sales planning小组

SalesplanningGroupmemberEmilyLornaEllenlisaQIntroduction•Thistimeweentryamarketwhatweneverbe;lifeassurance.Asthenewonewehavetothinkaboutdesigningourobjectiveorstrategies;recruitnewstaff;evaluateandaudittechnologyorenvironmentandsoon.Todaysalespeopleisourimportant.1.SalesStrategiesandCorporateStrategiesLevelofobjectivesCorporateobjectivesCorporatestrategyMarketingobjectiveMarketingstrategySalesobjectivesSalesstrategyCorporatetacticsMarketingtacticsSeniormanagementMiddlemanagement(Edexcel,2004,P.512)HierarchyofmarketingobjectivesCorporateobjectivesMarketingobjectivesProductPricePromotionPlacePersonalobjectiveProductionobjectives(Edexcel,2004,P.513)HierarchyofmarketingobjectivesIncreaseprofitsIncreaserevenue/marketshare/salesvolumeObjectivesforthemix10%ofrevenuefromnewproductsInsupportofmarketshareIncreaseawareness,recallsalesleadsSpeedofdelivery,coverageReduceheadcountCutcosts(Edexcel,2004,P.513)ObjectiveandStrategy•Corporateobjectivesis“toprotectyourfamily”.•Corporatestrategyisexpandingtheservicesaboutprotectingthefamilyproperty.•Salesobjectivesistoachievethemarketstandardinshortterm.•Salesstrategyistoreach30orderseverymonth.Ifsalesstrategiesarenotinlinewithcorporatestrategies•Ifthesalesonlyattentionthesalesstrategiestheymayinjureimageofcompanysuchascheatingcustomersforincreasingtherevenue.2.TheImportantFactorswhatareRecruitmentandSelectionofSalespersonsAnapproachtorecruitmentandselectionRECRUITMENT:•“Detailedhumanresourceplanning•Jobanalysis(description;specification;personspecification)•Identifytherequisitionrequirementsofvacancies•Evaluationofthesourcesoflabour•Advertising”(Edexcel,2004,P.536)JobanalysisDescription•InsuranceSalespersons,•InBeijing,•2000permonth,•5%commissionforeachorderSpecification•Haveresponsibleforcustomers•DonotjustleavethecompanywithoutnoticePersonspecification•Havegoodskillsofcommunication•Ownextensiveexperienceofthisjobfirst•KnowwellabouttherulesofthisjobAnapproachtorecruitmentandselectionSELECTION:•“Processingapplicationsandassessingcandidates•Notifyingapplicantsoftheresultsoftheselectionprocess”(Edexcel,2004,P.536)Selection•Applicationforms•Interview•Testing•References•TheofferPersonalsellingandoperationsPart3and4Motivation•Motivationissimplyreasonsforbehavior.Peopleatworkdisplayvaryingdegreesofmotivationtoachievethegoalssetbymanagement.Itisanimportanttaskofmanagersatalllevelstoenhancetheindividual’smotivationtoworkefficiently.•ExampleRemuneration•Remunerationisthetotalcompensationthatanemployeereceivesinexchangefortheservicetheyperformfortheiremployer.Itconsistsofmonetaryrewards,alsoreferredtoaswageorsalary•ExampleTraining•Amanagershouldbesensitivetopotentialproblemsandtakeactiontohelpnewteammemberssettleinquicklyandmakeapositivecontribution.Theymightnewskillsorknowledgeandexperienceforthejob,ortheirexistingskillsmightneeddeveloping.•ExampleHowtoimprovesalesforceperformance•Requestpeopletosetquotas•Dividelong-termgoalsintoshort-termgoals•Recognizetheall-starsalesperson•Offernon-monetary•Focusonteambuilding5usesgiveninformationtorecommendappropriateorganizationstructuresandproceduresOrganisingsalesteamOurcompanynotonlyisorganisingsalesteambycountry.Butalsoweasamatrixorganisationstructurebecomemoreattractive.Organizationscanfunctionwithinanumberofdifferentstructures,eachpossessingdistinctadvantagesanddisadvantages.•Centralization•Formalization•Hierarchicallevels•Departmentalization•MechanisticstructuresOurcompanyisbelongingtodepartmentalization.•Everydepartmenthasdifferentresponsibility.TheyshouldhavePersonneldepartmentSalesdepartment,FinancialdepartmentAdministrativedepartmentandCustomerservicedepartment.•But,thecompanyalsoneedleadertocontrolallcompany.Whentherearesomeprobkemsbetweendepartmentanddepartment,theleadershouldhaveadecision.Meanwhile,leadershoulddiscridutiontaskforthem.Territorialdesign•Theremaybeapyramidorganizationstructurewithtopmanagementatheadoffice,salessupervisorscontrollingthesalesforceinaregion,andasalespersonorsalesforceforeachterritoryinaregion.•Thespanofcontrolofasalessupervisorisinfluenced.•Thesizeofeachsalesterritoryshouldbesuchthattheamountoftimeswastedbysalespeople.Specializedsellingorganizationalstructures•specializationbyfunction•specializationbythenatureofgoods•specializationbytherangeofgoods•specializationbyrangeofmarket•specializationbyrangeofcustomer•specializationbyrangeofoutlinesThisisawayofmanagementbylevel.Adventage•Themanagercanunderstandresponsibilityandobjectiveclearly.Disadvantage•Theefficiencyofworkwilldecrease.Peocedureofmanagementprogram:•salesdepartmentandmarketingdepartmentshouldlistentopersonnaldepartment.•Therecuirtandtrainingofemployeeswasarrangesbyhumanresourcedepartment.•Therolesmakebyadministrativedepartment.Andpersonaldepartmentandthefinincialdepartmentwasarrangedbyadministrativedepartment.•thecustomerservivedepaertmentshoulddealwiththeproblemaftersalesandtoanswerconsultationofcustomer.6Identifyandgivethreeexamplesofthedifferencesinthenutureofsalesandskillsinavarietyofcontexts.Exampleofsalesteam•Lifeinsurancesalesteam•Accidenti