SlideShare ist ein Scribd-Unternehmen logo
1 von 230
Sales Management MM - 302 ,[object Object],[object Object]
What is Sales? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why Sales Management? ,[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Evolution of Sales Management ,[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object]
What is sales management ,[object Object],[object Object],[object Object]
Nature and Scope of Sales Management ,[object Object],[object Object],[object Object],[object Object]
Integration with Marketing Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object]
Relationship selling ,[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object]
Varying sales responsibilities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Sales Management Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object]
Functions of sales manager ,[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Theories of Selling ,[object Object],[object Object],[object Object]
Types of theories ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
AIDAS Theory of Selling ,[object Object],[object Object],[object Object]
Securing Attention ,[object Object],[object Object],[object Object],[object Object]
Gaining Interest ,[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object]
Kindling Desire ,[object Object],[object Object],[object Object],[object Object]
Inducing Actions ,[object Object],[object Object],[object Object]
Building Satisfaction ,[object Object],[object Object]
Right Set of Circumstances Theory ,[object Object],[object Object],[object Object]
Buying Formula Theory of Selling ,[object Object],[object Object]
Problem (or need) Recognition ,[object Object],[object Object]
Information Search (Collection) ,[object Object],[object Object]
Evaluation of alternatives ,[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object]
Purchase Decision ,[object Object],[object Object],[object Object],[object Object],[object Object]
Post purchase behavior ,[object Object],[object Object],[object Object]
Buying Decision Process of Business Buyers ,[object Object],[object Object],[object Object],[object Object]
Behavioral Equation Theory
Sales management By Rajiv P. Kumar (Buddhist)
PERSONAL SELLING & SALESMANSHIP ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Personal Selling ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Some Important Aspects ,[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object]
Buyer Seller Dyads ,[object Object],[object Object],[object Object]
Essentials of Personal Selling ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Method of Personal Selling ,[object Object],[object Object],[object Object],[object Object],[object Object]
Types of Sales Person ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object]
Process or Steps in Effective Selling Prospecting & Qualifying Preapproach   Approach Presentation  & Demonstration Overcoming Objections   Closing Follow up & Maintenance
Steps in Personal Selling ,[object Object],[object Object]
Prospecting ,[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Preapproach ,[object Object],[object Object],[object Object]
Significance ,[object Object],[object Object],[object Object]
Approaching ,[object Object],[object Object],[object Object]
Approach adopted by traveling salesmen ,[object Object],[object Object],[object Object],[object Object]
Different ways to gain access the prospect ,[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Approach adopted by counter salesmen
Methods of Approaching ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Presentation and Demonstration ,[object Object],[object Object]
Requirements of good presentation ,[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object]
Overcoming Objections
The close ,[object Object],[object Object],[object Object]
Follow up and Maintenance
SALES FORECASTING ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Sales Forecasting ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Steps in Sales Forecasting ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Method of Sales Forecasting ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
DETERMINATION OF THE SIZE OF SALES FORCE ,[object Object],[object Object],[object Object],[object Object],[object Object]
Sales Force Size ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object]
[object Object],Prospecting Targeting Selling Servicing Information Gathering Allocating Sales Force  Objectives
Sales Force Structure Sales Force Structure Product Based  Structuring Territory Based Structuring Customer Based  Structuring
SALES ORGANISATION ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Setting up a Sales Organization   Defining the Objectives Determination of Activities Grouping activities in to position Assignment of Personnel to Position Provisions for coordination & Control
Recruitment ,[object Object],[object Object]
Preparing the job description an specification ,[object Object],[object Object],[object Object],[object Object]
Recruitment Sources ,[object Object],[object Object],[object Object],[object Object]
From Inside – The organization's Staff ,[object Object]
Recruitment Agencies ,[object Object]
Educational Institutions ,[object Object],[object Object]
Competitors and Other Industries ,[object Object]
Friends and Relatives ,[object Object]
Previous Staff ,[object Object]
Selection Procedure ,[object Object],[object Object]
Steps Involved in Selection Process ,[object Object],[object Object],[object Object]
Example ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
(b) Application Scrutiny ,[object Object],[object Object]
