BRIEF INTRODUCTION OF JSR AMENITIES PRIVATE LIMITED

Incorporated in the year 2017, JSR Amenities private limited is one of the
well known entity in this domain affianced in manufacturing, whole selling
and exporter to our patrons a huge assortment of Amenity kit, Hotel
Amenities, Eye mask, Hand Sanitizer, Corporate gifts, room slippers and
many more. These provided products are highly acknowledged for their
quality, consistency and reasonable prices. Along with this, to eradicate all
the defects present in the collection, these are well examined on diverse
standards before delievery. Our organization believes in teamwork, it helps
us to keep our professionals updated with latest market development and
advancement. Working in close association with each other, these help us in
understanding the varying needs and demands of our customers and
ultimately providing them. Along with this, their reliable endeavors in
finishing all the orders within the approved time have taken our firm towards
newer heights of gratefulness and accomplishment. Beneath the proficient
management and innovative supervision of our mentor "Mr. Vikrant Gupta
(Director)", we have been qualified to retain for ourselves a principal repute
in the market. His rich industry expertise and information has aided us in
completing an enormous customer base all over the country.
Company Factsheet

Basic Information

Nature of Business Manufacturer

 Exporter

Additional Business  Wholesaler

 Trader

Company CEO Vikrant Gupta

Registered Address S-51, Phase 1, Badli Industrial Area, New Delhi- 110085, Delhi, I
Total Number of Employees 11 to 25 People
Year of Establishment 2017
Legal Status of Firm Private Limited Company
Annual Turnover Rs. 1 - 2 Crore

Trade & Market

 Export Percentage 20-40%

Statutory Profile

Banker ICICI BANK LIMITED

GST No. 07AAECJ0750B1Z4

CIN No. U93090DL2017PTC323626

Packaging/Payment and Shipment Details

 Cash

Payment Mode  DD

 Cheque

 Credit Card

 Online

Shipment Mode  By Road

 By Air

 By Cargo

 By Sea

About The Company

THE JSR STORY Our story begins in 2016, when we started a firm name
“Being Trendy". Back then we started with supplies of travel kits to tour and
travel companies with a small office in Delhi.Focusing on our work , in year
2017 we entered into Hotel amenities and started our own manufacturing
unit of hotel Toiletries and set up new company name “ JSR amenities
private limited “With our hard work and dedication we get privileged to
serve thousands of small and big companies which includes ola cabs, pvr
cinemas, ITC hotels,Raddision blue hotels, spice jet airlines, Haldiram's, fab
hotels, crown plaza hotel, select city walk, orange tour and travels, red bus,
paytm, chrome data analytics, o3 plus, Oyo hotels any many more.In 2018
we csme in collaboration with a Chinese company name “Guangzhou inven
supply chain company” and a Chinese Cosmetics company name “Charmee”
to expend our business globally.In 2018, we open our branch office in Dada
Baiyun District, Guangzhou, China.& head office in Rohini, New Delhi,
India
We are one of the fastest growing company in industry.

FOLKLORE
Jsr amenities is name after the abbreviation of god name “ Jai shree ram"

Why Us?
We are a famous and dependable firm that is actively committed to offering
premium quality range of products in safe packaging material within the
minimum time period and at genuine rates.

Few of the essential factors that help us to become the prime choice of the
patrons are listed below:
 State-of-the-art infrastructural base
 Qualitative products
 Dexterous team of professionals
 Client-centric approach
 Positive records
 Excellent transport & logistic facility
 Economical price range
 Prompt delivery

Team
"take all my money, destroy my business, destroy my company, just give me
my workman to me, ill build twice big empire" this golden words by Henry
ford inspired us to keep faith in our menpower.
Our team consist of professional people who have experties in their concern
department, our team not only sell products but make relations with our
costumer and stand with them whenever needed.

Vision
Our vision is to completely transform our amenities business to the
biodegradable amenities business by the end of 2019 and to make
biodegradable amenities more affordable.

Infrastructure
We are supported by a wide and ultramodern infrastructural base that assists
us to manufacture the finest quality range of products in tune with clients’
varied choices. This unit is segregated into sub-divisions that include admin,
R&D, production, sales, procurement, quality testing, packaging, etc.
Handled by our knowledgeable and devoted employees, all the divisions are
well resourced with essential devicesand machinery.

