SALES AND DISTRIBUTION MANAGEMENT

PROJECT REPORT
Submitted by

M.BALAJI REGISTER NO: 3511010118

UNDER THE GUIDANCE OF

DR. SARPRASATHA JOE B.com, M.com, M.Phil., Ph.D

Faculty, Department Of Management Studies

in partial fulfillment for the award of the degree Of

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES SRMSCHOOL OF MANAGEMENT SRMUNIVERSITY KATTANKULATHUR 603 203

BONAFIDE CERTIFICATE

This to certify that the project work entitledSALES AND DISTRIBUTION MANAGEMENT in Perfect Calibration private ltd is a bonafide work done by M.BALAJI [REGISTER NO: 35110100118]in partial fulfillment of the requirement for the award of Master of Business Administration, is a record of the original research work done under the supervision and guidance of DR. SARPRASATHA JOE,SRM Chennai during the academic year 2010 2012. School of Management,SRM University,

Submitted for Viva-Voce Examination held on

-------------------------------DR.SARPRASATHA JOE (Project Guide)

----------------------------DR. JAYSHREE SURESH (Dean, MBA)

-----------------------------------External Examiner

ACKNOWLEDGEMENT
My training period had been a great learning experience and it wouldnt have been without the support of various people, who helped me to accomplish my project successfully. I express my sincere thanks to all those who had guided me in one or the other way.

I express my deposit and sincere thanks to our respected Dean Dr. (Mrs.) Jayashree Suresh B.A., M.B.A., Ph.D. who has given me an opportunity to do this project.

My profound gratitude is also due to DR. SARPRASATHA JOE B.com, M.com, M.Phil.,Ph.D. faculty guide for their valuable guidance and constant encouragement in successful completion of this project.

I express my heartfelt thanks to Mr. D.SIVAKUMAR ,General Managerof Ford India pvt ltd, s.pkoil post, Chengalpattu , for giving me the permission and arranged for the needful help and enabling me to undertake project in their esteemed and reputed organization. Last but not least I submit my thanks to my parents, family members and friends for providing me their support on my work.

M.BALAJI

TABLE OF CONTENTS
LIST OF TABLES LIST OF CHARTS

CHAPTER 1 2 3 4 5 6 7 INTRODUCTION

TITLE

PAGE NO. 1 19 23 49 51 52 55

RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION FINDINGS AND SUGGESTION CONCLUSION ANNEURE BIBLIOGRAPHY

LIST OF TABLES

TABLE NO

TITLE

PAGE NO.

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.

INVOLVEMENT OF DEPARTMENTS IN SALES PLAN SATISFACTION OF EMPLOYEES IN TARGETS EMPLOYEES INVOLVEMENT IN ENACTING PLAN ANALYSIS FOR REGULAR TRAINING PROCESS INVOLVEMENT OF INTERNET BANKING MEDIA HOUSES PART I N THE SALES PLAN DISCOUNT AND REBATES IN SALES PLAN
RATING OF THE SALES PERSONS EMPLOYEES STRENGTH EMPLOYEES STRONGEST AREA EMPLOYEES SALES TACTICS CHARACTERISTICS OF ACHIEVE SALES TARGETS

23 24 24 26 27 28 29 30 31 32 33 34 36

INDEPENDENT SALES PERCENTAGE OF THE COMPANY

14.

PRODUCT GROUPING

37

15.

BASIC INFORMATION ABOUT THE COMPANYS PRODUCT

38

16.

ATTRIBUTES FOR ESTABLISHING BETTER BUSINESS MANAGEMENT

39

17. 18. 19.

IMPORTANCE OF CHANGE IN BUSINESS IMPORTANCE OF CHANGE IN BUSINESS DEPARTMENT OF RESPONDENTS AND RELATIONSHIP WITH CO-WORKERS

41 42 44

20. 21.

DEPARTMENT OF RESPONDENTS AND SALESPERSON

45 46

DEPARTMENT OF RESPONDENTS AND CHANGES REQUIRED IN BUSINESS PROCESS

LIST OF CHARTS

CHART NO

TITLE

PAGE NO.

1.1 2.1 3.1 4.1 5.1 6.1 7.1 8.1 9.1 10.1 11.1 12.1 13.1

INVOLVEMENT OF DEPARTMENTS IN SALES PLAN SATISFACTION OF EMPLOYEES IN TARGETS EMPLOYEES INVOLVEMENT IN ENACTING PLAN ANALYSIS FOR REGULAR TRAINING PROCESS INVOLVEMENT OF INTERNET BANKING MEDIA HOUSES PART I N THE SALES PLAN DISCOUNT AND REBATES IN SALES PLAN
RATING OF THE SALES PERSONS EMPLOYEES STRENGTH EMPLOYEES STRONGEST AREA EMPLOYEES SALES TACTICS CHARACTERISTICS OF ACHIEVE SALES TARGETS

23 24 25 26 27 28 29 30 31 32 33 35 36

INDEPENDENT SALES PERCENTAGE OF THE COMPANY

14.1

PRODUCT GROUPING

37

15.1

BASIC INFORMATION ABOUT THE COMPANYS PRODUCT

38

16.1

ATTRIBUTES FOR ESTABLISHING BETTER BUSINESS MANAGEMENT

40

17.1 18.1

IMPORTANCE OF CHANGE IN BUSINESS IMPORTANCE OF CHANGE IN BUSINESS

41 42

CHAPTER1
1.1. INTRODUCTION
Definitionof'DistributionManagement' Distribution management is an overarching term that refers to numerous activities and processes such as packaging, inventory, warehousing, supply chain and logistics. Effectively managing the entire distribution process is critical to financial success and corporate longevity. The larger a corporation or the greater the number of supply points a company has, the more it will need to rely on automation to effectively manage the distribution process Sales and distribution Management Sales management is attainment of an organization's sales goals in an effective and efficient manner through planning, staffing, training, leading and controlling organizational resources. Revenue, sales, and sources of funds, fuel organizations and the management of that process are the most important function. Salesmanship today covers a wide range of activities and constitutes an integral part of management. It also offers wide scope for development in future. Physical distribution is one of the four elements of the marketing mix. An organization involved in the process of making a product or service available for consumer or business user. Development of technology distribution has undergone massive changes and become very costeffective. This book comes as handy for students as it covers all the conventional and contemporary concepts and strategies related to sales and distribution management. Sales managers is modern organization are required to be customer-oriented and profitdirected and perform several tasks besides setting and achieving personal selling goals of the firm. Sales distribution & management overview Sales refer to the exchange of goods or services for an amount of money or its equivalent in kind. Selling helps an organization achieve its business goals. Thus, managing sales in an organization is a critical activity. A sales manager needs to ensure that the salespeople are motivated to perform the selling function in a way that will help the organization attain its goals.