Example ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object],[object Object]
(c) Interview ,[object Object],[object Object]
Procedure ,[object Object],[object Object],[object Object],[object Object],[object Object]
Example ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
(d) Psychological testing ,[object Object],[object Object],[object Object],[object Object]
(e) Reference check ,[object Object],[object Object]
(f) Physical examination ,[object Object]
(g) Job Offer ,[object Object]
Sales training programme ,[object Object],[object Object]
Aim of Training ,[object Object],[object Object],[object Object]
Identifying Initial Training Needs ,[object Object],[object Object],[object Object],[object Object]
Training on Market Place ,[object Object],[object Object]
Training on competitors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Training in Handling the competition ,[object Object],[object Object],[object Object],[object Object]
Training on Communication ,[object Object],[object Object]
Training Methods ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Compensation Plan ,[object Object],[object Object],[object Object],[object Object]
Attitudes towards a Compensation Plan ,[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Designing Compensation Plan ,[object Object]
Examine job descriptions ,[object Object],[object Object]
Set up specific objectives ,[object Object]
Decide levels of pay or compensation ,[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Developing the compensation mix ,[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Decide indirect payment plan ,[object Object],[object Object]
Pretest, administer, and evaluate the compensation plan ,[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Motivating Sales Personnel ,[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object]
Importance of Motivation ,[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object]
Selecting An Effective Mix  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object]
Sales Meetings and Contests ,[object Object],[object Object],[object Object]
Planning Sales Meetings ,[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object]
National Sales Meetings ,[object Object]
Regional Sales Meetings ,[object Object],[object Object],[object Object],[object Object],[object Object]
Local sales meetings ,[object Object]
Remote – Control and Travelling Sales Meetings ,[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Sales Contests ,[object Object],[object Object],[object Object]
Specific Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object]
Contest Formats ,[object Object],[object Object],[object Object]
Contest Prizes ,[object Object],[object Object],[object Object],[object Object],[object Object]
Contest Duration ,[object Object],[object Object],[object Object],[object Object]
Designing Territories ,[object Object],[object Object],[object Object]
Reasons for Setting up Sales Territories ,[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Procedure for Designing Sales Territories ,[object Object]
Steps Involved in Designing the Sales Territories ,[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object]
Build – up Method ,[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Breakdown method ,[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Continued---- ,[object Object],[object Object]
Assigning Salespeople to Territories ,[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object]
Relative Ability of Salespeople ,[object Object],[object Object]
Continued---- Evaluation Factors Weightage Evaluation Salesperson Score  = A *B Product knowledge .15 .9 .135 Market Knowledge .10 .8 .080 Past Sales Performance .40 1 .400 Communication .15 .8 .120 Selling Skills .20 .9 .180 Total 1.00 .915
Salesperson’s Effectiveness in a Territory ,[object Object]
Sales Quota ,[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object]
Objectives of Quotas ,[object Object]
Making available performance standards ,[object Object],[object Object],[object Object]
Controlling performance ,[object Object],[object Object]
Motivating People ,[object Object],[object Object]
Identifying strengths and weakness ,[object Object]
Types of Quotas ,[object Object],[object Object]
Sales volume quotas ,[object Object],[object Object],[object Object]
Rupees/Dollars sales volume  ,[object Object]
Unit sales volume ,[object Object],[object Object],[object Object],[object Object]
Point sales volume ,[object Object]
Financial Quotas ,[object Object],[object Object]
Gross margin or profit contribution quotas  ,[object Object]
Expense Quotas ,[object Object],[object Object]
Activity Quotas  ,[object Object],[object Object]
Combination quotas ,[object Object]
Sales Budgeting and Control ,[object Object],[object Object]
Significance of a Sales Budget ,[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object]
Sales Budget ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Sales Control ,[object Object],[object Object]
Types of Sales Control ,[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object]
Steps in Designing a Sales Control System ,[object Object],[object Object],[object Object],[object Object],[object Object]
International Sales Management ,[object Object],[object Object]
Challenges faced by International Sales Managers ,[object Object],[object Object],[object Object],[object Object]
Continued---- ,[object Object],[object Object],[object Object],[object Object]
Qualities of the International Sales Force ,[object Object],[object Object],[object Object],[object Object],[object Object]
Formulating Sales Strategies at the International Level ,[object Object],[object Object],[object Object]
Continued----

