市场营销专业英语-topic-5.ppt

Chapter 5;5.1 The Tasks of Sales Management 79;5.1.1 Defining Sales Goals and the Sales Process 80 Effective sales management begins with a determination of sales goals. Without goals to achieve, salesperson performance would be mediocre at best, and the company would likely to fail. Great sales managers focus not only on sales goals but also on the entire process that drives their sales organizations to reach their goals.;5.1.2 Determining the Sales Force Structure 80 Because personal selling is so costly, no sales department can afford to be disorganized. Proper design helps the sales manager organized and delegate sales duties and provide direction for salespeople.;5.1.3 Recruiting and Training the Sales Force Sales force recruitment should be based on an accurate, detailed description of the sales task as defined by the sales manager. After the sales recruit has been hired and given a brief orientation, training begins. A new salesperson generally receive instruction in company policies and practices, selling techniques, product knowledge, industry and customer characteristics, and nonselling duties such as filling out sales and market information reports or using a seals automation computer program. 81 ;5.1.4Compensating and Motivating the Sales Force 82 The three basic compensation methods for salespeople are commission, salary, and combination plans. Motivation also takes the form of effective sales leadership on the part of the sales manager. An effective sales manager is inspirational to his or her salespeople, encouraging them to achieve their goals through clear and enthusiastic communications. ;5.1.5 Evaluating the Sales Force 83 The final task of sales managers is evaluating the effectiveness and performance of the sales force. To evaluate the sales force, the sales manager needs feedback—that is, regular information from salespeople. ;5.2 Steps in the Selling Process;5.2.1 Generating Needs