The sales team continuously monitors the changes taking place in the external environment regarding competitors, customers, government and other regulatory agencies, advances in technology, and industry trends. This provides the sales personnel with vital information regarding trends in organizational sales, product development, and budgets. By offering the management vital inputs pertaining to such information, the sales team helps the management to develop plans regarding sales, production, and design. Over the years, substantial changes have taken place in the selling environment, leading to changes in the sales function. The trends that have shaped the sales function include shorter product life cycles, longer and more complex sales cycles, reduced customer loyalty, intense competition among manufacturing firms, rising customer expectations, increasing buyer expertise, electronic revolution in communications, and the entry of women into the sales force. In addition to having a strong sales function, companies should also have efficient distribution channels to make the products available to the end consumer. Management of distribution channels involves efficient channel design, conflict management and implementation of sophisticated channel information systems which will enhance the process of making the products available to the end consumer in a timely manner. This book, Sales and Distribution Management provides an overview of the sales and distribution function. It discusses various aspects of the sales function ranging from various sales organization structures to the role of the sales manager in improving sales by hiring, training, motivating and leading the sales force. The second half of the book deals with the distribution function and discusses logistics and channel management.

1.2.

COMPANY PROFILE
Perfect Calibration was established during 2002 mainly to render calibration services to

Industrial units in southern State of India. It is registered as SSI unit. The Lab is also registered under the Registrar of Companies Act 1956 it is also covered under the ESI and PF and has been duly accredited by the National Accreditation Council, i.e. National Accreditation Board for Testing and Calibration Laboratories (NABL). Perfect is equipped by highly qualified and

specially trained personnel, who are all well acquainted with latest version of ISO/IEC/170252005

TOTAL SERVICE AT GLANCE

An accredited lab under NABL for Mechanical, Electro-Technical, Thermal Calibration Parameters etc., and all the personnel of this Lab are all well qualified, trained and highly experienced in calibration activities. All reference used during calibration are traceable to National Standards Well maintained Lab, carrying out calibration activities at controlled environment conditions. Calibration of Torque transducer up to 700Nm Servicing of Instruments / equipments, reconditioning of Cast iron & Granite Surface plates. Training of personnel in Calibration & Quality System Undertaking site calibrations for CMM, Profile Projector, Lathe Machine. Providing technical consultancy in Calibration for NABL Accreditation Sale of Precision Instruments, gauges etc., Mobile Calibration @ your site and Environmental Testing

OTHER PARAMETERS
Mass, Volumetric, Pressure, Torque, Speed, Sound, Profile Projector, V-Block, Ford Cup, Hydrometer, Lux meter, Anemometer, Vibration meter, Measuring Tape, Scale, Shore hardness tester (Shore A & D), Combination set, Bevel Protractor, Tri Square, Proving Ring, pH Meter, Spirit level, Push Pull gauge, Force gauge, Load cell, Tension Gauge

TOTAL SERVICE PROVIDER AT YOUR SERVICE

The important services catered by Perfect Calibration are Collection & Delivery from your door step, Mobile Calibration at customer site. The company will maintain the customers Instruments Track Record for next calibration due date.

MARKETING SERVICES
Perfect Calibration can provide the marketing services, to procure any types of

Instruments/Equipments required by the customer along with valid calibration certificates, traceable to National/International standards.

TRAINING SERVICES
Perfect Calibration Lab undertakes training of Lab personnel in Testing and Calibration field involving theory and practical, through highly experienced faculties of NABL Assessor. The company also undertakes training at customer place (On-site) on specific subject as per customer requirements.

REPAIRING SERVICES
Perfect Calibration Lab provides effective and efficient rearing services for all types of measuring instruments, including Torque wrenches, etc.,

MOBILE CALIBRATION VAN

A new Feather in our Cap, The Mobile Calibration Van is designed as per National / International Standard to calibrate all Mechanical Instruments with in controlled environmental condition.

SERVICES
MECHANICAL MEASUREMENTS ELECTRO TECHNICAL MEASUREMENTS THERMAL MEASUREMENTS FORCE MEASUREMENTS HUMIDITY MEASUREMENTS ON SITE CALIBRATION

MOBILE CALIBRATION

1.3.

INDUSTRY PROFILE
Sales and Distribution Management is a four module subject, the first module is about

Sales, and it will explore the function and classification of sales management, selling under marketing concept, the interdependence of advertising and salesmanship. The second module is about Sales Management and will covers sales strategies and policies, and the management of sales force. The third module is a about distribution management that will explore the distribution of channel, conflict and competition. Wholesaler, Retailing and retailer marketing decisions. The last module is about order processing, warehousing inventory, transportation, and the concept of logistics and supply chain management. Marketing through channels implies lower degree of control but would also mean lesser funds tied up in maintaining inventory and training and looking after sales personnel and also lower fixed and variable costs of managing the channels. Depending upon its own set of variables the organization would try and optimize the effectiveness of the exchange process through the use of some combination of the two. Necessarily, then the scope of one (i.e. distribution) would define that of the other (sales management). To implement overall marketing strategy, the manufacturers or suppliers need the cooperation of distribution outlets in terms of adequate stock maintenance, in-store displays, local

advertising, point of purchase promotion. For example, almost half the pleasure travelers seek the advice of their travel agents in the choice of their destination, tour package, and hotels and so on (See Robert Christie Mill, The Tourism national Business). And therefore the travel agent can either promote or demote a destination, airline, hotel or a tour package. Within the corporation, the sales organization is the initiator as well as the implementer of these dealer support operations. The effective functioning of dealer-sales organization relationship often becomes the key to successful working operations within the organization. This would mean that the sales management has the responsibility of structuring organizational relationship within their own department and with interacting organizational entities so that the sales task can be performed and coordinated with the overall marketing goals.

Companies with serious production departments need to manage and control metals, stones, findings, labor, weight loss, contractors, in-house departments and much more. The company allows managers and executives to decide the level of detail-view production by department, worker and totals or drill-down to view each job bag's contents and value. This module enables you to view clearly your daily manufacturing operations. The details of items to be produced along with contents like the casting and stones involved can be traced using the features inbuilt in this module. The efficiency obtained at the various stages of production can be measured enabling the management to take crucial decisions on manufacturing in- house or to outsource to contractors. No one has to tell you that manufacturing is a challenging business. From an ever-changing marketplace to evolving technology, your environment is transforming. Competitors, both locally and globally, continue to apply mounting pressure. To succeed, you must take action and make informed decisions. The manufacturing and distribution industry is sales largest practice area. Today, we serve over 1,800 manufacturers and distributors, helping them achieve excellence by truly understanding their business needs. Our experts are uniquely qualified to help you tackle the issues you face today and prepare you for those you will face tomorrow. The clients are faced with a blend of accounting, tax, and operational issues. With sales team approach, clients can get solid, strategic thinking from all different perspectives: financial success, tax optimization, operational excellence, and engaged workforce. The client also receives a depth and breadth of expertise that can only come from 80+ years of focusing on the manufacturing and distribution industry. Its easy to get lost in ever-changing sales and use tax laws. Each transaction for the clients the company makes could have potential sales and use tax implications. Guidance from the State can be generic, and often its difficult to determine applicability to the organization from the customer. Recognizing the need for thorough, industry-specific information about sales and use

