget will be |
| established market in which the user can | | | | based) results from analysis of the market |
| choose from a number of makes.For economy of | | | | and environmental factors (such as economic |
| effort the salesperson's task (and perhaps | | | | conditions) and from the assessment of the |
| the kind of person required) should be | | | | resources available to the manager. Control |
| defined accordingly.OTHER TASKS OF THE SALES | | | | requires an input of information about |
| STAFF | | | | performance which has to be measured against |
| | | | the standards set in the plans. Where there |
| Although selling is the basic justification | | | | are discrepancies the manager must decide |
| of the salesperson's existence and The Sales | | | | what to do about them.The two basic |
| Manager's purpose in employing them, all | | | | requirements for good management (apart from |
| sales staff have to spend part of their time | | | | personal qualities which make the manager an |
| doing other things (e.g. travelling and | | | | acceptable leader) are therefore:Adequate |
| preparing reports). Sales staff are, however, | | | | information |
| often also required to:- Provide technical | | | | |
| information other than that strictly needed | | | | Decisions which take account of the relevant |
| to make a sale- Give some kind of after-sales | | | | informationAdequate information about markets |
| service- Conduct market research (going | | | | is hard to get, and the cost of obtaining it |
| beyond the normal, essential | | | | may outweigh the advantages of having it. The |
| supply of market intelligence about | | | | Sales Manager is therefore often in the |
| customers, competitors, etc)- Check credit | | | | position of having to make decisions on the |
| status of potential customersIt may or may | | | | basis of incomplete information or |
| not be that the salesperson is the best | | | | assumptions. They must then rely to some |
| person to do such things as these. As, | | | | extent on past experience and their own |
| however, he is a scarce resource, expensive, | | | | judgement of the probability that this or |
| and employed to obtain orders, the | | | | that will happen. The important thing in |
| cost-effectiveness of using them for such | | | | these circumstances it to record (preferably |
| purposes compared with other means should be | | | | in writing) the assumptions that have been |
| examined - remembering also that there may be | | | | made so that, if subsequently information |
| some loss of sales to take into account (the | | | | becomes available which falsifies these |
| "opportunity cost")THE SALES MANAGER'S | | | | assumptions, some assessment can be made of |
| RESPONSIBILITY FOR SALES STAFF | | | | consequences for plans based on them.The |
| | | | moral right of the author, Jonathan |
| Some characteristics common to most forms of | | | | Farrington, has been asserted. |
| selling are:- Smaller sales forces in | | | | |
| industrial selling than consumer goods | | | | All rights reserved.This publication or any |
| selling, usually dealing with a very much | | | | part thereof may not be reproduced or |
| smaller number of clients- Responsibility and | | | | transmitted in any form or by any means |
| power to make decisions vested in the | | | | electronic or mechanical including |
| | | | photocopying, recording, storage in an |
| individual salesperson- The need often to | | | | information retrieval system or otherwise, |
| deal with a number of people in the customer | | | | unless this notification of copyright is |
| company in order to achieve | | | | retained.Jonathan Farrington is a business |
| buying decisions.These characteristics must | | | | coach, mentor, author and consultant, who has |
| influence the nature of the Sales Manager's | | | | helped hundreds of companies and thousands of |
| responsibility for their sales staff and the | | | | individuals around the world achieve their |
| forms it takes.One effect may well be that a | | | | full potential and consequently, optimum |
| good deal of the market analysis and planning | | | | performance levels.Prior to setting up his |
| which is part of the Sales Manager's | | | | own consultancy, Jonathan earned his spurs |
| responsibility, is delegated to sales staff | | | | succeeding in some of the most demanding and |
| who, to this extent, are the managers of | | | | competitive market sectors. Challenging |
| their own territory. If this is so, the need | | | | assignments took him from the Middle East and |
| for clear objectives and adequate overall | | | | Africa to Europe and the USA, providing him |
| control is stronger than if sales staff were | | | | with the opportunity to work with a number of |
| more closely directed. This also emphasises | | | | the largest and most successful international |
| the importance of good communication and | | | | corporations including: - IBM, Wang, Legal |
| information, flowing in both directions.The | | | | and General, Andersen Consulting, Litton |
| Sales Manager's general responsibilities for | | | | Industries and The Bank of Tokyo.In 1995, |
| his sales staff may be | | | | Jonathan formed jfa with the primary |
| summarised:- PlanningHe is given resources, | | | | objective to deliver unique leadership and |
| human and financial, and has to plan to use | | | | sales team development programmes to both the |
| | | | corporate and SME sectors. Since then, he |
| those in the most effective combination to | | | | has authored in excess of three hundred |
| achieve predetermined | | | | skills development programmes, designed a |
| | | | range of unique and innovative process tools |
| results. They can do this only by knowing | | | | and written extensively on organisational and |
| his staff and understanding | | | | sales team development. |
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