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Objectives
MKF 5391
Lecture 2
Organisational Strategies and The
sales Function
Key
Decision Areas
Key
Decision Makers
Corporate
Strategy
Corporate Mission
SBU Definition
SBU Objectives
Corporate
Management
Sales
Strategy
Strategy Types
Strategy Execution
SBU
Management
Cravens (2004)
Key
Decision Areas
Key
Decision Makers
Corporate
Management
SBU
Management
Market Share
Objectives
Build
Sales
Organization
Objectives
Build sales vol.
Secure distrib.
Primary Sales
Tasks
Prospective and
new accounts
Provide high
service levels
particularly presales service
Product/market
feedback
Compensation
System
Salary plus
incentive
1/6/2015
Hold
Sales
Organization
Objectives
Primary Sales
Tasks
Compensation
System
Salary plus
commission or
bonus
Sales
Organization
Objectives
Minimize selling
costs and clear
out inventory
Primary Sales
Tasks
Dump inventory
Eli i
Eliminate
service
i
Sales
Organization
Objectives
Reduce selling
Service most
profitable accounts
costs
Target profitable eliminate
unprofitable
accounts
accounts
Reduce service
levels
Reduce inventories
levels
Compensation
System
Salary
plus bonus
Compensation
System
Salary
Primary Sales
Tasks
Low-cost supplier
Low-cost supplier
Differentiation
Compete on nonnon-price
benefits
Provide high quality
customer service
Seek customers who are
not low price shoppers
Low-cost supplier
Differentiation
Niche
1/6/2015
Advantages
+ Only promotional tool that consists of personal
communication between seller and buyer
Disadvantage
High cost per contact
Advertising
Target Market:
A definition of the specific market segment to be served
Personal Selling-Driven
Selling Driven Promotional Strategies are
appropriate when:
The market consists of only a few buyers that tend to be
concentrated in location
The buyer needs a great deal of information
The purchase is important
The product is complex
Service after the sale is important
Account
Targeting
Strategy
Buying
Center
Relationship
Strategy
Organizational
Buyer Behavior
Account
Salesperson
Sales
Strategy
Buying
Process
Sales Channel
Strategy
Buying
Needs
Selling
Strategy
Major Category
Types
Users: purchase products
Users:
and services to produce
other products and services
Business or
Industrial
Organizations
Original Equipment
Manufacturers (OEM):
(OEM):
purchase products to
incorporate into products
Resellers: purchase
Resellers:
products to sell
1/6/2015
Major Category
Types
Government
Organizations
Institutions
Initiators
Users
Gatekeepers
Influencers
Deciders
Purchasers
Organizational Goals
Control Cost in Product
Use Situation
Few Breakdowns of Product
Dependable Delivery for
Repeat Purchases
Adequate Supply of
Products
Cost within Budget Limits
1/6/2015
A determination of the
type of relationship to be
developed with different
account groups.
Solutions
Partnership
Add Value
Time
Short
Frame
Long
Customized
Offering Standardized
Number of
Many
Customers
Collaborative
Few
Ensuring
E
i
that
th t accounts
t
receive selling effort
coverage in an effective
and efficient manner.
Cost
to
Serve
Partnership
Solutions
Transaction
Commitment
Low
High
Increase Reach
Gather Information about Customers
Showcase New Products
Conduct Surveys
Enhance Corporate Image
Obtain Feedback
Service Existing Customers
1/6/2015
Generate Leads
Test Market New Products
Introduce New Products
Close Sales
Gather Competitive Information
Service Existing Customers
Enhance Corporate Image
Centralization
The degree two which important decisions and tasks
performed at higher levels in the management hierarchy.
Centralized structures place authority and responsibility at
higher management levels.
1/6/2015
Generalists
Some specialization
of selling activities,
products, and/or
customers
Specialists
Certain selling
activities for certain
products for certain
customers
District
Sales
Manager
District
Sales
Manager
District
Sales
Manager
District
Sales
Manager
District
Sales
Manager
Manage
ement Levels
National
Sales
Manager
Span of Control
National Sales
Manager
District
Sales
Manager
District
Sales
Manager
District
Sales
Manager
Regional Sales
Manager
District
Sales
Manager
District
Sales
Manager
District
Sales
Manager
Management Levels
Regional Sales
Manager
Salespeople
Span of Control
Environmental
Characteristics
Task
Performance
Performance Objective
Centralization
Hi h E
High
Envir.
i
uncertainty
Low Envir.
Uncertainty
Nonroutine
Repetitive
Adaptiveness
Effectiveness
Simple
Product
Offering
Market-Market
Driven
Specialization
Product/MarketProduct/MarketDriven
Specialization
GeographyGeographyDriven
Specialization
ProductProductDriven
Specialization
Complex
Range of
Products
1/6/2015
Salespeople (100)
Salespeople (100)
Market Sales
Organization
Commercial Accounts
Sales Manager
Office Equipment
q p
Sales Manager
g
Office Supplies
pp
Sales Manager
g
Salespeople (100)
Salespeople (100)
Government Accounts
Sales Manager
S l T
Sales
Training
i i
Manager
Zone Sales Managers (4)
Salespeople (50)
Salespeople (40)
Salespeople (160)
Salespeople (150)
Large
Large
Account
Major
Account
Complex
Account
Simple
Complex
Complexity of Account
1/6/2015
Comparison of
Sales Organization Structures
Organizational
Structure
Geographic
Advantages
Disadvantages
Low Cost
geographic
g p
duplication
p
No g
No customer duplication
Fewer management levels
Limited specialization
Lack of management
control over product or
customer emphasis
Product
Major Accounts
Sales Manager
Government Accounts
Sales Manager
Regular Accounts
Sales Manager
Organizational
Structure
Advantages
Disadvantages
Market
Salespeople develop
better understanding of
unique customer needs
Management control over
selling allocated to different
markets
High cost
Geographic duplication
Functional
Efficiency in performing
selling activities
Geographic duplication
Customer duplication
Need for coordination
Salesforce Deployment
Commercial Accounts
Sales Manager
Comparison of
Sales Organization Structures
Office Equipment
Sales Manager
Office Supplies
Sales Manager
Field Sales
Manager
Western
Sales Manager
Telemarketing
Sales Manager
Eastern
Sales Manager
Hybrid Sales
Organization
Structure
Interrelatedness of
Sales Force Deployment Decisions
Allocation of
Selling Effort
Sales Force
Size
Territory
Design
Single Factor
Models
Low
Analytical
Rigor
High
Analytical
Rigor
Portfolio
Models
Decision
Models
Difficult to Develop and Use
1/6/2015
A
B
C
D
25
23
20
16
32
24
16
8
Weak
Hig
gh
Segment
g
1
Segment
g
2
Low
Account Opportun
nity
Segment 3
Segment 4
Salesforce Turnover
Is very costly
Should be anticipated
10
1/6/2015
Number of salespeople =
Designing Territories
Territories consist of whatever specific
accounts are assigned to a specific
salesperson. The territory can be viewed
as the work unit for a salesperson.
Territory Considerations
Trading areas
Present effort
Recommended effort
Select
Pl
Planning
i and
d
Control Unit
Analyze
Planning and
Control Unit
Opportunity
Form Initial
Territories
Assess
T it
Territory
Workload
Finalize
T it
Territory
Design
11