taxes, sales team of Manufacturing and Distribution tax experts created Sales and Use Tax for Wisconsin Manufacturers, a four-part web forum series. As a leading professional services firm serving the manufacturing and distribution industry, sales is committed to helping manufacturers face and overcome challenges and thrive through economic highs and lows. With dedicated CPAs and consultants in the manufacturing and distribution practice, sales throughout the Midwest. As part of our commitment and dedication to the manufacturing and distribution industry, sales Manufacturing & Distribution Practice is pleased to provide complimentary educational webinars to clients and friends. The Manufacturing Live Web Series are free, no obligation educational webinars designed to help manufacturing executives face current challenges by addressing different topics each month. Since 2007, sales has provided monthly webinars on a variety of topics including employee engagement, reductions in force strategies, lean accounting, managing successful banking relationships, green benefits associated with technology, financial statement analysis, change management and continuous improvement, and many others. As a leading consultant to the manufacturing and distribution industries, we make it our priority to understand each clients business enabling us to offer the best possible advice for staying ahead in the marketplace. The companys team of professionals works with clients ranging from local operations to national and international corporations. The companys depth of knowledge in the manufacturing and distribution industries gives to the clients as a valued perspective on new ways to help you increase profit and maximizes shareholder wealth. currently serves more than 1,800 manufacturers and distributors

The company M&D clients represent a wide range of industry sectors including Automotive, Plastics, Metal Fabrication, Distribution Centers, Industrial Machinery, Warehouse & Storage, and Wholesale.

1.4.

LITERATURE OF REVIEW
A sale is elementarily defined as a long term plan of action designed to achieve a

particular goal (, 2003). The concept, however, is not originally made for business. Rather, the business industry borrowed it from the military to help organizations in bridging the gap between policy and tactics (, 2000).

A sale is a word adapted from the Greek word sales which means generalship. It basically refers to the military act of deploying troops as well as how it affects policies (, 2000). Over the years, the concept of sales has been exported to different industries, including business and politics. (1967) provided this early definition of sales: the art of distributing and applying military means to fulfill the ends of policy. A few years later, (1979) provided the following characteristics of sales in management application: sales is that which top management does that is of great importance to the organization; sales refers to basic directional decisions to purposes and missions; sales consists of the important actions necessary to realize these directions; sales answers the question: What should the organization be doing?; and sales answers the question: What are the ends we seek and how should we achieve them.

From then on, the concept of sales management in business application has evolved into two mainstreams of theoretical approaches the content; and process view of sales (, 2005). The first one focuses almost entirely on the internal analysis of the firm; while the second one concerned mainly with the "process" of managing change and, from an external perspective, on how companies compete (, 2005).

Sales Management Practices

Earlier, we have defined the term sales and found out that it was adapted from the military and design to achieve goals. Sales management, on the other hand, is defined as the art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organization to achieve its objectives (, 2003,). It is the formal process or set of processes,

used to determine the strategies (actions) for the organization (, 2004). It focuses on many areas,

including the integration of: management; marketing; finance/accounting; production/operations; research and development; and computer information systems (, 2003). Its main objective is to help the organization achieve success through the formulation of different strategies, their implementation, and evaluation (, 2003). It is also synonymous with the term Sales Planning (, 2003).

Sales management, even though there are several definitions provided, is still not adequately defined because of the process and concepts that involves within it. (1979) argued that sales management cannot be defined by brief sentences or paragraphs, because for him, it involves plan, ploy, pattern, position and perspective. One of the ways, however, to look at sales management in a nutshell, is through the Sales Management Framework Model (see figure 1) (, 2003). Perform internal Audit Measure and evaluate performance Implement sales marketing, finance, accounting, R&D, MIS issues Implement sales management issues Generate, evaluate and select sales. Establish Long-Term Objectives Develop Mission and Vision Statements Perform external Audit Sales Formulation Implementation Evaluation

Comprehensive Sales - Management Model (, 2003). (2003) explains that Sales Management Model is dynamic and continuous. Furthermore, one major change in one or more of the process can affect the other processes as well. (2003) explained that sales formulation, implementation and evaluation should be performed on a continual basis.

Corporate Sales The vision-mission statement of a firm is one of the factors that create its corporate image (, 2003). This, in turn, will allow the firm to establish its long-term objectives. There are many factors that build up the image of an organization. (2001) stated that corporations should have economic and legal responsibilities to the public at large. (1996) enumerated seven economic responsibilities of firms, which are to: satisfy customers with goods and services of real value; earn a fair return on the funds entrusted to the corporation by its investors; create new wealth which can accrue to non-profit institutions which own shares of publicly-held companies and help lift the poor out of poverty as their wages rise; create new jobs; defeat envy though generating upward mobility and giving people the sense that their economic conditions can improve; promote innovation; and diversify the economic interests of citizens so as to prevent the tyranny of the majority. Legal responsibilities, on the other hand, should be to follow the law or the rules that govern firms; while ethical responsibilities involve the use of practices that are acceptable by the society and the business world (, 1996). Several studies have proven that without a sound corporate image there can be detrimental to the organization. A number of industry surveys suggest that consumers are willing to make an effort to support pro-active corporate citizens. For instance, and study shows that 76 percent of consumers are prepared to switch to brands or stores that seem concerned about the community (, 1997). Similarly, a Information national survey showed that 14 percent of US households actively seek do-gooders when making purchases, while similarly, 40 percent judge corporate citizenship as a tie-breaking activity (, 1997). Similarly, and (1997) demonstrate that negative corporate social responsibility associations can have a detrimental effect on overall product evaluation, whereas positive associations can enhance product. External and Internal Audit According to (2003), the purpose of an external audit is to develop a finite list of opportunities that could benefit a firm and helped to avoid threats. This may include the evaluation of the legal, economic, political, environmental, social and technological advantages and disadvantages of the firm and doing the needed adjustments (, 2003). On the other hand, the

