This document discusses the importance of planning for sales management. It states that planning involves determining goals, current status, timelines, and actions needed to reach targets. As a planner, the sales manager must consider the organization's needs like products, sales targets, budgets and the customer's needs like target markets, decision makers, and timelines. The sales manager will then plan the sales organization structure, recruitment and training of sales executives, their compensation plans, and use of sales force automation to track key metrics. Overall, the document emphasizes that planning is critical for sales management to offset uncertainties and have a clear path to achieve objectives.

1. Sales Management Sales Management Topic Presented by DeepaChandrasekar Need For Planning “ Sales Manager as a Planner “

3. Directing

4. Controlling of the personal selling.

5. Sales Management Planning is preparing a sequence of action steps to achieve some specific goal. What Is Planning ?

7. Where we are currently ?

8. When we want to achieve ?

9. How we will reach the target ?

11. Planning offsets the uncertainty in the real world.

12. A plan is like a map. When following a plan, you can always see how much you have progressed towards your project goal and how far you are from your destinationNeed for Planning ?

14. Organisation

15. External

17. What is the FAB?

18. How many of them needs to be sold?

20. What is the budget?

21. What is the profit target?

23. Who is the decision maker?

25. What is the lead time expected by customer?

26. Who are the competitors, their product details and pricing, after sales service program?About the Customer

29. Detailed training program to address the following: FAB of product The competitors, SWOT Intra organization structure Credit policy Sales Process Recruitment & Training

31. Total compensation level?

32. What additional incentive programs will be needed?

34. Identifying your most profitable customers, and your problem customers .

35. Tracking the productivity of their sales force by combining a number of performance measures such as:

36. revenue per sales person,

37. revenue per territory,

38. margin by customer segment,

39. margin by customer,

40. number of calls per day,

41. revenue per call,