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Deciding the sales territory
Determining the size of the sales force
Strategies
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1. Prepare sales business plan.
2. Set objectives.
3. Customer demand.
4. Sales volume.
Budgeting, Work force strength and exposure, Territory Management, Setting targets, cost analysis, forming B2B strategies and agreements.
One of the pillars of success and excellence for any business organization is determined by their ability to manage their sales in a scientific and efficient and to do so through the implementation of tasks and activities undertaken by this administration high performance and thus achieving the objectives of the organization.
At the present time as a result of the tremendous developments by means of sale, communications and new technologies used in it, a new burden on sales management for the advancement of the added sales, so it became the role of the sales management strategy takes the dimensions of planning to implementation through many other complementary activities.
The important role played by the sales management and the effects of this role on various activities of the organization (production, marketing, financial and other ...) which made this administration occupies a distinct locations within the interests of senior management of the organization.
The reason lies behind this interest is due to the fact that the sales represent the main source of revenue, which funds all activities of the organization and against which the general budget of the organization selected. The preparation of this budget depends primarily on expected revenue obtained in the coming period, and what was the basis of these revenues are estimates of the size and the values of sales and this means that spending on various aspects of the activity within the organization vocabulary based on sales estimates at the same time, the sales management activities, and through coverage the geographical spread of the points of sales contribute to providing what is needed consumer goods and services in a time of need or the occurrence of a demand and specifications desired by and check his gratification, satisfaction, and then loyalty to the organization and its products and this is the essence of marketing at the moment.
Is evident from the foregoing that the impressionist role of sales management and sales forces which is a dual role and influence takes two directions:
The first trend respect to the organization: sales contribute to get the revenue and profit, which is the basis for the survival, growth and development of any organization. Without these revenues and profits of any organization can not continue to conduct business.
The second trend respect to the consumer: the points of sales and sales forces deployed in the market to provide goods and services at the time, the place to contribute, and specifications that the consumer wants to obtain.
We have tried to include this book modern trends related to sales and how to manage all aspects that affect the subject, in addition to included some quantitative aspects to address many of the problems faced by sales management (such as selection of sales points, choose the sales force, sales forecasting process, preparation of sales budget. ...), where we have adopted the simplest ways and quantitative methods for this purpose without access to what is a complex, including making it easier for the reader to take advantage of them.
This book contains ten chapters as the first chapter deals with the entrance to the Sales Management The second chapter focuses on sales planning as a basis to develop sales plans, while Chapter III deals with the sales organization as a basis in the implementation process while the fourth chapter focuses on the design and selection of the selling points, the fifth chapter deals with the sales points and strong sales management, while Chapter VI sales forces and their role in the business life cycle as well as how to choose and set salesmen while Chapter VII training and motivating sales forces, Chapter VIII deals with the personal selling in all its aspects, Chapter IX sales forecasts as one of the critical processes to manage the sales organization and on the basis of which is determined by budgets and, finally, the tenth chapter dealt with the sales budget
a.Deciding the sales territory: This allocates the sales quota for the individual sales executive and defines his boundary within which he is to work. Thus the conflict between two sales executive is also avoided.b.Determining the size of the sales force: This depends upon the size of the target market. Accordingly the activities that the sales executive has to perform is listed out and the time taken for such activities is also estimated. The number of calls that he may have to make at a certain point of time is also analysed. Finally the number of the sales force is decided upon.
-Determining objectives
-Prospecting
-Follow ups
-Cold Calling
-Retaining the customers
Thanks Vinod !
* Determining the selling objectives
* Defining the necessary resources for objectives achievement.
* Defining the sales quota allocations
Where to concentrate the customers and target them
In what way the approach should be.
What is the size of the sales team and where they have to effectively deploy.
How much you will be able to service and supply with the infrastructure owned.
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