internal audit concerns with evaluating the internal performance of firm e.g. the performances of employees, the stability of its management system, infrastructure issues, etc (, 2003). Competitive advantage has always been an issue in the external business environment. This was clearly addressed by in the early nineties, which led to several models such as the Five Forces. His theory of competitive advantage is one of a number of theories that place geographical industrialization and innovation at the centre of the process of development and competition (, and, 1999). In this theory, Porter mentioned four attributes namely: factor conditions; demand conditions; related and supporting industries, and firm sales structure and rivalry (, 1996). Each attributes are discussed in a national context. Factor conditions basically refer to a nations position on factors of production (i.e. skilled labor or infrastructure), which are necessary to compete in a given industry. Demand condition is the nature of national or local demand for both service and tangible products. Related and supporting industries, on the other hand, pertains to the presence or absence in the nation of supplier industries and other related industries that are internationally competitive. Finally, firm sales, structure and rivalry determines the conditions in the nation governing how companies are created, organized and managed, as well as the nature of domestic rivalry (, 1996). The four attributes interact with one another. Modeled as the diamond, its systemic nature is indeed variable. Several factors transform the diamond into a system. This includes domestic rivalry and geographic industry concentration. Domestic rivalry promotes upgrading of the entire national diamond, while geographic concentration transforms the diamond into a system because it elevates and magnifies the interactions within the diamond (, 1990; and, 1999). This systemic nature then promotes clustering, which enables both vertical and horizontal linkages between industries (, 1986; , and , 1999). Porters theory provides an interesting framework on how the conditions of industries are shaped and influenced. However, many factors or competitive advantage determinants are missing in the theory. For instance, (1996) mentioned that did not give importance to the culture or politics, while , and (1999) criticized that failed to provide a comprehensive explanation on how clusters are developed. Another missing factor is the competitive advantage of alliance or sales alliance. s theory offers an incomplete framework, but serves as a reminder

that rivalry is not the only means for survival. Furthermore, it suggests that through rivalry partnerships or alliances can arise, leaving more space for competition. Another specific example of a framework that can be used for external audit is the 4Cs developed by (2004). (2004) stated that the competition is now in the global scale, and hints that explaining competitive advantage in the national context may already be obsolete. To make up for the limitations of competitive advantage models of the past such ass theory, (2004) integrated different theories and created the 4Cs. Here, views of pro-coordinated marketing proponents such as, and are integrated with competitive advantage theory of. This new 4C model features integrated attributes such as: creation and innovation; competition; cooperation; and cooption. In the internal audit of the firm, two specific examples of concerns are the issue of culture and the management on staff, specifically how the staff can be motivated. One of the ways to assess culture is to take heed of its value dimensions. As explained by (1980), there are four cultural value dimensions: Large versus small power distance. Large power distance is the extent to which the members of a society accept that power in institutions and organizations is distributed unequally; while small power distance is the extent to which members of a society or organization accept that power is distributed fairly (, 1997). Strong versus weak uncertainty avoidance. Strong uncertainty avoidance means the degree to which the members of a society feel uncomfortable with uncertainty and ambiguity, which leads them to support beliefs promising certainty and to maintain institutions protecting conformity; while weak uncertainty avoidance is the degree to which members tend to be relatively tolerant of uncertainty and ambiguity and require considerable autonomy and lower structure (, 1995).

 Individualism versus collectivism. Individualism is the preference for a loosely knit social framework in society; collectivism stands for a preference for a tightly knit social framework. Masculinity versus femininity. Masculinity is the preference for achievement, heroism, assertiveness and material success; while femininity refers to a preference for relationships, modesty, caring for the weak and the quality of life. Cultural dimensions can help the firm assess the culture of their employees (, 1980). This can help management strategies easier to implement and execute (, 1980). Motivation is also an issue in the internal management of the firm. It is important because it manages and controls the turnover rate and productivity within the firms internal environment. Greenberg and Baron define motivation as the set of processes that arouse, direct and maintain human behavior toward attaining some goal (and, 1997). This definition contents three key essential aspects: arousal, direction and maintaining. Arousal has something to do with the drive/energy behind peoples actions such as their interests to do the things or they do it just want making a good impression on others or to feel successful at what they do. Direction means the choices people make to meet the persons goal. Maintaining behavior could keep people persisting and attempting to meet their goal, hence, to satisfy the need that stimulated behavior in the first place ( and , 1997). Theories of motivation that organizations can use are divided into two categories: the content and process theories of motivation (, 1999). Content theories emphasize the factors that motivate individuals. On the other hand, the emphasis on process theories is on the actual process of motivation. Examples of process theories are expectancy theories, equity theory, goal theory, and social learning theory. (2003) stated that there are a total of 11 types of sales that a firm can use to gain advantage over competitors. These are: forward integration (gaining ownership or increased control over distributors or retailers); backward integration (seeking ownership or increased control of a firms supplier); horizontal integration (seeking ownership or increased control over competitors); market penetration (seeking increased market share through greater marketing efforts); market development (introducing present products or services in new geographic

areas); product development (improving present products or services or developing new ones); concentric diversification (adding new but related products or services); horizontal diversification (adding new but related products or services for present customers); retrenchment (regrouping through cost and asset reduction to reverse declining sales and profit); divestiture (selling a division or part of the organization); and liquidation (selling all of the companys assets, in parts, for their tangible worth. (2003) stated that several means to achieve those sales are through joint venture/partnership or merger/acquisition.

1.5. OBJECTIVES OF RESEARCH

The purpose of research is to discover answers to questions through the application of scientific procedures. The main aim of research is to find out the truth which is hidden and which has not been discovered as yet. Though each research study has its own specific purpose, we may think of research objectives as falling into a number of following broad groupings:

1. To gain familiarity with a phenomenon or to achieve new insights into it (studies with this object in view are termed as exploratory or formulate research studies); 2. To portray accurately the characteristics of a particular individual, situation or a group (studies with this object in view are known as descriptive research studies); 3. To determine the frequency with which something occurs or with which it is associated with something else (studies with this object in view are known as diagnostic research studies); 4. To test a hypothesis of a causal relationship between variables (such studies are known as hypothesis-testing research studies).

1.6.

PURPOSE OF THE STUDY

To understand evolution, nature and importance of sales management To know role and skills of modern sales managers To understand types of sales managers To learn objectives, strategies and tactics of sales management To know emerging trends in sales management To understand linkage between sales and distribution management

Sales managers have still other responsibilities. They are responsible for participating for the preparation of information critical to the making of key marketing decisions such as those on budgeting, quotas and territories. They participate- to an extent that varies with the company-in decisions on products, marketing channels and distribution policies, advertising and other promotion and pricing. Thus, the sales manager is both an administrator in charge of personal selling activity and a member of the executive group that makes marketing decisions of all types.

1.7.

SCOPE OF THE STUDY

Sales management originally referred exclusively to the direction of sales force

personnel. Later the term took on the broader significance-in addition to the management of personnel selling. Sales management meant management of all marketing activities including advertising, sales promotion, marketing research, physical distribution, pricing and product merchandising.

Sales managers are responsible for organizing the sales effort, both within and outside their companies. Within the company the sales manager builds formal and informal organization structure that ensures effective communication not only inside the sales department but in its relations with other organizations units. Outside the company, the sales manager serves as the key contact with customers and other external publics and is responsible for building and maintaining an effective distribution network. 1.8. LIMITATION OF STUDY The complete term for sales rep is sales representative -- he is the face of the company to the customers he calls upon. A company must rely on the sales representative for presenting a professional image. The company also has to rely on the sales representative fully preparing for the meeting, being well versed in the features and advantages of the company's products. The company hopes that the representative delivers a powerful, persuasive sales message. But sales representatives are not always as enthusiastic about a company's products as the company's own marketing personnel would be.

