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mission statement
inspire organizations members
give purpose to actions
guide decision-making
serve as standard for decision making
corporate strategy
plans and goals for organization
addresses markets and sourcing options
business units create plan to support corporate
marketing strategy
markets: who do we serve w/ what products
relationships
investment
objectives
sustainable competitive advantage
product market growth strategies
market penetration: current products, current market
product development: current markets, new products
market development: new markets, current products
diversification: new products, new markets
sales and relationship strategy
strategic plan considers network of relationships
relationships with customers varies in importance
selling approaches
transactional
affiliative
consultative
enterprise
objectives: sales executive
plan
devise a sales plan to meet strategic objectives
develop general strategies that specify sales approach
organize
determine the type of salesforce
create hiring and training policies and strategies
implement
communicate and roll out plan
create the right culture
choose compensation model
monitor
sales and customer satisfaction
salesperson recruitment
corrective action
b2b decision making
problem recognition
information search
evaluation of alternatives
purchase decisions
postpurchase evaluations
streamline
shift non-selling activities to lower cost alternatives
outsource
hire another company to carry out a task or set of tasks
advantages of company employed
exert greater control over salesforce
focus on our products
outsourced
share selling cost with others
benefit from established customer relationships
leverage when entering new markets
types of outsourced salespeople
manufacturer rep/agent
no ownership or maintenance
broker
represents buyer or seller, caries inventory but does not take ownership
distributor
take product ownership, maintains inventory
call centers
bow-tie seller model
diamond seller model
team selling
advantages
quicker response to questions
same thought world
offers multidisciplinary solutions to complex buyer problems
challenges
coordination, communication, compensation
more expensive
trait leadership approach
1900-1940; 2000
traits you need to be a leader
behavioral leadership approach
1950-1960
how leaders behave
leaders should engage in behavior addressing both social needs of individuals and task accomplishment
more consideration = more group satisfaction
situational leadership approach
1960-1970
assess situation and adjust behavior
must diagnose groups level of commitment and competency
adjust based on directive and supportive behaviors
directing, supporting, coaching, delegating
contemporary leadership approach
1980s-1990s
motivate followers through leadership
emerging leadership approach
1990s-2000s
develop your followers
leadership-membership exchange
unique relationship between each member and group leader
“in-group” and “out-group”
every leader should work towards “in-group” relationships
transformational leadership
charisma to inspire
followers trust and want to emulate leader
positively correlates with job satisfaction and better performance
principle-center leadership
focused on values and principles
servant leadership
leaders should serve their followers
listening, collaboration, empathy, healing
level 5 leadership
based on study of great leaders
modest and willful
humble and fearless
set up successors
diligent
skills build on skills and abilities of previous levels
formal power
legitimate
reward
coercive
political
informational
informal power
expert
referent
charismatic
connection
moral
4 political terrains
Highground: formal authority and organizational systems win
Rocks: formal authority and individuals interactions are most powerful
Weeds: personal influences and informal networks yield most power
Woods: implicit norms, hidden assumptions and unspoken routines rule
Coaching Principles
prepare and observe
give feedback
be a role model
follow-up
trust
activity management
focus salespeople on right numbers
training and development
ensure salespeople have the right capabilities
outcome control
control outcomes via compensation/rewards/motivation
capability control
development via training programs
compensation, motivation, rewards
designed to support sales and non-sales outcomes
cultural/network perspective
leaders must indirectly influence employees by “architecting” networks
well-connected salespeople who are marginally committed
can dampen peers commitment
decrease effectiveness of transformational leader
hiring process
identify numbers needed
determine who
attract many
select best
turnover rate
= (number of sales people that left during the year)/(average sales force size during that year)
controllable reasons for turnover
retirement
termination
transfer
promotion
uncontrollable reasons for turnover
death
quitting
relocation
career change
disability
aspects of job description
nature of role
customer type
reps tasks and responsibilities
relationship between rep and sales organization
intellectual and physical demands of job
compensation methods
ideal candidate profile
varies for sales role
higher performance units = richer profile
tension in ideal candiate profile
operational focus
strategic focus
backwards looking
forward looking
formula number of applicants needed
= (number of open positions)/ (% of applicants selected x % accepted)
pros/cons internal recruiting
pros: great deal of known info
cons: sales experience, open position to fill
methods of external recruiting
referrals
advertising
third-party
educational institutions
job/career fair
online posting
cross validation
ideal candidate profile characteristics assessed by 2+ tools
goal directed selection process: high performance
screen applicants
determine fit interview
ability interview
screen, reference check
select candidates
4 dimensions of candidate
industry
current unit
company
future unit
types of interviews
structured interview
semi-structured interview
stress interview
group interview
panel interview