Manning, recruitment & selection
Sales TrainingDecision Aims, Content, Methods, Execution &
Evaluation ACMEE- method Execution trainer sales background,
vision, energy, perseverance short term & long term, time
table, agenda, training aids, feedback from trainees before,
during, after the training programme and monitoring of
effectiveness post the training programme.Evaluation reactions,
learning, behaviour, results w.r.t. sales, profits, customer
satisfaction, number of new customers & market penetration
through company data, market survey, supervisors judgement
periodically Reinforcement through refresher training, on-the-job
mentoring and online follow-up
Sales Force HR & AdministrationManning, recruitment &
selectionInduction, training & motivationCompensationMeetings,
reviews & leadershipEvaluation, audit & controlManning,
recruitment & selectionSales organisaton structure, spread,
levels (3-4), span of control (4-5)Job analysis objective,
reporting-to, reported-by, product knowledge requirements,
knowledge of customers to be dealt-with, information assimilation
& reporting requirements with frequencies.Job description - A
document covering reporting relationships with superiors, juniors
as well as peersJob objectiveduties & responsibilitiesJob
performance required and evaluation criteriaPosition profile
covering education, experience, preferred current employers, age,
location of job, KRAs Manning, recruitment & selection . contd.
1Recruitment sources within the company existing sales employee
references -their relatives, professional contactsrecommendations
of sales executives / managers based on their past contactsinternal
transfers from other departmentsoutside the companydirect
unsolicited applicationsemployment agenciesemployees of customers /
vendorscampus recruitmentjob portals, newspaper
advertisementsothers .
Manning , recruitment & selection . contd. 2Selection CV
scanning to eliminate irrelevant Telephonic interviewSkype
interviewFormal application formPersonal interview to establish the
candidate fit with the job based on his professional , educational
and personal background . May involve written test, psychological
test, group discussionsRating scales Health , reference &
testimonial check
Manning, recruitment & selection .. Contd. 3
Manning Relative ability - product & market knowledge, past
performance of target achievement, verbal & written
communication and selling skillsEffectiveness social, cultural and
physical characteristics so as to make the sales person and the
customers comfortable with each otherExisting relationships - which
are helping in achieving a stable sales in line with quotas /
targets to be studied and strengthened wherever required.Routing,
Scheduling & Time managementRouting to reduce travel time &
cost with a view to maximize coverage (PJP)Scheduling decide on the
time required for activities involved viz. sales call, service
call, travel time, reporting and paper work, waiting time etc. and
schedule a typical days working hours.Time management - support of
technology laptops, mobiles, reporting softwares, ERP, audio /
video conferencing, motorized movements vs. public
transportInduction & trainingInduction Company, product,
customer, competition, selling skills / role plays, case studies,
simulated exercises, exposure to related functions viz retail shop,
warehouse, logisticsCommercial T&C terms of payment advance,
direct credit, documents through bank, bank guarantees, pricing, LD
penalty, central excise duty, central sales tax (CST), value added
tax (VAT) etc.Daily working & reporting on the job training,
mentoring, online training, capturing & reporting of daily
work, working sequence & discipline
MotivationMotivation The desire to spend effort to fulfill a
need is MOTIVATION. Derived from Latin word movere meaning to
moveDimensions Intensity (physical & mental effort),
persistence (how much & how long perseverance) and direction
(customer category, product category..)
