Sales management implies the aim of tactical targets, formation, and control of execution of the current plan of actions, planning and resource management, necessary for the current support of sales. Sales management generally does not differ from the control of any other activities. Anyway, the managing director of sales shall: define the operation purposes, control achievements of these purposes, control process of achievement of the goals. The best way to deal with all these tasks is to implement sales performance management software ,a bpmonline.com/crm/sales-performance-management-software.
Sales management can be presented in the generalized view as the set of the main directions of the management providing high performance of sales.
It is built on the following basic elements of administrative activities:
● detection of target groups on which sales are focused: separate target clients; target groups; segments; strategic niches; the supporting niches;
● determination of strategy and tactics of operation with target groups: an output on target groups; formulation of a time frames; objection removal formulation; formation of a counterproposal; development of mechanisms of switching of clients from competitors; determination of tactics of holding of clients, extensions of a range of time frames; determination of tactics of operation with claims, etc.;
● formation of distribution channels and sales: determination of effective distribution channels, from the point of view of the most intensive and effective distribution of goods;
● control of sales channels: prediction of sales on channels; determination of conditions for each channel; control of stimulation and communication, etc.;
● stimulation of a distribution channel (trade marketing): planning and implementation of actions for stimulation of distribution between participants of the channel, methodological support of sales of a distribution channel;
● organization sales management: formation in the companies of specified structure, determination of tasks and functions of the structure;
● current control of sales: planning and monitoring of employees; hiring, selection, and adaptation; motivation of employees; analysis of activities of employees (summing up; evaluation of the work of department);
● control economy of sales: calculation of the cost of sales, regulation of costs for sales; support of the required indices of distribution, sale, the efficiency of sales, assessment of personal effects of employees;
● adjustment of the system of sales — assessment and adjustment of all system of sales (at least once a year).