CHAPTER 2
2.1. RESEARCH METHODOLOGY
Research Research in common parlance refers to a search for knowledge. Once can also define research as a scientific and systematic search for pertinent information on a specific topic. In fact, research is an art of scientific investigation. The Advanced Learners Dictionary of Current English lays down the meaning of research as a careful investigation or inquiry especially through search for new facts in any branch of knowledge. Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by a researcher in studying his research problem along with the logic behind them. It is necessary for the researcher to know not only the research methods/techniques but also the methodology. Researchers not only need to know how to develop certain indices or tests, how to calculate the mean, the mode, the median or the standard deviation or chi-square, how to apply particular research techniques, but they also need to know which of these methods or techniques, are relevant and which are not, and what would they mean and indicate and why.

Researchers also need to understand the assumptions underlying various techniques and they need to know the criteria by which they can decide that certain techniques and procedures will be applicable to certain problems and others will not. All this means that it is necessary for the researcher to design his methodology for his problem as the same may differ from problem to problem. For example, an architect, who designs a building, has to consciously evaluate the basis of his decisions, i.e., he has to evaluate why and on what basis he selects particular size, number and location of doors, windows and ventilators, uses particular materials and not others and the like.

Similarly, in research the scientist has to expose the research decisions to evaluation before they are implemented. He has to specify very clearly and precisely what decisions he selects and why he selects them so that they can be evaluated by others also. From what has been stated above,

we can say that research methodology has many dimensions and research methods do constitute a part of the research methodology.

MOTIVATION IN RESEARCH

What makes people to undertake research? This is a question of fundamental importance. The possible motives for doing research may be either one or more of the following:

1. Desire to get a research degree along with its consequential benefits; 2. Desire to face the challenge in solving the unsolved problems, i.e., concern over practical problems initiates research; 3. Desire to get intellectual joy of doing some creative work; 4. Desire to be of service to society; 5. Desire to get respectability.

However, this is not an exhaustive list of factors motivating people to undertake research studies. Many more factors such as directives of government, employment conditions, curiosity about new things, desire to understand causal relationships, social thinking and awakening, and the like may as well motivate (or at times compel) people to perform research operations.

2.2. RESEARCH DESIGN

The building blocks of intelligence which includes secondary as well as primary data The applications for qualitative and quantitative research. How to match the research design to the research method. Things to look out for when choosing a quantitative research method. How a company used a range of different research designs to launch and track the success of a new product.

2.3. DATA COLLECTION METHODS

Data collection is the process of gathering and measuring information on variables of interest, in an established systematic fashion that enables one to answer stated research questions, test hypotheses, and evaluate outcomes. The data collection component of research is common to all fields of study including physical and social sciences, humanities, business, etc. While methods vary by discipline, the emphasis on ensuring accurate and honest collection remains the same. The importance of ensuring accurate and appropriate data collection

Regardless of the field of study or preference for defining data (quantitative, qualitative), accurate data collection is essential to maintaining the integrity of research. Both the selection of appropriate data collection instruments (existing, modified, or newly developed) and clearly delineated instructions for their correct use reduce the likelihood of errors occurring. Consequences from improperly collected data include

inability to answer research questions accurately inability to repeat and validate the study distorted findings resulting in wasted resources misleading other researchers to pursue fruitless avenues of investigation compromising decisions for public policy causing harm to human participants and animal subjects

While the degree of impact from faulty data collection may vary by discipline and the nature of investigation, there is the potential to cause disproportionate harm when these research results are used to s upport public policy recommendations.

CHAPTER 3
3.1. DATA ANALYSIS IN INTERPRETATION
Data analysis and interpretation is the process of assigning meaning to the collected information and determining the conclusions, significance, and implications of the findings. The steps involved in data analysis are a function of the type of information collected; however, returning to the purpose of the assessment and the assessment questions will provide a structure for the organization of the data and a focus for the analysis.

1. The analyzed view from the employees about the departments for which the sales plan would be implemented. The frequency of the response is presented in the table1

Particulars Financial Consumer goods Manufacturing Other Total

No of respondents 30 40 35 15 120

% 25% 33 % 29% 13% 100

Table 1.Involvement of departments in sales plan

Oth her 13 3% Manufac cturi ng 29%

Fin nancial 2 25%

Con nsumer goods 3 33%

Chart1.1.I Involvement t of departm ments in sales plan

INTERP PRETATIO ON A According to o the above chart c 25% of o the people e said financ cial departm ment impleme ented sales plan n, 33% of th he people sai id consumer r goods sales s plan is imp plemented, an nd 29.16% of o the people sa aid manufac cturing depa artment impl lemented sal les plan. 12. .5% of the people p said other departme ent implemen nted sales pl lan.

2.

The analyzed data d about the satisfaction of emp ployees wit th the daily y/weekly/mo onthly targe ets. The freq quency of the e response is s presented in i table 2.

Particu ulars Strongly dis ssatisfied Dissatis sfied Neithe er Satisfied Nor N dissatisf fied Satisfi ied Strongly Satisfied Tota al

No o of respond dents 5 15 10 40 50 120 Table 2.Satisfactio 2 on of emplo oyees in targ gets

% 4.17% % 12.5% % 8.33% % 33.34% % 41.66% % 100

Strongly d dissatisfied 4% Dis ssatisfied 13% StronglySa atisfied 42% %

NeitherSatisfied ed Nordissatisfie 8%

Satisfied 33%

Chart 2.1.Satisfact 2 loyees in tar rgets ion of empl INTERP PRETATIO ON A According to the above chart c 41.66% % of the respondents said d strongly sa atisfied in tar rgets, and 33.34% of the respondents said satisfied in targets, , 8.33% of the t responde ents said the ey are neither satisfied nor dissatisfied in targets, 12.5% 1 of the e respondent ts are dissatisfied and 4.17% of the res spondents ar re strongly dissatisfied d in n targets.

3. The an nalyzed view w about the employees involvemen nt in enacting plan. The frequency of the response is presented d in the table e 3. P Particulars 1-5 6-10 M More than 10 0 Total No of res spondents 4 40 5 50 3 30 12 20 % 33.33% 41.66% 25% 100

Table 3.E Employees involvement i t in enacting plan

Morethan n10 25%

5Jan J 33 3%

10Jun n 42%

Chart 3.1.Satisfact 3 loyees in tar rgets ion of empl PRETATIO ON INTERP A According to o the above chart 33.33 3% of the people p said below 5 em mployees wi ill be enacting the plan, an nd 41.66% of o the people e said 6 to 10 1 employee es will be en nacting plan n, and 25% of th he people sa aid more than n 10 employ yees will be enacting e plan n.