Excellence
The company was started by Director Mr. Vikrant Gupta, A Law graduate
and his uncle Mr. Anil Garg who is senior businessmen.The combination of
young blood and a experience businessman helps the company to archive
multiple goals in very short time.In year 2019, because of health issues Mr.
Anil Garg took resignation from post of Director.From 2019 onwards, Mr.
Vikrant Gupta is the managing Director of company and he is responsible
for the overall working of the Company and is instrumental in making
strategic decisions for the Company.

Mission
Our mission is to free hospitality industry from plastic waste and to
contributing in making hospitality industry a “green industry”

Manufacturing Unit
We have equipped with one of the advance and fully automatic wet wipes
making machines. being the technically most advance machine our machines
are totally human touch free and can produce upto 200,000 pcs of single wet
wipes per day.we have best sanitize plant for the production.

Products are:
JSR Amenities engaged in manufacturing, trading, wholesaling of Wet Wipes, Hotel
amenities, Eye Mask, Room Slipper, Corporate Gifts and other Hospitality items.
17 Hand Sanitizer Alcoholic 5L 900.00
18 Hand Sanitizer Non-Alcoholic 5L 1,100.00
19 BATH SOAPS
20 Charcoal Soap 25G 7.50
21 Charcoal Soap 75G 22.00
22 The Goat Milk Soap (Premium Quality white soap) 25G 7.00
23 Glycerin Soap 15G 2.70
24 Glycerin Soap 20G 3.60
25 Glycerin Soap 25G 4.50
26 Glycerin Soap (also available customize size) -
27 White soap 15G 2.00
28 White soap 20G 2.90
29 White soap 25G 3.65
30 White soap (also available customize size) -
31 DENTAL KIT
32 Biodegradable Wheatstraw Dental Kit (PREMIUM Dental kit) 14.00
33 Dental Kit Jsr 6.50
34 Dental Kit Anchor (Anchor Toothpaste with Anchor Brush) 8.50
35 Dental Kit Anchor (Anchor Toothpaste with Jsr T3 Brush) 8.50
36 Dental Kit Anchor (Anchor Toothpaste with Jsr T2 Brush) 8.00
37 Dental Kit Anchor (Anchor Toothpaste with White Disposable brush) 7.70
38 Dental Kit Colgate (Colgate Toothpaste with Anchor Brush) 9.50
39 Dental Kit Colgate (Colgate Toothpaste with Jsr T3 Brush) 9.50
40 Dental Kit Colgate (Colgate Toothpaste with Jsr T2 Brush) 9.00
41 Dental Kit Colgate (Colgate Toothpaste with White Disposable brush) 8.70
42 Dental Kit Meswak (Dabor Meswak Tothpaste with Jsr T3 Brush) 9.00
43 SHAVING KIT
44 Shaving Kit Gillette (Gillette Shaving Razor with Gel) 20.00
45 Shaving Kit Gillette (Jsr Presto Razor with Gillette Gel) 14.00
46 Shaving Kit Supermax (Supermax Razor with Gel) 11.50
47 Shaving Kit Supermax (Jsr Presto Razor with supermax Gel) 12.50
48 SHOE SHINER
49 Eco Leaf Box Shoe Shiner 3.00
50 Plastic Box shoe shiner (White Regular) 5.00
51 Plastic Box shoe shiner (White Premium) 8.00
52 Plastic Box shoe shiner (Black Premium) 10.00
53 Shoe Shining Wet Wipes 2.00
54 Shoe Cleaner (Non Woven) 0.70
55 SLIPPERS
56 Non Woven Close Toe Slippers 12.00
57 Terry Towel Open Toe Slippers 3.5mm 14.00
58 Terry Towel Open Toe Slippers 5mm 16.00
59 Terry Towel Close Toe Slippers 3.5mm Premium 16.50
60 Terry Towel Close Toe Slippers 5mm 18.00
61 Terry Towel Close Toe Slippers 5mm High Quality 19.00
62 Terry Towel Close Toe Slippers 5mm Premium 22.00
63 SHOWER CAP
64 Eco Leaf Box Shower Cap 3.00
 65 Shower Cap without pack 2.00
66 Buffen Cap 0.90
67 SEWING KIT
68 Sewing Kit Regular 2.25
69 Sewing Kit (Plastic kit) 3.00
70 Sewing Kit with 6 thread 3.50
71 Biodegradable Sewing kit 15.00
72 EXTRA AMENITIES
73 Plastic comb with Handle 7" 2.80
74 Anchor Toothbrush 3.20
75 White Disposable Toothbrush 1.90
76 Jsr T2 Toothbrush yellow 2.50
77 Jsr T3 Crystal Toothbrush red shaded 3.15
78 Biodegradable Wheatstraw toothbrush Blue/ natural Color 8.00
79 Anchor ToothPaste 10G 3.50
80 Meswak Toothpaste 10G 3.90
81 Colgate Toothpaste 13G 4.15
82 Gillette Shaving Razor 11.50
83 Supermax Shaving Razor 4.50
84 Jsr Presto Shaving Razor 5.50
85 Gillette Shaving Gel 5.90
86 Supermax Shaving Gel 4.25
87 Wet Wipes 1.90
88 Sleeping Eye Mask (many Design and Quality Available) 15-65
89 Ear Plugs (Non Brand/Bilsom/3M ) 5.0/6.0/8.0
90 Loofa 9.00
91 EcoLeaf Box Vanity Kit 3.00
92 EcoLeaf Box Shower Cap 3.00
93 EcoLeaf Box Shoe Sponge 3.00
94 Medi Kit (Kit Contain :- Band-Aid, Ear Buds, Nail Foiler) 3.00
95 Glass Coaster Round
96 Glass wrapper / Glass Cover
97 WC Band / Sanitary Band
98 Paper Bag / Pouch 3.5-10
99 Urinal Pad 30.00
100 Soap Dispenser Single 185.00
101 Soap Dispenser Dual 285.00
102 Toilet Roll Premium quality 30G/50G/100G 8.5/11/17
103 BAGS
104 Garbage bag 11" x 24" 180 / kg
105 Sanitary Bag 2.00
106 Laundry Bag 17x21’ Non Woven 9.50
107 Amenity kit bag 20-50
108 BIODEGRADABLE ITEMS
109 Biodegradable Wheatstraw Coffee Mug 45.00
110 Wooden Comb 40-66
111 Bamboo Toothbrush 45.00
112 Wheat Straw 100% Biodegradable Toothbrush with Charcoal 30.00
 Bristles
113 Bamboo Straw 10.00
114 Birchwood Spoon and Fork 140mm / 160mm 0.95 / 1.15

