Professional Documents
Culture Documents
Sales Force Activities
Sales Force Activities
SALES FORCE
ACTIVITIES
Chapter 6:
Sales Force
Organization
Sales Force Organization:
Impact
Structure
Compensation
Sales
Management Performance
Role Evaluation
Recruiting/ Training
Selection Program
Strategic
Sales Force Sales Force Emerging
Account Telemarketing
Generalists Specialization Issues
Management
Strategic Account Programs:
Survey Results
49% Today
45% In Five Years
24%
20%
18% 17% 16%
11%
District of
Vermont New York Delaware Georgia Alabama
Columbia
Massachu
New York Virginia Maryland Mississip Florida
setts
pi
Eastern Regional
Sales Manager
Disadvantages
− More expensive to operate
− May result in duplication of sales calls to
clients
Sales Force Organization:
Customer Specialists
National Sales
Manager
Disadvantages
− May conflict with marketing organization
− Product expertise may be lacking
− More expensive
Sales Force Organization:
Functional Specialists
Division
Marketing Manager
Market
Account System Reps Administrative
Executives (Technical Support)
(Training & Installation)
(Salespeople)
Increased profits
from national 83%
accounts
Increased 74%
market share
Improved customer
74%
communications
Improved customer
30%
coordination
Strategic Accounts Programs:
Compensation Levels
$124,208
$112,414 $115,905 $117,997
$99,460
Different No difference in
training training for
for strategic account
strategic
account 26% managers or other
sales staff
managers 37%
37% Provide no
training for
strategic account
managers
Strategic Account Programs:
Survey Results
Do your strategic account managers carry
an assigned sales quota?
No
Yes Response
3%
No
68% 29%
Strategic Account Programs:
Survey Results
Do strategic account managers have formal
authority over the rest of the sales
organization?
No Response
May assemble
7% temporary
“virtual” sales
24% teams that report
Sales team directly to the
reports 22% strategic account
directly to manager
the
strategic
account
47% No formal
manager authority over
others in the
sales
organization
Strategic Account Programs:
Survey Results
How do you measure the success
of a strategic account program?
Sales Volume 80%
Customer Satisfaction 53%
Profitability 45%
Volume of Recurring Revenue Stream 29%
Incremental Orders from Existing Accounts 22%
Number of Customer with Strategic 11%
Account Agreements
Number of Transactions/Orders 6%
Number of Products Shipped 6%
Sales Force Organization:
Cost Analysis
Challenges
Acceptance by field salespeople
Management
Role of the Internet
Sales Force Organization:
Economic Analysis of Sales
Agents
Independent
Total
Agents
Selling
Costs
Own Sales Force
Break-Even
Sales
Sales Volume
Disengagement
Decision Re-engagement Manufacturer
Decision Re-employs
Rep firm to
lower fixed
sales costs
Introduction
Global Account Success Keys