1. The Sales Manager,
Sales Strategies and
Methods
Mandar Ghanekar
SCIT ExMBA 2011

2. Functions of a Sales
Manager
~ The answer may seem quite simple:
Drive revenue and meet the Sales Target!
But that’s not the only reality ~

3. 9/2/2011 ITSM Assignment - Mandar G.
Sales Resource Management
Identify , Attract, Screen, Interview and
Hire the Right Sales Force.
Always be on the lookout for better, well
qualified people to raise the for the team.
Determine the size of the sales force
according to the sales strategy.
Touch base with the HR Manager to
achieve the above

4. 9/2/2011 ITSM Assignment - Mandar G.
GOAL setting for the Sales force
Set realistic and achievable targets for the
sales executives and other sales
representatives.
Assign the right people to Sales territories
Inspire the team to

5. 9/2/2011 ITSM Assignment - Mandar G.
Planning, Budgeting & Organizing 1
Consult with the top management of the company and the
sales director, and devise sales policies and marketing mix
strategies necessary for achieving/exceeding the sales
targets.
Determine price schedules and discount rates.
Confer or consult with department heads to plan
advertising services and to secure information on
equipment and customer specifications.
Advise dealers and distributors on policies and operating
procedures to ensure functional effectiveness of business.

6. 9/2/2011 ITSM Assignment - Mandar G.
Planning, Budgeting & Organizing 2
Monitor customer preferences to determine focus
of sales efforts.
Prepare budgets for sales force salaries,
commissions, and bonuses; travel expenses; sales
materials; training; clerical services; and office
rent and utilities
Provide timely, accurate, competitive pricing on
all completed prospect applications submitted for
pricing and approval, while striving to maintain
maximum profit margin.
Organize and structure the Sales Force

7. 9/2/2011 ITSM Assignment - Mandar G.
Control and Evaluation
Sets standards of work performance and conduct.
Compare the original goals and objectives with the actual
accomplishments of the sales force
If you can’t measure it you can’t manage it.
Conducts 1-on-1 review with all Executives for more
effective communication, to understand training and
development needs, and to provide insight for the
improvement of Executive’s sales and activity
performance.
Maintains a record system to provide an analysis of
performance of sales team by each individual reporting.

8. 9/2/2011 ITSM Assignment - Mandar G.
Forecasting
Prepare a sales forecast for the top
management considering the industry
conditions, such as stage of maturity;
market conditions and expectations; general
business and economic conditions; and the
regulatory environment.

9. 9/2/2011 ITSM Assignment - Mandar G.
Client Relationship Management
KRA - Maintaining
and improving
relationships with
the client through all
phases of the sales
cycle to ensure high
levels of client
satisfaction.
Resolve customer
complaints regarding
sales and service.

10. 9/2/2011 ITSM Assignment - Mandar G.
Coaching and Mentoring
Arrange trainings which emphasize on the
product, the company, industry knowledge
and personal selling techniques. These
trainings act as a value add for improving
customer relations, increasing employee
morale and boosting sales.

11. 9/2/2011 ITSM Assignment - Mandar G.
Motivate the Sales Force
Facilitate an environment that maximizes sales
productivity.
Set example for Account Executives in areas of personal
character, commitment, organizational and selling skills,
and work habits.
Make the individuals feel like they are part of winning
team, that their jobs are secure, and that their efforts and
contributions to the organization are recognized. Methods
of meeting those needs include contests, vacations, and
other performance based prizes in addition to self-
improvement benefits such as tuition for graduate school

12. 9/2/2011 ITSM Assignment - Mandar G.
Represent the Organization
Represent the organization in a positive and
professional manner in and outside of the
organization.
Represent company at trade association
meetings/conferences/exhibitions to
promote products and brand.

13. 9/2/2011 ITSM Assignment - Mandar G.
Sales Development
Responsible for New Business Development via
prospecting, qualifying, selling and closing software
solutions / services and products
Visit franchised dealers to stimulate interest in
establishment or expansion of leasing programs.
Confer with potential customers regarding equipment
needs and advise customers on types of equipment to
purchase.
Assess marketing potential of new and existing store
locations, considering statistics and expenditures.
Prepares action plans for individuals as well as for the
team for effective search of sales leads and prospects.

14. 9/2/2011 ITSM Assignment - Mandar G.
Summary

15. Sales Strategies

16. 9/2/2011 ITSM Assignment - Mandar G.
The "SPIN" technique
Identify the SITUATION (need) of the
client/company who you are selling.
Understand their PROBLEM
Allow them to explain the IMPLICATIONS
that the company will have if continues with
that problem.
Next you present your product, being the
solution, the phase of NEED TO PAY.

17. 9/2/2011 ITSM Assignment - Mandar G.
Most Brains Wins!
Principle – “Whoever has access to the most
brains, wins!"
Launch initiatives to access the collective wisdom
of your employees, customers and the broader
world.
For E.g. One of the first initiatives of Dell’s new
CMO was launching IdeaStorm, where customers
submit ideas and feedback. A parallel process was
launched for the employees. In the first six
months, over a half million pieces of feedback
have been submitted by customers

18. 9/2/2011 ITSM Assignment - Mandar G.
Apple iPOD
For the iPod, Apple used no fewer than seven
types of innovative sales strategies. They included
networking (a novel agreement among music
companies to sell their songs online), business
model (songs sold for a buck each online), and
branding (how cool are those white ear buds and
wires?). Consumers loved the ease and feel of the
iPod, but it was the simplicity of the iTunes
software platform that turned a great MP3 player
into a revenue-gushing phenomenon.

19. 9/2/2011 ITSM Assignment - Mandar G.
SNAP Selling
Simple + iNvaluable + Aligned + Priority
SNAP is meant to remind you of the four key elements of
getting a busy customer’s attention and winning her
business.
Keep it Simple: When you make things easy and clear for
your customers, they'll change from the status quo.
Be iNvaluable: You have to stand out by being the person
your customers can't live without.
Always Align: To be relevant, make sure you're in synch
with your customers' objectives, issues, and needs.
Raise Priorities: To maintain momentum, keep the most
important decisions at the forefront of their mind.

20. 9/2/2011 ITSM Assignment - Mandar G.
Thank You