Terms & Conditions

E.& O. E.
1. Goods once sold will not be taken back.
2. All payment must be clear before dispatch of goods.
3. Interest @18% p.a.will be charged if,
payment is not made within the stipulated
time. 4.Subject to 'Delhi' Jurisdiction only.
5. Quotation Valid for three month only

Best Regards
JSR Amenities Pvt. Ltd. New Delhi

Chapter 1: Introduction to Sales Management

Introduction
Sales Management is the process of developing a sales force, coordinating sales
operations, and implementing sales techniques that allow a business to consistently hit
and even surpass, its sales targets.

If your business brings in any revenue at all, a sales management strategy is an absolute
must. When it comes to boosting sales performance for any size of operations, no matter
the industry, the secret to success is always precise sales management processes.

Besides helping your company reach it sales objectives, the sales management process
allows you to say in tune with your industry as it grows, and can be the difference
between surviving and flourishing in an increasingly competitive marketplace.

Whether you’re an experienced or new sales manager, you should be able to evaluate and
gain visibility into your current sales force with the following guide to sales management.

Once you have a clear picture of what processes to monitor and how to keep track of
them, you’ll be equipped to pinpoint issues early on, coach people before it’s too late, and
have a better overview of the tasks the team should be doing to increase its sales.

If you’re a sales rep who happened to stumble upon this guide out of curiosity, you’re
already winning.
This guide will give you an understanding how your company's sales process is managed,
allowing you to become more in sync with your team, create a better relationship with
your manager, and achieve better sales results yourself.

Overall, sales management will help businesses and their workers better understand
results, predict future performance, and develop a sense of control by covering the
following three aspects.