4. The an nalysis about t the regular r training ses ssions for pro ocessing the e sales plan. The frequen ncy of the respo onse is presen nted in the ta able 4. Particulars Yes No Total No of res spondents 8 80 4 40 12 20 Table 4. . Analysis fo or regular training t pro ocess % 66.66% 33.33% 100

No 33%

Yes 67%

Chart 4.1. Satisfacti ion for emp ployees in ta argets

PRETATIO ON INTERP A According to o the above chart 67% of o the people said traini ing session for f processin ng in sale plan. And 33% of o the people e said no trai ining session n for process sing in sale plan. p

5. The in nvolvement of internet marketing. Th he frequency y of the resp ponse is presented in the table 5.

particulars Yes No Total

No of res spondents 9 90 3 30 12 20 Table e 5.Involvem ment of internet bankin ng

% 75% 25% 100

No 25%

Yes 75%

Chart 5.1.Satisfact 5 loyees in tar rgets ion of empl

PRETATIO ON INTERP A According to the above chart c 75% of f the people said yes, inv volved in in nternet marke eting, and 25% of the people said no, not n like in int ternet marke eting.

6. The an nalysis abou ut the help of f media hous ses to propa agate the sale es plan. The frequency of the response is presented d in the table e 6.

Particu ulars Yes s No o Tota al

espondent No of re 50 7 70 1 120

% 4 41.66% 5 58.33% 100

Tab ble 6.Media a houses par rt in the sale es plan

Yes 42%

No 58%

Chart 6.1.Media 6 ho ouses part in the sales plan INTERP PRETATIO ON A According to o the above chart 41.66% % of the peo ople said yes help in me edia, and 58.33% of the people said no o help in med dia.

7. The analysis a about the integ grate concep pts of discou unts and reb bates in the e sales plan. . The frequency y of the resp ponse is pres sented in the table 7.

Particu ulars Yes s No Tota al

o responde ents No of 70 50 120

% 58.33 3% 41.66 6% 100 0

Ta able 7.Discount and reb bates in sale es plan

No 4 42%

Yes 58%

Chart 7.1.Discoun 7 nt and rebates in sales plan p INTERP PRETATIO ON Accordin ng to the ab bove chart 58.33% 5 of th he people sa aid yes, disc count of the e sales plan n, and 41.66% of o the people e said no discount of the e sales plan.

8. Rating g of the sale es persons by y themselves. The frequ uency of the response is s presented in the table 8. Particulars Poor Averag ge Good d Very Go ood Excellent Total No of f responden nts 5 15 10 40 50 120 Ta able 8.Ratin ng of the sale es persons
Poor 4% Exce ellent 42% Average 3% 13 Good 8%

% 4.17 7% 12.5 5% 8.33 3% 33.33 3% 41.66 6% 100 0

VeryGood V 33%

Cha art 8.1.Ratin ng of the sal les persons. . INTERP PRETATIO ON A According to o the above chart 41.66 6% of the people p said excellent in n rate as a sales person, and a 33.33% of the peopl le said very good g in rate as a sales person p and 13% of the pe eople said aver rage in rate sales s persons s, and8.33% of the peopl le said good d in rate as a sales person n, and 4.17% of f the people said poor in rate as a sal les person.

9. The an nalysis abou ut the employ yees strengt th. The frequ uency of the e response is s presented in the table 9. P Particulars De etermination n C Courteous p patiences Com mmand and ov ver language Smart I Innovative T Team player Total 1 15 3 30 2 20 120 Table 9.Em mployees st trength 12.5% 25% 16.67% 100 No of res spondents 1 17 2 20 1 15 1 13 % 14.16% 16.66% 12.5% 10.8%

yer Determin Teamplay nation 15% 13% % innovative 23% Smart 12%

courteous % 15% patie ences 12%

nd Commandan overlanguag ge 10%

C Chart 9.1.E Employees strength s

INTERP PRETATIO ON A According to o the above chart 13% of the peop ple said determination, and 15% of o the people sa aid courteou us strengths, and 10% of o the people e said comm mand and ov ver language e, and 12% of th he people sa aid smart, an nd 23% of th he people said innovative e, and 15% of o the people e said team play yers, and 12% of the peo ople said pat tience. 10. The analysis a abo out the empl loyees stron ngest area in n sales. The frequency of the respon nse is presented d in the table e 10. P Particulars Sal les persuasio on St trategic sales s Sa ales proposa al C Closing sales s Total No of res spondents 4 40 3 35 3 30 1 15 12 20 Ta able 10.Emp ployees stro ongest area % 33.33% 29.16% 25% 12.5% 100

Closingsales 13% Salespropos sal 25%

Sales persuasion p 33%

Strategicsal les 29%

C Chart 10.1.E Employees strength

INTERP PRETATIO ON A According to the above chart c 33.33% % of the peop ple said sale es persuasion n, and 29.16 6% of the peop ple said sales strategies, , and 25% of o the peopl le said sales s proposal, and12.5% of o the people sa aid closing sales strongest area in sal les. 11. The analysis a abou ut the emplo oyees sales tactics. The frequency of the respon nse is present ted in the table 11.

P Particulars Defense Offense A Aggression Calm O Observation Total

No of respondents 25 20 23 20 32 120 0 T Table 11.Em mployees sal les tactics

% 20.83% 16.67% 19.16% 16.67% 26.67% 100

observation 27%

Defen nse 21% % Offe ense 16 6% Aggression n 19%

Calm m 17% %

Ch hart 11.1.Em mployees sa ales tactics

INTERPRETATION According to the above chart 20.83% of the people said defense sales tactics, and 16.67% of the people said offense in sales tactics, and 19.16% of the people said aggression in sales tactics, and 16.67% of the people said calm in sales tactics, and 26.67% of the people said observation in sales tactics. 12. Analysis about the necessary characteristics to achieve sales targets. The frequency of the response is presented in the table 12.

Particulars Leadership skill Market knowledge Product/services knowledge Strong communication skills Good listening skills Positive behavior High level of commitment Total

No of respondents 20 15 17 25 20 13 10 120

% 16.67% 12.5% 14.16% 20.83% 16.67% 10.83% 8.33% 100

Table 12.Characteristics of achieve sales targets

Highlevelof Positive ent behavior commitme 8% 11% Leaders shipskill 17 7% Goodlistenin ng skills 17%

Market w knowledge 12 2%

Stro ong communication skills 1% 21

Product/se ervice sknowledge 14%

1.Character ristics of ach hieve sales targets t Chart 12.1

INTERP PRETATIO ONS A According to o the above chart 16.67 7% of the people p said leadership skill you fe eel in necessary y achieve in n sales targe et, and 12.5% % of the pe eople said market m know wledge achieve in sales targ get, and 14.1 16% of the people p said product p / ser rvices and kn nowledge in n sales target t, and 20.83% of o the peopl le said stron ng communi ication skills s, and 16.6 67% of the people p said good listing sk kill, and 10.8 83% of the people p said positive p beha avior, and 8.33% of the people said d high level of commitment c t in sale targe et. 13. The analysis a abo out the indep pendent sale es percentage of the com mpany. The frequency of the response is presented d in the table e 13.

