tailieunhanh - Lecture Dalrymple's sales management: Concepts and cases – Chapter 6: Sales force organization

Chapter 6 - Sales force organization. This chapter presents the following content: Sales force organization, strategic account programs, product specialist organization, customer specialist organization,. | Part III SALES FORCE ACTIVITIES Chapter 6: Sales Force Organization Figure 6-1: Decisions Affected by Sales Force Organization Structure Performance Evaluation Compensation Training Program Recruiting/ Selection Sales Management Role Sales Force Organization: Impact Sales Force Organization: Topics Sales Force Specialization Strategic Account Management Telemarketing Independent Agents Emerging Issues Strategic Account Programs: Survey Results 18% 49% 20% 11% 45% 24% 17% 16% Today In Five Years Customer Generalist Product Lines Functional Figure 6-2: How Sales Forces are Organized Figure 6-3: Geographical Sales Organization Eastern Regional Sales Manager Sales Force Organization: Generalist Massachusetts Vermont New York New York Maine New Jersey Delaware Virginia Connecticut Rhode Island Pennsy-lvania District of Columbia Maryland North Carolina Georgia Mississippi South Carolina Alabama Florida National Sales Manager Western Regional Sales Manager Central Regional Sales Manager Northeast District Sales Manager Mid-Atlantic District Sales Manager Southern District Sales Manager Figure 6-4: Product Specialized Sales Force Sales Force Organization: Product Specialists Eastern Regional Sales Manager National Sales Manager Northeast District Sales Manager Southern District Sales Manager Printer Equipment Salesperson Server Salesperson Minicomputer Salesperson Programmable Calculator Salesperson Copier Salesperson Large Computer Salesperson Mid-Atlantic District Sales Manager 1 Advantages Allows focusing of sales effort Expertise developed in limited number of products Disadvantages More expensive to operate May result in duplication of sales calls to clients Product Specialist Organization: Analysis 3 Figure 6-5: Customer Specialized Sales Force Sales Force Organization: Customer Specialists Eastern Regional Sales Manager National Sales Manager Northeast District Sales Manager Southern District Sales Manager Salesperson For Educational Institutions | Part III SALES FORCE ACTIVITIES Chapter 6: Sales Force Organization Figure 6-1: Decisions Affected by Sales Force Organization Structure Performance Evaluation Compensation Training Program Recruiting/ Selection Sales Management Role Sales Force Organization: Impact Sales Force Organization: Topics Sales Force Specialization Strategic Account Management Telemarketing Independent Agents Emerging Issues Strategic Account Programs: Survey Results 18% 49% 20% 11% 45% 24% 17% 16% Today In Five Years Customer Generalist Product Lines Functional Figure 6-2: How Sales Forces are Organized Figure 6-3: Geographical Sales Organization Eastern Regional Sales Manager Sales Force Organization: Generalist Massachusetts Vermont New York New York Maine New Jersey Delaware Virginia Connecticut Rhode Island Pennsy-lvania District of Columbia Maryland North Carolina Georgia Mississippi South Carolina Alabama Florida National Sales Manager Western Regional Sales Manager Central Regional Sales Manager

• Marketing - Bán hàng
• Sales management
• Dalrymples sales management
• Lecture Dalrymples sales management
• Sales force activities
• Sales force organization
• Strategic account programs
• Product specialist organization
• Sales opportunity management
• Qualifying prospects
• Dalrymple's sales management
• Lecture Dalrymple's sales management
• Sales program planning
• Management decisions
• Strategy implementation decisions
• Sales force program decisions
• Sales training
• Sales training process
• Determining training needs
• Recruiting and selecting personnel
• Sales force competencies
• Selecting sales personnel
• Ethical leadership
• Sales force leadership
• Account relationship management
• Decision making process
• Newly appointed sales manager
• Fundamentals of sales management
• Current sales culture
• Embracing change
• Communication styles
• Strategies for improving communications
• Personal selling
• Marketing mix
• Selling consequences