What is Sales Management?

Sales Management is the coordination of people and resources to effectively produce the
desired goal. These long terms can be wide ranging, however they are generally increased
sales volume, contribution to profits, and continuous growth. To achieve these objectives,
sales managers have vast responsibilities including, but not limited to : demand/sales
forecasting, establishing quotas/objectives, budgeting, organization, recruitment, training,
compensation, and sales performance evaluation. In the end of the day, however, the
most important role of sales management is not to manage sales, but to manage the
people who make the sales.

Marketing Sales Management

Marketing, sales management and marketing management are closely related to each
other. Generally marketing denotes the process through which the goods/services are
transferred to customers for monetary consideration. It is the performance of business
activities that directs the flow of goods from the producer to the consumer and so it is
viewed from the customers point of view. Every attempt is made under marketing to
provide maximum satisfaction to customers. It starts with the needs of the consumers and
ends with their satisfaction.
On the other hand, the term “sales management” is used by businessman to refer to the
direction or supervision of salesmen. But in the present business scenario, it has included
other aspects of management also, such as planning, direction, control of personnel
selling, including recruiting, selecting, equipping, supervising, paying and motivating,
etc., for they directly apply to sales force.
Marketing management is a broader concept and sales management is a part of marketing
management. Whereas marketing is concerned with the product, price, promotion,
distribution, target market, planning and implementation and control of these activities,
the sales management is only a sub-function of marketing management and is mainly
concerned with the planning, direction and control of the sales force.
Sales force are found in both profit and non-profit making organisations. Everyone lives
by selling something. Selling is one of the oldest professions. Today’s selling executives
are professionals. They plan, build and maintain effective organisations and design and
utilize efficient control procedures. This requires a thorough analysis of quantitative and
qualitative personal selling objectives, formulation of sales policies and selling strategy.

Top management holds them responsible for:

 1. Achieving an adequate volume of sales.
2. Providing maximum contribution to profit.
3. Experiencing continuing growth.

Although these objectives are included under sales management, sales managers cannot
be held solely responsible for accomplishing or achieving them. Although they make
major contributions, the top management bears the final responsibility because it is
accountable for the success or failure of the entire enterprise. In fact it is the
responsibility of top management to ensure the supply of goods/services to the final
buyers at satisfactory prices.
The above mentioned objectives are accomplished after following a pre decided sales
strategy. The top management delegates the required authority to marketing management
to execute these strategies, which in turn delegates it to sales management. During this
process the objectives are broken down in goals which are more specific in nature. These
goals are finalized while planning and then sales manager is given sufficient power and
autonomy in guiding and leading
the sales personnel and middlemen who play a vital role in implementing the sales plans.
As far as the contribution to profits is concerned, generally these two basic formulas are
followed:
Sales – Cost of Sales = Gross margin
Gross Margin – Expense = Net Profit
Sales management ensures the success of this formula. Reduction in cost or expense and
increase in sales or gross margin, both depend upon how efficient the sales department is.
Unless its performance is satisfactory on grounds of efficiency and skills, the company
cannot maximise its profits.
The third objective is experiencing continuing growth. This is very important from the
viewpoint of top management because it formulates plans and strategies. As the sales
management remains directly connected with consumers and markets, it keeps a hand on
the market pulse. It can experience the pace of growth and informs the top management,
so that top management can take corrective actions if necessary.

Objective of Sales Management

Quantitative Objectives (Short-term)
1. To retain and capture market share.
2. To determine sales volume in ways that contributes to profitability.
3. To obtain new accounts of given types.
4. To keep personal expenses within specified limits.
5. To secure targeted percentage of certain accounts of business.
Qualitative Objectives (Long-term)
1. To do the entire selling job.
2. To service existing accounts, (customers).
3. To search and maintain customer cooperation.
4. To assist the dealer in selling the product line.
5. To provide technical advice wherever necessary.
 6. To assist in training of middleman’s sales personnel.
7. To provide advice and assist the middlemen.
8. To collect and report market information of interest and use to the company
management.