Weitere ähnliche Inhalte

Was ist angesagt?

Pharmaceutical selling skills m.youssef
Pharmaceutical selling skills m.youssefPharmaceutical selling skills m.youssef
Pharmaceutical selling skills m.youssefDr.Mohamed youssef
 
Introduction to sales management
Introduction to sales managementIntroduction to sales management
Introduction to sales managementGautam Anand
 
Sales management
Sales managementSales management
Sales managementGurjit
 
Formulating Marketing Strategy in Advanced Marketing
Formulating Marketing Strategy in Advanced MarketingFormulating Marketing Strategy in Advanced Marketing
Formulating Marketing Strategy in Advanced MarketingNikhil Gupta
 
Sales Force Management Presentation 1
Sales Force Management Presentation 1Sales Force Management Presentation 1
Sales Force Management Presentation 1Syed Ahmed Hussain
 
Sales Promotions
Sales PromotionsSales Promotions
Sales Promotionsprahladk
 
Sales training: program, execution and evaluation
Sales training: program, execution and evaluationSales training: program, execution and evaluation
Sales training: program, execution and evaluationShwetanshu Gupta
 
Professional selling skills
Professional selling skillsProfessional selling skills
Professional selling skillsMohammed Gamal
 
Communication skills & selling skills
Communication skills & selling skillsCommunication skills & selling skills
Communication skills & selling skillsAafreen Ahmed
 
Selling skills and selling strategies
Selling skills and selling strategiesSelling skills and selling strategies
Selling skills and selling strategiesAbdulQadir Koitewale
 
The psychology of selling
The psychology of selling The psychology of selling
The psychology of selling Mehdi H.Mahfoud
 
Distribution Channel/Marketing Channels by Amitabh Mishra
Distribution Channel/Marketing Channels by Amitabh MishraDistribution Channel/Marketing Channels by Amitabh Mishra
Distribution Channel/Marketing Channels by Amitabh MishraDr. Amitabh Mishra
 
Psychology of Selling
Psychology of SellingPsychology of Selling
Psychology of SellingAnuj Sharma
 
8 Sales Closing Techniques
8 Sales Closing Techniques8 Sales Closing Techniques
8 Sales Closing Techniquesxoombi
 
Promotion mix
Promotion mixPromotion mix
Promotion mixSujan Oli
 

Was ist angesagt? (20)

Pharmaceutical selling skills m.youssef
Pharmaceutical selling skills m.youssefPharmaceutical selling skills m.youssef
Pharmaceutical selling skills m.youssef
 
Introduction to sales management
Introduction to sales managementIntroduction to sales management
Introduction to sales management
 
Sales management
Sales managementSales management
Sales management
 
Selling Process
Selling ProcessSelling Process
Selling Process
 
Formulating Marketing Strategy in Advanced Marketing
Formulating Marketing Strategy in Advanced MarketingFormulating Marketing Strategy in Advanced Marketing
Formulating Marketing Strategy in Advanced Marketing
 
Sales management
Sales managementSales management
Sales management
 
Sales Force Management Presentation 1
Sales Force Management Presentation 1Sales Force Management Presentation 1
Sales Force Management Presentation 1
 
Sales Promotions
Sales PromotionsSales Promotions
Sales Promotions
 
Sales training: program, execution and evaluation
Sales training: program, execution and evaluationSales training: program, execution and evaluation
Sales training: program, execution and evaluation
 
Professional selling skills
Professional selling skillsProfessional selling skills
Professional selling skills
 