Particulars Yes No Total

No of res spondents 7 70 5 50 12 20

% 58.33% 41.66% 100

Table T 13.Ind dependent sales s percen ntage of the company

No 42% Yes 8 58%

Chart 13.1.In ndependent sales percentage of the e company

INTERP PRETATIO ONS

A According to t the abov ve chart 58% % of the people p said yes, compa any sell thr rough independ dent sales representativ ves, agents or Distribut tors, and 42 2% of the people said d no, company y sell through h independen nt sales repr resentatives, agents or Distributors. 14. Produ uct grouping g details fro om the comp pany. The fr requency of the response e os present ted in the table 14.

Particula ars

No of f responden nts

By regio on Local Import Total

30 40 50 120

25 5% 33.3 33% 41.6 66% 10 00

Table 14.Product t grouping

Import 42%

Byregi ion 25% %

Local 3% 33

1.Product gr rouping Chart 14.1 INTERP PRETATIO ONS A According to the above chart c 25% of f the people said by region in comp pany group it tems, and 33% % of the peop ple said loca al company group g the ite ems, and 42% % of the peo ople said tha at the company y importing items. i 15. Basic c information about the companys product. Th he frequency y of the respo onse is prese ented in the tab ble 15.

Particular rs serial number n for the t items Item category unit of measureme ent used receiving location of f the items purch hasing inform mation Total

No of re espondents 20 10 20 30 40 120

% 16.67% 8.33% 16.66% 25% 33.32% 100

Ta able 15. Basi ic informati ion about th he company ys product

purchasing information i 33%

seria alnumber fortheitems 17% m Item catego ory 8% unitof ement measure use ed 17% %

receiving nofthe location items 5% 25

Cha art 15.1. Bas sic informat tion about the t companys product t INTERP PERTATIO ON A According to the above chart c 17% of the people e said serial number item ms, and 8.33 3% of the peop ple said category, and 17 % of the people said d unit of me easurement used u inform mation items, an nd 25% of th he people sa aid receiving g location ite ems, and 33% of people e said purchasing informati ion system.

16. The important i at ttributes for establishing g better business manage ement. The frequency of the

response is presented d in the table e 16. Partic culars M Meeting client deliverable es Scheduli ing project based b on client needs Enh hancing team m and individ dual perform mance Creating g clear proje ect impleme entation instruc ctions Integra ating various s attributes in nto the proj ject Delivering high h quality Tot tal 13 120 0 10.83 3% 100 0 17 14.16 6% 25 20.83 3% No of respo ondents 20 25 20 % 16.67 7% 20.83 3% 16.67 7%

Table 16.Attribut tes for estab blishing bett ter business s manageme ent

Integ gratingvarious a attributes 14%

Deliver ring highqua ality 11% %

Meetin ngclient delive erables 1 16% hedulingproject Sch b based onclient needs 21% Enhancing gteam andindiv vidual performance % 17%

Creatingclea ar project ion implementati instructions s 21%

Chart 16.1.Attributes for establishing better business management

INTERPRETATION According to the above chart 16% of people said meeting client deliverables in better business management, and 21% of the people said scheduling projects, and 17% of the people said team & individual performance in better management, and 21% of the people said projects implementation in better business management, and 14% of the people said attributers the projects in better business management, and 11% delivering high quality in better business management. 17. Importance of change for better business management. The frequency of the response is presented in the table 17.

Particulars Not Important Less important Important Very important Highly important Total

No of respondents 10 15 40 30 25 120 Table 17.Importance of change in business

% 8.33% 12.5% 33.33% 25% 20.83% 100

hlyimportant High 21%

NotImpo ortant 8% rtant Lessimpor 13%

Veryimportant 25%

mportant Im 33%

Chart 17.1.Import 1 tance of cha ange in busin ness INTERP PERTATIO ON A According to the above chart c 21% of f the people said highly important in n better proc cesses managing g, and 25% of the peop ple said ver ry important t change to business ma anaging bus siness processes s better, and d 33% of th he people sa aid importan nt change to o managing business pro ocess better, an nd 12.5 % of the people e said not les ss important t change to managing m bu usiness proc cesses in better, , and 8.33% % of the peop ple said not important at a all, and none of the people p said dont know. vities of the company to perform the e sales. The frequency f of f the response is present ted in 18. Activ the table 18.

Partic cular Sales cal ll Telephon ne Sales lette er Other Total

No of f responden nts 40 30 35 15 120 Table 18.Pe erformance in sales

other o 13% Sales scall 33 3% Sale esletter 29% Telephone 25%

% 33.3 33% 25 5% 29.1 16% 12. .5% 10 00

C Chart 18.1.P Performance in sales INTERP PERTATIO ON A According to the above chart c 33.33% % of the peo ople said sal le call in sal les activities s, and 25% of th he people sa aid telephone e in sales act tivities, and 29.16% of the t people sa aid in sales letter, l and 12.50 0% of the pe eople said in n other sales s activities.

3.2. CHI-SQUARE TEST:

Chi-square test is applied to test the goodness of fit, to verify the distribution of observed data with assumed theoretical distribution. Therefore it is a measure to study the divergence of actual and expected frequencies; Karl Pearsons has developed a method to test the difference between the theoretical (hypothesis) & the observed value. Chi square test (X2) = (Oi -Ei)2 / E Degrees Of Freedom = V = (R 1) (C -1) Where,
Oi = Observed Frequency Ei = Expected Frequency

R = Number of Rows C = Number of Columns

For all the chi-square test the table value has taken @ 5% level of significance

Table 19.Department of respondents and relationship with co-workers Null-Hypothesis: Department of respondents is independent of relationship with co-workers.

department * satisfaction with targets Cross tabulation Count satisfaction with targets 1 2 3 1 3 3 0 1 3 5 8 4 0 15 3 4 0 10 Total 4 11 9 17 3 40 5 12 20 9 9 50 30 40 35 15 120

Finance Consumer Department goods Manufacturing Others Total

Chi-Square Tests

Value

Df

Pearson Chi-Square 25.309a s12 Likelihood Ratio 25.610 12 Linear-by-Linear .130 1 .719 Association N of Valid Cases 120 a. 11 cells (55.0%) have expected count less than 5. The minimum expected count is .63. Pearson Chi-square Value (Asymp.Sig.) = 0.013 Level of Significance = 0.05 Pearson Chi-square Value (Asymp.Sig.) < Level of Significance 0.013 < 0.05 Therefore Null-hypothesis is rejected. INTERPERTATION Department of respondents is dependent of relationship with co-workers. The department has a major role in the job satisfaction. It shows that the respondents have good relationship with in the department but will lead to lack of communication with other department. It should be made sure they have same kind of relationship with other department. Table 20.Department of respondents and salesperson Null-Hypothesis: Department of respondents is independent of their opinion on salesperson.