The Three Key Aspects of Sales Management

There are three “umbrellas” to manage within the sales process:

 Sales Operations
 Sales Strategy
 Sales Analysis
Sales Operations Sales Strategy

Where
great
sales
manager
lives

Sales Analysis
The process will vary from business to business, especially as you work your way
down the line, but operations, strategy and analysis are the three key starting or
focal points.

Sales Operations: Building the Team

This may not be a total shocker, but the sales team is the backbone of the
company; they are the direct connection between the product and the customer.
In other words, they matter – a lot.

All in all, the sales team should feel like they are a part of the company and be
equipped with the resources to progress rather than be viewed as money-making
machines.

When selecting and onboarding new talent, you should take your time to be
thorough in training them and developing their skills, regardless of their
experience.

Why?

Salespeople shouldn’t just become great sellers, but need to be great at

selling your product, and become a representative of your organisation that
customers want to work with.
Once you have a few more hands, the sales team should all be on the same page,
working as individuals within a single, collaborative unit. A more systematic
approach will result in fewer errors and greater achievements for the company as
a whole.

Then this is where the fun really begins:

You can set your team up for success by giving them high yet realistic targets,
which you’ll be able to track to measure future success (you’ll learn more about
this in the “Reporting” section). To do this you would need to:

 Set Targets
 Assign Territories
 Establish Goals and Quotas
But the manager’s job isn’t done there. It’s also their duty to counsel the team
throughout the process, make sure they are still on track, and motivate them when
needed.

Think about what experiences motivated you throughout your career, and use
them to inspire ways to motivate your own team. On the flip side don’t forget to
share your disappointments and failures, how you overcame them, and offer
support during difficult periods.
Sales Strategy: Defining the Sales Process
Once you have a team and know your targets, you might be wondering: How do
you actually carry out the sales?

Every business has a sales cycle, which is a series of tasks that helps a company’s
product reach its users. Therefore, having a sales pipeline, or sales funnel, will
make that easier to maneuver these deals to completion.

What is a sales pipeline?

A sales pipeline is a visual sequence of activities to achieve with each prospect,

from the initial lead to the closing of the deal.

Simply put, a pipeline is a salesperson’s right-hand man, as it helps them stay

organized and take control of their work. After all, there are some things you
cannot control – results.

That’s where managing activities comes into play. If a salesperson can see their
progress, or their activities, they will be motivated to do more work and conquer
more challenges.

“There are some things you cannot control – results. That’s where managing
activities comes into play.”
Sales Analysis: Reporting
Reporting is what allows you to understand how your current efforts affect your
company’s success and gives you insight into what you can do to increase your
efforts whether it’s hiring more salespeople or redistributing tasks.

Successful reporting involves using sales metrics, or quantifiable indicators, that

tell you how each aspect of your sales operations is performing and whether you
are achieving your targets.

With the standard sales funnel, you should be able to measure the following four
metrics:

1. Number of deals in your funnel

2. Average size of a deal in your funnel
3. Close ratio, or average percentage of deals that get won
4. Sales velocity, or average deal lifetime before it is won
Collecting data will allow you to find your ideal customer quicker and, as a result,
serve them faster. A CRM tool, which you’ll learn more about in the section on
technology below, will help you streamline your sales management process.

Who Benefits from Sales Management?

Sales management in practice positively affects everyone involved in the sales
cycle.

The more mature your sales process is, the more the manager adapts and improves
it over time, the more likely your team will achieve top performance.

In the same way that we've outlined the three aspects of sales management, there
are three key stakeholders involved with the sales management process: the sales
manager, salesperson, and customer.

Sales Manager
A sales manager is someone who directs an organization’s sales team, oversees its
processes, and is typically in charge of talent development and leadership.

Clarity and scope is essential to sale managements, as they typically need to

oversees planning and execution of company wide targets. Having an effective
management process will allow them to drive their company forward. They’ll
have a clearer vision of where they stand amongst their competition and know
how to stay ahead of the competition.

Salesperson
A salesperson represents their company and is in direct contact with potential
customers whether in person or over the phone or solely online.
 Sales is tough; to succeed you need to be able to engage your current base while
also expanding your reach. Like the sales manager, scope and clarity via effective
sales management boosts confidence and will give the salesperson better visibility
of their work.

Customer
The customer will inevitably have a better experience and be more inclined to
benefit from your company and purchase your product or services with an
effective sales management process. They may even spread the word.