Theories of selling
Theories of sellingTheories of selling
Theories of selling
 
Communication skills & selling skills
Communication skills & selling skillsCommunication skills & selling skills
Communication skills & selling skills
 
Selling skills and selling strategies
Selling skills and selling strategiesSelling skills and selling strategies
Selling skills and selling strategies
 
Marketing MIX
Marketing MIXMarketing MIX
Marketing MIX
 
Sales Management
Sales ManagementSales Management
Sales Management
 
The psychology of selling
The psychology of selling The psychology of selling
The psychology of selling
 
Distribution Channel/Marketing Channels by Amitabh Mishra
Distribution Channel/Marketing Channels by Amitabh MishraDistribution Channel/Marketing Channels by Amitabh Mishra
Distribution Channel/Marketing Channels by Amitabh Mishra
 
Psychology of Selling
Psychology of SellingPsychology of Selling
Psychology of Selling
 
8 Sales Closing Techniques
8 Sales Closing Techniques8 Sales Closing Techniques
8 Sales Closing Techniques
 
Promotion mix
Promotion mixPromotion mix
Promotion mix
 

Ähnlich wie Sales management By Rajiv P. Kumar (Buddhist)

Salesmanship personal selling v unit
Salesmanship personal selling v unitSalesmanship personal selling v unit
Salesmanship personal selling v unitSureshBabuMannarColl
 
Chapter 1 nature of personal selling
Chapter 1 nature of personal selling Chapter 1 nature of personal selling
Chapter 1 nature of personal selling Lo-Ann Placido
 
Module 8 the promotional mix (3)
Module 8  the promotional mix (3)Module 8  the promotional mix (3)
Module 8 the promotional mix (3)JeVaughn Ferguson
 
Module 8 the promotional mix (3)
Module 8  the promotional mix (3)Module 8  the promotional mix (3)
Module 8 the promotional mix (3)JeVaughn Ferguson
 
Salesmanship 1
Salesmanship 1Salesmanship 1
Salesmanship 1abdul m
 
Chapter01 Managing The Sales Force
Chapter01 Managing The Sales ForceChapter01 Managing The Sales Force
Chapter01 Managing The Sales ForceMoch Kurniawan
 
Unit 2 personal selling ppt
Unit 2 personal selling pptUnit 2 personal selling ppt
Unit 2 personal selling pptSanjna Aggarwal
 
Retail sale force management
Retail sale force managementRetail sale force management
Retail sale force managementSurendher Emrose
 
Selling And Negotiation Skills 1st Sem Mms
Selling And Negotiation Skills 1st Sem MmsSelling And Negotiation Skills 1st Sem Mms
Selling And Negotiation Skills 1st Sem Mmsrajvinderkaur
 
Dr. V. Ramadevi, Department of Management.
Dr. V. Ramadevi, Department of Management.Dr. V. Ramadevi, Department of Management.
Dr. V. Ramadevi, Department of Management.ramakarthik
 

Ähnlich wie Sales management By Rajiv P. Kumar (Buddhist) (20)

Salesmanship personal selling v unit
Salesmanship personal selling v unitSalesmanship personal selling v unit
Salesmanship personal selling v unit
 
Chapter 1 nature of personal selling
Chapter 1 nature of personal selling Chapter 1 nature of personal selling
Chapter 1 nature of personal selling
 
Module 8 the promotional mix (3)
Module 8  the promotional mix (3)Module 8  the promotional mix (3)
Module 8 the promotional mix (3)
 
Module 8 the promotional mix (3)
Module 8  the promotional mix (3)Module 8  the promotional mix (3)
Module 8 the promotional mix (3)
 
Salesmanship 1
Salesmanship 1Salesmanship 1
Salesmanship 1
 
Chapter01 Managing The Sales Force
Chapter01 Managing The Sales ForceChapter01 Managing The Sales Force
Chapter01 Managing The Sales Force
 
Personal selling
Personal sellingPersonal selling
Personal selling
 
Personal selling
Personal sellingPersonal selling
Personal selling
 
Personal selling
Personal sellingPersonal selling
Personal selling
 
Personal selling
Personal sellingPersonal selling
Personal selling
 
Unit 2 personal selling ppt
Unit 2 personal selling pptUnit 2 personal selling ppt
Unit 2 personal selling ppt
 