Asymp. Sig. (2-sided) .013 .012

department * rate self as salesperson Cross tabulation Count rate self as salesperson 1 2 3 0 0 5 4 1 0 5 6 6 3 15 5 0 0 10 Total 4 15 10 13 2 40 5 10 15 15 10 50 30 40 35 15 120

Finance Consumer Departmen goods t Manufacturing Others Total

Chi-Square Tests Value df Asymp. Sig. (2-sided) .010 .001

Pearson Chi-Square 26.229a 12 Likelihood Ratio 34.214 12 Linear-by-Linear .125 1 .724 Association N of Valid Cases 120 a. 11 cells (55.0%) have expected count less than 5. The minimum expected count is .63. Pearson Chi-square Value (Asymp.Sig.) = 0.010 Level of Significance = 0.05 Pearson Chi-square Value (Asymp.Sig.) < Level of Significance 0.010 < 0.05 Therefore Null-hypothesis is rejected. INTERPERTATION Department of respondents is dependent of their opinion on salesperson. This shows that the department in which the people work plays a part in job satisfaction, the designation of employ and the department is also equally important. Table 21.Department of respondents and changes required in business process Null-Hypothesis: Department of respondents is independent towards the creation and innovation in business process.

department * Change required Cross tabulation Count Change required 1 2 10 0 0 0 0 10 9 3 3 15 Total 3 4 14 20 2 40 4 0 8 12 10 30 5 16 9 0 0 25 30 40 35 15 120

Finance Consumer Departmen goods t Manufacturing Others Total Chi-Square Tests

Value Pearson Chi-Square 94.647a Likelihood Ratio 105.885 Linear-by-Linear .028 Association N of Valid Cases 120 a. 9 cells (45.0%) have expected minimum expected count is 1.25.

df 12 12 1

Asymp. Sig. (2-sided) .000 .000 .867

count less than 5. The

Pearson Chi-square Value (Asymp.Sig.) = 0.000 Level of Significance = 0.05 Pearson Chi-square Value (Asymp.Sig.) < Level of Significance 0.000 < 0.05 Therefore Null-hypothesis is rejected. INTERPERTATION Department of respondents is dependent towards the creation and innovation in business process. It shows that the changes in the business process make creation and innovation in the ideas of the business process; it will gives the increment in the sales and the revenue for the company

CHAPTER 4
4.1. FINDINGS AND SUGGESTIONS
A sales management has a bit of suspense, a bit of a change of scenery to it. It reeks of hope for those that normally dont lead the pack within your organization. Hope springs eternal for those that occupy the lower rungs of the sales ladder. At one of my former places of employment, we had an inventory. The young Sales Manager had tried being a buddy; he had tried being an ass and had gotten tired of trying. I suggested that he partner up with one of the mortar companies that we dealt with and have a sales management for used with any brick that was already in stock. The prizes were higher commissions for the stock brick, versus any that had to be trucked in, and a cruise from the mortar company for everybody who met their goal. The results were almost comical.. And all of us who had told him that we couldnt sell colored mortar were selling it left and right and at a premium price. Another promotion that I suggested for the inside sales and customer service reps. Sales managements that work are hard to devise, but their effects are almost always positive. If you need help coming up with a management for your organization. I normally charge way more than you can afford per hour for phone consultations, and the free consultations are all gone. The two suggestions I mentioned above made well into six figures for the respective companies. Im sure theyd pay my usual fee for another six figures.

CHAPTER 5 5.1. CONCLUSION

Sales management is concerned with all activities, processes and decisions involved in managing the sales function in an organization. It involves planning the selling program and implementing and controlling the personal selling effort of the firm. Sales Management in the Twenty-First Century is characterized by

Innovation fuels success in selling today. Sales effectiveness is enhanced through technology. Sales management must be smart and nimble and provide technology-centered solutions to support the sales effort.

Leadership is a key component in sales management success. Sales management is a global endeavor.

Ethics underlies all selling and sales management activities

CHAPTER 6
6.1. ANNEXURE Questionnaires Contact name: ______________ Organization: ____________ Official website: _____________ Email: _____________ Phone no.: ___________ Contact address: ______________

1. Please mention the department for which the sales plan would be implemented. a) Financial b) Consumer goods c) Manufacturing d) Others (please specify _________ )

2. Are you satisfied with the daily/weekly/monthly targets? a) Strongly dissatisfied b) Dissatisfied c) Neither Satisfied nor dissatisfied d) Satisfied e) Strongly Satisfied

3. How many employees will be involved in enacting the plan? a) 1 - 5 b) 6 - 10 c) More than 10

4. Will there be any regular training sessions for processing the sales plan?

a) Yes b) No

5. Will there be internet marketing involved? a) Yes b) No

6. Will you take the help of media houses to propagate the sales plan? a) Yes b) No

7. Will you integrate concepts of discounts and rebates in the sales plan? a) Yes b) No

8. How do you rate yourself as a salesperson? a) Poor b) Average c) Good d) Very Good e) Excellent

9. What do you feel as your best quality/strength? a) Determination b) Courteous c) Patience d) Command over language e) Smart f) Innovative

g) Team player

10. Which of the following is your strongest area in sales? a) Sales persuasion b) Strategic sales c) Sales proposal d) Closing sales

11. Which of the following category does your sales tactics fall under? a) Defense b) Offense c) Aggression d) Calm e) Observation

12. Which of the following characteristics do you feel is necessary to achieve sales targets? a) Leadership skills b) Market knowledge c) Product / Service knowledge d) Strong communication skills e) Good listening skills f) Positive behavior

g) High level of commitment

13. Does your company sell through independent sales representatives, agents or Distributors? a) Yes b) No

14. How does your company group the products? (a) By Region (b) Local (c) Import 15. What is your basic Information about your items? (a) Serial number for the items (b) Item category (c) Unit of measurement used (d) Receiving location of the items (e) Purchasing information 16. Which one of the following attributes is necessary for establishing better business management? a) Meeting client deliverables b) Scheduling project based on client needs c) Enhancing team and individual performance d) Creating clear project implementation instructions e) Integrating various attributes into the project f) Delivering high quality 17. I feel change is necessary for better business process? a) Not important b) Less important c) Important d) Very important e) Highly Important

19. Which of the following sales activities you perform? a) Sales Call b) Telephone Call c) Sales Letter d) Other

CHAPTER 7
7.1. BIBLIOGRAPHY Reference Books: 1. Principles of Marketing, Thomson 2. Marketing and Sales Management, HPH. 3. Business Logistics / Supply Chain Management- Pearson 4. Logistics Engineering and Management- Pearson 5. Supply Chain Management Pearson 6. Text book of Logistics and Supply Chain Management- Macmillan 7. Selling and Sales Management-Pearson 8. Sales Management, Concept Practice and Cases. 9. Basics of Distribution Management 10. Sales Distribution Management, Global Business Press 11. Marketing Channels, Thomson