Name: Daria Dobreva, Fac.

N 123 017
Target Job Deconstruction for Sales Manager
Step 1. JOB TITLES

1 Sales Department Manager

2 Account Executive
3 Sales Coordinator
4 Sales Representative
5 Client Relationship Manager

Step 2. SKILLS/RESPONSIBILITIES/EXPERIENCE/DELIVERABLES

SKILLS
1 Create budgets and approve expenditures
2 Analyze sales data and statistics to determine the most effective sales strategies
3 Project sales and evaluate the sales potential and overall profitability of the company's
products and services
2 Determine discounts or special pricing of products and services

RESPONSIBILITIES

1 Achieve growth and hit sales targets by successfully managing the sales team
4 Design and implement a strategic business plan that expands the company’s customer base
and ensures its strong presence
1 Present sales, revenue and expenses reports and realistic forecasts to the management team
5 Own recruiting, objectives setting, coaching and performance monitoring of sales
representatives

EXPERIENCE

1 Advanced level of English (C1)

5 Excellent communication, interpersonal, and organizational skills

5 Motivational speaking experience
2 Excellent math skills (Math education)

DELIVERABLES
 2 Develop account plans
4 Facilitate big sales

3 Assist with important sales process steps

5 Manage/lead key account relationships

Step 3. IDENTIFIED PROBLEMS TO SOLVE

1. Finding the right people

2. Maintaining consistency

3. Finding compensation solutions for employees

Do I have examples?

1. Probably one of the most difficult tasks a sales manager faces is to find skilled sales representatives,
offer them all the information they need, and then oversee them ‘in action.

2. Sometimes, you will be tempted to treat some sales reps differently, based on how much you trust
them or how well you get along with them. Some top sellers may even get away with not following
company-established selling methods and relying on theirs instead.

3. There are situations in which the employee retention rate is strongly related to the compensation
they receive. Therefore, it’s recommended to maintain satisfaction among employees, even though
some managers consider this a big challenge.

Step 4. BEHAVIORAL PROFILE OF SUCCESS

Do I know a successful person in this position?
My aunt works as a sales manager at Emag. She has all the necessary qualities for this position like
passion, integrity, a positive attitude and leadership skills. As a sales manager, she is passionate about
sales, statistics, helping individuals define their favourite items and growing sales of these products, and
communication. When she acts with integrity and only sells what clients know they're going to need, the
result will be happy long-term customers. A positive attitude benefits both employees and employers. It
leads to greater happiness, fulfilment, and productivity. She is the most positive and optimistic person I
know. She has leadership qualities, like being able to manage people, motivate them, teach them to
learn from their mistakes, keep a good tone with each other and get along with them.

Step 5. BEHAVIORAL PROFILE OF FAILURE

Lack of top management support

Many business owners, entrepreneurs, and C-level executives blame the sales manager for everything
that goes wrong in the company. This lack of assistance contributes considerably to the manager's low
morale and pushes him/her to either return to selling (as I've seen thousands of times) or move on to
another organization. Top management frequently compels sales managers to work under conditions
that are incompatible with sales performance.

They don't know how to manage their people

Most sales managers are unaware of how to employ extremely effective techniques to attract and train
salespeople who will excel in their firm. As a result, they frequently hire salespeople who are
incompatible with their company's culture and lack the necessary sales skills for their business.

How to Hire the Right People: contract with a service agency that will benchmark you and your best
salespeople, find candidates with similar aptitudes, and select salespeople most compatible with your
management style.

They don't rigorously implement effective selling processes

The majority of sales managers do not have a highly effective, consistent sales procedure in place for
their company's products and services. They promote best "selling practices" based on previous market
situations and outmoded sales methods. As a result, they focus on the wrong measurements, which are
invariably flawed.

How to Focus on the Right Metrics: develop a sales process that is very different from the one that you
are now using. Talk to sales training companies, and look for a company that will customize and
optimize the selling process for your company and industry.