Chapter 1
Chapter 1Chapter 1
Chapter 1
 
Personal selling
Personal sellingPersonal selling
Personal selling
 
Retail sale force management
Retail sale force managementRetail sale force management
Retail sale force management
 
Chapter five
Chapter fiveChapter five
Chapter five
 
Selling And Negotiation Skills 1st Sem Mms
Selling And Negotiation Skills 1st Sem MmsSelling And Negotiation Skills 1st Sem Mms
Selling And Negotiation Skills 1st Sem Mms
 
Salesmanship
SalesmanshipSalesmanship
Salesmanship
 
Sm 8
Sm 8Sm 8
Sm 8
 
Dr. V. Ramadevi, Department of Management.
Dr. V. Ramadevi, Department of Management.Dr. V. Ramadevi, Department of Management.
Dr. V. Ramadevi, Department of Management.
 
Sales management
Sales managementSales management
Sales management
 

Mehr von Dr. Rajiv P. Kumar

Fund and non fund based Business of DCCB
Fund and non fund  based Business of DCCBFund and non fund  based Business of DCCB
Fund and non fund based Business of DCCBDr. Rajiv P. Kumar
 
Formal & Informal Organisation structure with example
Formal & Informal Organisation structure with exampleFormal & Informal Organisation structure with example
Formal & Informal Organisation structure with exampleDr. Rajiv P. Kumar
 
Job Specification & Job Description
Job Specification & Job Description Job Specification & Job Description
Job Specification & Job Description Dr. Rajiv P. Kumar
 
Recruitment & Selection process FPOs
Recruitment & Selection process FPOsRecruitment & Selection process FPOs
Recruitment & Selection process FPOsDr. Rajiv P. Kumar
 
Business Development Strategies in DCCB (Dr. Rajiv P. Kumar)
Business Development Strategies in DCCB (Dr. Rajiv P. Kumar)Business Development Strategies in DCCB (Dr. Rajiv P. Kumar)
Business Development Strategies in DCCB (Dr. Rajiv P. Kumar)Dr. Rajiv P. Kumar
 
Direct Marketing By: Rajiv P. Kumar (Buddhist)
Direct Marketing By: Rajiv P. Kumar (Buddhist)Direct Marketing By: Rajiv P. Kumar (Buddhist)
Direct Marketing By: Rajiv P. Kumar (Buddhist)Dr. Rajiv P. Kumar
 

Mehr von Dr. Rajiv P. Kumar (9)

Fund and non fund based Business of DCCB
Fund and non fund  based Business of DCCBFund and non fund  based Business of DCCB
Fund and non fund based Business of DCCB
 
NABARD
NABARD NABARD
NABARD
 
Formal & Informal Organisation structure with example
Formal & Informal Organisation structure with exampleFormal & Informal Organisation structure with example
Formal & Informal Organisation structure with example
 
Job Specification & Job Description
Job Specification & Job Description Job Specification & Job Description
Job Specification & Job Description
 
Recruitment & Selection process FPOs
Recruitment & Selection process FPOsRecruitment & Selection process FPOs
Recruitment & Selection process FPOs
 
Business Development Strategies in DCCB (Dr. Rajiv P. Kumar)
Business Development Strategies in DCCB (Dr. Rajiv P. Kumar)Business Development Strategies in DCCB (Dr. Rajiv P. Kumar)
Business Development Strategies in DCCB (Dr. Rajiv P. Kumar)
 
Cooperative Banking
Cooperative Banking Cooperative Banking
Cooperative Banking
 
sample synopsis
sample synopsissample synopsis
sample synopsis
 
Direct Marketing By: Rajiv P. Kumar (Buddhist)
Direct Marketing By: Rajiv P. Kumar (Buddhist)Direct Marketing By: Rajiv P. Kumar (Buddhist)
Direct Marketing By: Rajiv P. Kumar (Buddhist)
 