Types intrinsic (permanent) ; extrinsic ( pay-off related)
IntensityDirectionPersistenceOutcomeMotivation .. Contd. 1Why
least supervised, remote locations, frustration of rejection need
to remain self startersTheoriesMaslows hierarchy of needsHerzbergs
dual factorVrooms expectancyChurchill, Ford & Walker modelTools
in motivational mix Motivation .. Contd. 2Motivation through
leadershipDemonstrate good examplesTransparent
communicationInterpersonal contactRecognize a job well done - make
it knownReprimand privately, politely but firmlyAppear to be fair
more important than being fair transparency in deeds & deals
Sales Force CompensationSeven roles of . Provide a living
wageProvide a motivational platformFair foundation - equal pay for
equal performanceSimple to understand and comprehend /
relate-toReflective of performance changesEconomical to
administerUnify company & individual goalsTypes Only salary (
productivity not required to be measured)Only commission..(industry
specific e.g. insurance, real estate)Combination .. ( productivity
orientation)
Sales meetings, reviews & leadershipSales personnel usually
not satisfied with hygiene factors alone viz compensation, working
environment, supervision, fringe benefits, reimbursements etcThey
require motivation & job satisfaction through challenges,
responsibility+, promotion, regular communication and above all
recognition. Sales management uses 2 main mechanisms to stimulate
these needs : sales meetings & contests.Sales meetings, reviews
& leadership contd.Sales meetings A-C-M-E-E approach; local;
regional; national; audio / video ; monthly ; quarterly ; annual ;
stag ; with spouse etcSales contests to provide extra incentives to
increase sales volume or to get more profitable sales volume or
both AND to fulfill individual needs for achievement, recognition,
esteem, self-actualization AS WELL AS develop team spirit, boost
team morale increased productivity.Sales reviews - essential
component of both sales meetings as well as sales contestSales
Leadership uses sales meetings & contests as effective tools to
enhance sales effort & improve productivity.
Evaluation, audit & control of sales forceControl comprises
ofEstablishing performance standardsCapturing / recording actual
performanceEvaluating performance against standardsTaking
corrective actions
Evaluation, audit & control contd.1Quantitative performance
standards (11) 1.quotas/targets; 2.sales expense ratios;
3.territorial profit margin ratios; 4.territorial market share;
5.outlet coverage index; 6.call frequency; 7.calls per day; 8.order
call ratio;9.average cost per call; 10.average order size;
11.nonselling activities;12.combination of one or more of above
Qualitative performance standards (11) 1.product knowledge ;
2.customer relations; 3.service follow-up; 4. punctuality; 5.
attitude; 6. dress & appearance; 7. diligence; 8. cooperation;
9.adaptability; 10. reliabiity; 11. accuracy evaluation judgement
based bias factor
Evaluation, audit & control contd.2Recording actual
performanceSales force reports (11) 1.work plan( to plan the work
& work the plan); 2.calls made; 3.expenses; 4.new business;
5.lost sales; 6.damage & expiry; 6. market stock; 7. shelf life
- market stock; 8. unresolved market complaints; 9. settlement of
trade claims; 10. EPOB; 11. working day time utilisation
Evaluating performance against standardsQuantitative parameters
mathematics (80% weightage)Qualitative parameters judgement (20%
weightage)
Evaluation, audit & control contd.3Market / Sales force
Audit ( Customer feed-back)An average business losses half of its
customers in 5 years; half of its employees in 4 years; and half of
its investors in a year due to certain shortcomings /
weaknessesMarketing audit - a comprehensive, systematic, diagnostic
and prescriptive tool - covers companys major functions sales,
marketing, purchase, finance, logistics, HR with a view to find
outWhat is wrongWhy it went wrongCorrective actions required
Evaluation, audit & control contd.4Corrective actions ( the
dynamic phase of control)Improve performance training, mentoring,
coaching, rewards, contests, punishment !Re-evaluate & adjust
standards in line with market / competitive realityAdjust the
criteria used in measuring the extent of achievement
Reference TextSales Management Still, Cundiff &
GovoniChapters 10, 11, 12, 13, 14, 15, 16, 18 & 19
Sales & Distribution Management Havaldar &
CavaleChapters 6 & 7
Class Quiz-5
A-C-M-E-E Approach to Sales Training ( Kiplings Six Honest
Serving-Men) WHY ?WHAT ?HOW ?WHO ?WHEN
?WHERE?AIM(S)CONTENTMETHOD(S)EXECUTIONEVALUATION(Modify, Redesign,
Repeat & so forth)Back