With all of these parts working well together, a company can set themselves up
for success, especially against their competitors.

Use Technology Tools to Manage Customer Relationships (CRM)

To provide a clear view of your sales management process, you need a well-
managed sales funnel.

A sales funnel provides a clear view of the opportunities available to a sales team,
accurately showing the revenue the team is going to make in the months ahead.

While some people initially opt for excel spreadsheets and sticky notes, any
documentation is a great start, a CRM, or customer relationship management, tool
will allow you to get an overview of your current assets and pinpoint key
determinants of your company’s future success.

Incorporating technology in your sales strategy will ensure you maximize profits
and ensure that no deal falls through the cracks.

Cloud-based CRMs in particular are great for helping your team increase its
collaboration. There are tons of popular CRMs out there, but choosing a CRM is
challenging.

Because there are so many options, before purchasing any CRM tool you would
need to answer the following questions to make the most suitable choice for your
unique team:

 Is it easy to learn and use?

 How can I customize it to fit my needs?
 Are there cross-platform integrations?
 Will it notify me when I need to take action?
 Does it offer accurate sales reporting?
 Is it mobile friendly? Can I access it from anywhere?

Different Structures for Sales Management

The organizational structure for sales management varies depending on the firm’s size
and strategy. In field sales management, the structure consists of the unit manager,
district manager, regional manager, general manager and vice president of sales. The unit
manager is often referred to as the manager-in-training with interaction taking place at
the customer level. Key responsibilities for the unit manager include training new
salespeople, recruiting, selling to small accounts, and running district meetings. District
managers, a step up from unit managers, have five to ten years of management
experience and generally manage eight to ten salespeople. District managers typically
report to the regional manager, who is responsible for managing multiple districts in a
given geographic area. The general manager is sometimes referred to as the vice
president of sales and marketing. This position is traditionally at the top of the sales
organizational chart, with the VP of Marketing and
Sales driving the sales strategy of the firm.
There are distinct differences in bottom-and top-level managers. The main difference is
the amount of time they spend on each of their tasks. Lower-level managers spend the
majority of their time on staffing, directing and monitoring salespeople. Top-level
managers generally focus on planning, organizing and coordinating their sales strategy
with overall corporate objectives. They also forecast sales, set objectives, develop
strategies and policies, and establish budgets.
Sales management jobs are found in both consumer and commercial industries, in
positions ranging from district manager, to vice president of marketing and sales, to top
sales management of the firm. Competition for sales management jobs can be intense.
Sales managers typically start out as salespeople, working their way to the top with
strong leadership and organizational abilities. The progression of salespeople into
management positions is gradual, with representatives moving into more executive
positions by taking on more responsibility with larger, national accounts. It is likely that a
sales representative will spend a portion of their career as a district or regional sales
trainer before moving into a senior sales management role.
The progression of salespeople into management positions varies based on the size and
organizational structure of the organization.

Interdependence of Sales and Distribution

Sales and distribution are interdependent on each other. Although sales can be realised by
direct marketing or through the channel members, both go hand in hand. The following
points must be understood:

1. Both sales management and distribution are the responsibility of the sales
manager. Most organisations use their own sales force to reach the customers. The
practice is to use the sales force to reach the retailers through wholesalers. Brooke
Bond is one company which reaches up to retail level. Activities of sales
organisations are coordinated with channel operations to realise sales goals
effectively.

2. The type of training to be given will depend upon the responsibility given to the
sales force and to channel members.
 3. The choice before an organisation to have direct, indirect or joint distribution
depends upon the degree of control, flexibility and cost and financial
requirements.
For example,in indirect distribution, there is less of control but it is more
economical. In this sort of distribution lesser funds are tied up and there is low
fixed and variable cost of managing the channel. On the other hand in personal
selling, there is better control but it is more expensive.

4. To implement the overall marketing strategy, the manufacturers need the

cooperation of distribution outlets, store displays, local advertising and purchase
promotions.

Sales management has the responsibility of structuring, maintaining and coordinating an

organisational relationship within their own departments and with interacting
organizational entities so that sales task can be performed and coordinated with the
overall marketing goals. Sales managers are entrusted with organising, planning and
implementing the sales effort to achieve the corporate goals related to market share, sales
volume and R.O.I.