Kürzlich hochgeladen

Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 

Kürzlich hochgeladen (20)

Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 

Sales management By Rajiv P. Kumar (Buddhist)

  • 1.
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26.
  • 27.
  • 28.
  • 29.
  • 30.
  • 31.
  • 32.
  • 33.
  • 34.
  • 35.
  • 36.
  • 37.
  • 38.
  • 39.
  • 42.
  • 43.
  • 44.
  • 45.
  • 46.
  • 47.
  • 48.
  • 49.
  • 50.
  • 51. Process or Steps in Effective Selling Prospecting & Qualifying Preapproach Approach Presentation & Demonstration Overcoming Objections Closing Follow up & Maintenance
  • 52.
  • 53.
  • 54.
  • 55.
  • 56.
  • 57.
  • 58.
  • 59.
  • 60.
  • 61.
  • 62.
  • 63.
  • 64.
  • 65.
  • 66.
  • 67. Approach adopted by counter salesmen
  • 68.
  • 69.
  • 70.
  • 71.
  • 73.
  • 74. Follow up and Maintenance
  • 75.
  • 76.
  • 77.
  • 78.
  • 79.
  • 80.
  • 81.
  • 82.
  • 83.
  • 84.
  • 85. Sales Force Structure Sales Force Structure Product Based Structuring Territory Based Structuring Customer Based Structuring
  • 86.
  • 87.
  • 88. Setting up a Sales Organization Defining the Objectives Determination of Activities Grouping activities in to position Assignment of Personnel to Position Provisions for coordination & Control
  • 89.
  • 90.
  • 91.
  • 92.
  • 93.
  • 94.
  • 95.
  • 96.
  • 97.
  • 98.
  • 99.
  • 100.
  • 101.
  • 102.
  • 103.
  • 104.
  • 105.
  • 106.
  • 107.
  • 108.
  • 109.
  • 110.
  • 111.
  • 112.
  • 113.
  • 114.
  • 115.
  • 116.
  • 117.
  • 118.
  • 119.
  • 120.
  • 121.
  • 122.
  • 123.
  • 124.
  • 125.
  • 126.
  • 127.
  • 128.
  • 129.
  • 130.
  • 131.
  • 132.
  • 133.
  • 134.
  • 135.
  • 136.
  • 137.
  • 138.
  • 139.
  • 140.
  • 141.
  • 142.
  • 143.
  • 144.
  • 145.
  • 146.
  • 147.
  • 148.
  • 149.
  • 150.
  • 151.
  • 152.
  • 153.
  • 154.
  • 155.
  • 156.
  • 157.
  • 158.
  • 159.
  • 160.
  • 161.
  • 162.
  • 163.
  • 164.
  • 165.
  • 166.
  • 167.
  • 168.
  • 169.
  • 170.
  • 171.
  • 172.
  • 173.
  • 174.
  • 175.
  • 176.
  • 177.
  • 178.
  • 179.
  • 180.
  • 181.
  • 182.
  • 183.
  • 184.
  • 185.
  • 186.
  • 187.
  • 188.
  • 189.
  • 190.
  • 191.
  • 192.
  • 193.
  • 194.
  • 195.
  • 196. Continued---- Evaluation Factors Weightage Evaluation Salesperson Score = A *B Product knowledge .15 .9 .135 Market Knowledge .10 .8 .080 Past Sales Performance .40 1 .400 Communication .15 .8 .120 Selling Skills .20 .9 .180 Total 1.00 .915
  • 197.
  • 198.
  • 199.
  • 200.
  • 201.
  • 202.
  • 203.
  • 204.
  • 205.
  • 206.
  • 207.
  • 208.
  • 209.
  • 210.
  • 211.
  • 212.
  • 213.
  • 214.
  • 215.
  • 216.
  • 217.
  • 218.
  • 219.
  • 220.
  • 221.
  • 222.
  • 223.
  • 224.
  • 225.
  • 226.
  • 227.
  • 228.
  • 229.