9 Describing the Personal Selling Function Defining the Strategic Role of the Sales Function Developing the Sales Force Directing the Sales Force Determining Sales Force Effectiveness and Performance Sales Management Model
Marketing, Bangkok University 13 ภาวะผู้นำ (Leadership) MGEN 313 Department of Marketing Bangkok University
Marketing, Bangkok University 14 The Importance of Leadership An Expert’s Viewpoint: Regan Lancaster, vice president of global sales at i2 Technologies uses conventional and unconventional tactics to lead his salespeople. He offers substantial incentive-based pay and promotion opportunities. In addition, he has dressed as a superhero and staged a mock battle against competitors, motorcycled through a brick wall, and repelled down a four story building to inspire his salespeople. Action
Marketing, Bangkok University 15 The Importance of Leadership An Expert’s Viewpoint: Lancaster’s leadership is paying dividends. During his first seven years at i2, revenues have increased more than 750 percent. In 2000, i2 had a record-breaking year for e-business with revenues of $1.1 billion. Result
Marketing, Bangkok University 16 What is the Difference Between Leadership and Supervision? Leadership: The use of influence with other people through communications processes to attain specific goals and objectives Supervision: The day-to-day control of the salesforce under routine operating conditions
Marketing, Bangkok University 17 Leadership Model for Sales Management Situation Time Constraints Nature of Tasks History and Norms Needs Salespeople Other People Leadership Skills Anticipation Diagnostic Selection Communication - Influence Strategy - Communications Mechanisms Power Salespeople Other People Power Sales Manager Goals & Objectives Individual Organizational Sales Manager’s Leadership Effectiveness
Marketing, Bangkok University 25 Important when coercive power is not being utilized Realize all needs and wants cannot be met Not all leadership directives need to be based on needs and wants Consider each salesperson as a unique individual Needs and Wants of Salespeople
Marketing, Bangkok University 26 Leadership is easier when personal goals and objectives of the salespeople are consistent with those of the organization Sales managers strive to seek balance and consistency between organizational goals and their salespeople’s goals. Goals and Objectives
Marketing, Bangkok University 27 The ability to anticipate problems The ability to seeking and obtain substantive feedback The ability to diagnose problems and opportunities Leadership Skills
Marketing, Bangkok University 28 The ability to select an appropriate leadership behavior and match it to the situation The ability to communicate effectively Leadership Skills
Marketing, Bangkok University 29 Communication Skills: Influence Strategies Threats (coercive power) Promises (reward power) Persuasion (expert or referent power) Relationships (referent or legitimate power) Manipulation
Marketing, Bangkok University 30 Take a we approach Address only one or two problems at a time Don’t focus on criticizing poor performance, reinforce good performance Foster involvement Coaching The continuous development of salespeople through supervisory feedback and role modeling. Suggestions for affective coaching include:
Marketing, Bangkok University 31 Recognize differences in salespeople and coach accordingly Coordinate coaching with more formal sales training Encourage continual growth and improvement Insist salespeople evaluate themselves Obtain agreement with respect to punishments and rewards Keep good records Coaching
Marketing, Bangkok University 32 Planning and Conducting Integrative Meetings Keep technical presentations succinct Use visual aids and breakout discussion groups Keep salespeople informed of corporate strategy and their role in it Minimize operations review
Marketing, Bangkok University 33 Planning and Conducting Integrative Meetings Set a humane schedule... allow time for sharing and adequate breaks Set and communicate the agenda Ask for input from the salespeople Generate excitement with contests and other rewards
Marketing, Bangkok University 34 Problems in Leadership Conflicts of Interest Chemical Abuse and Dependency Problem Salespeople: A Disruptive Influence – Lone Wolf – Corporate Citizens – Institutional Stars – Apathetic Termination of Employment Sexual Harassment
Marketing, Bangkok University 36 Approaches to Management Ethics Immoral Management – Intentional and consistent management activity conflicting with what is moral (ethical). – Exploits opportunities for corporate gain. Cut corners when it appears useful. – Seeks profitability and organizational success at any price. – Selfish. Management cares only about its or the company’s gain.
Marketing, Bangkok University 37 Approaches to Management Ethics Amoral Management – Management activity that is neither consistently moral or immoral... Decisions lie outside the sphere to which moral judgments apply. – Give managers free rein. Personal ethics may apply but only if managers choose. Respond to legal mandates if caught and required to do so. – Seeks profitability. Other goals are not considered. – Well-Intentioned but selfish in the sense that impact on others is not considered.
38 Approaches to Management Ethics Moral Management – Management activity conforms to a standard of ethical or moral behavior. – Live by sound ethical standards. Assume leadership position when ethical dilemmas arise. Enlightened self-interest. – Seeks profitability within the confines of legal obedience and ethical standards – Management wants to succeed but only within the confines of sound ethical precepts.
Marketing, Bangkok University 39 Meeting Ethical and Moral Responsibilities Sales managers should be aware of three particularly relevant types of unethical acts: 1.Nonrole 2.Role Failure 3.Role Distortion.
Marketing, Bangkok University 40 Meeting Ethical and Moral Responsibilities NonroleAgainst the firm Expense account cheating Embezzlement Stealing supplies TypeDirect EffectExamples Role Failure Against the firmSuperficial performance appraisal Not confronting expense account cheating Palming off a poor performer with inflated praise
Marketing, Bangkok University 41 Meeting Ethical and Moral Responsibilities TypeDirect EffectExamples Role Distortion For the firm Bribery Price fixing Manipulation of suppliers
Marketing, Bangkok University 42 โลกของการ เปลี่ยนแปลง The Changing World of Sales Management
Marketing, Bangkok University 43 A Day in a Sales Manager’s Life An Expert’s Viewpoint: Von Oliver is currently national sales manager for a division of Lockheed Martin Corp. Von’s typical day starts at 7:30 A.M. going through e-mail and prioritizing the days events. During the morning he will review reports, and spend time with his sales reps. He will have lunch with customers and spend the afternoon making sales calls with his sales reps. He spends late afternoon reconciling the days activities and setting his agenda for the next day. Action
Marketing, Bangkok University 44 A Day in a Sales Manager’s Life An Expert’s Viewpoint: Von Oliver is involved in a variety of different activities. He spends much of his time interacting with individuals, especially salespeople and customers. But, he also plans strategies and continuously monitors performance. In other words, he performs all the major sales management functions. Result
Marketing, Bangkok University 45 Transactions Relationships Local Global Management Leadership Individuals Teams Sales Volume Sales Productivity Sales Management Trends
46 Leadership Trends Natural resources defined power Knowledge is power Leaders commanded and controlled Leaders empower and coach Leaders were warriors Leaders are facilitators Managers directed Managers delegate ค้นหา Sales opportunity ‘Not’ Buyers Yesterday Today
Marketing, Bangkok University 47 Effective Sales Managers: Utilize a Strategic Perspective Focused on Customers Attract, Keep, and Develop Sales Talent Leverage Technology