Key Decision Areas in Sales Management

Important decision areas in sales management are deciding upon:

1. The type and quality of sales personnel: By this we mean that whether the
sales person is a product specialist or a market specialist or both. A product
specialist is needed for technical or for pharmaceutical products. A market
specialist must be aware of market characteristics and various markets.
2. The size of sales force: It is important because if we have more sales
personnel, then we are incurring more expenditure. Therefore, the number of sales
person should be optimal. To find the optimal size there are three methods:
(a) Work Load Method
(b) Incremental Method
(c) Sales Potential Method.
3. The organisation and design of sales department: There are three types of
organisations:
(a) Functional Organisation
(b) Management Organisation
(c) Territorial Organisation.
Which type of organisation to follow will depend on our choice.
4. The territory design: There are a number of ways to design a territory.
(a) Clover Leaf design of territory: Here the territory is designed in the form of
a clover leaf.
(b) Hop Scotch Method: Here the territory is designed in the form of spokes
which radiate form the hub (residence).
5. The recruitment and training procedure: This deals with recruitment and
training of the people. The recruitment could be within or outside the
 organisation. Similarly, training could be on the job training, off the job training
and classroom training.
6. The task allocation: Tasks are allocated depending upon the capabilities and
capacities of the sales personnel.
7. The compensation of sales force: Compensation includes salary benefits,
profits and perks. Demographic characteristics are taken into account for this.
Then there are fringe benefits also.
8. The performance appraisal and control system: It is important to know how
much work is being done by the sales personnel. To facilitate this, appraisal
systems are devised.
9. The feedback mechanism to be adopted: Feedback is taken from sales
personnel, dealers and consumers about product and sales. On the basis of this
feedback, planning is done.
10. Managing channel relationship: We not only decide on selection of
channels but also decide how it is going to be managed.
11. Coordinating with other marketing departments: A sales personnel can’t
work alone. He has to take help from all the other departments.

Sales Management Cycle

A sales manager looks after and manages a firm’s personal selling functions. Sales
management deals with analysis, planning, organising, direction and control of the
company’s selling activities.
This constitutes a cycle shown below.
 Analysis

Control Organisation Planning

Direction

Analysis
This involves probing into the sales records of the company, analysing the reports of
sales people, investigation of marketing trends and other environmental factors.

Planning
It involves setting objectives of the firm’s sales efforts, formulation of sales strategies and
policies in order to achieve those objectives.

Organisation
It involves determination of the structure of the sales force and delegation of authority
which is supposed to be necessary to achieve the organisation’s objectives.

Direction
It involves proper supervision and implementation of the plans with the help of proper
communication, motivation and leadership.

Control
It involves comparison of the actual with the desired results, finding out reasons for
deviation and taking corrective actions accordingly.

Responsibilities of a Sales Manager

Sales management involves a number of responsibilities. It is the income producing
division of a business. The sales manager is responsible for:

1. Providing profit contribution

2. Creating a proper image for the company and it’s products/services
3. Achieving the sales targets of the organisation
4. Satisfying the customers and participating in marketing activities
 5. He is responsible to the customer and society for continuing growth of the
organisation.
He has multifarious activities, including setting goals and achieving them, building sales
organisations and managing them.
These multifarious activities can be listed exhaustively as below:
1. Identification of sales strategy.
2. Defining the personal selling objectives of the firm.
3. Formulating the sales policies.
4. Deciding the type of the sales force.
5. Deciding the size of the sales force.
6. Designing the sales territories for effective coverage of the area.
7. Developing a sales organisation.
8. Fixing sales quotas and targets.
9. Creating the sales force – i.e., recruitment, selection and orientation of the sales
force
10. Managing the sales force:
(a) Compensation
(b) Motivation
(c) Supervision
(d) Monitoring and performance evaluation
(e) Training
(f) Development
11. Sales budgeting and reporting.
12. Organising sales displays.
13. Coordination and Control:
(a) Coordinating external and internal activities
(b) Coordinating with distribution network
(c) Coordinating and implementing overall marketing strategy.
Chapter 2: Introduction of Cold Calling

Introduction

Cold calling is how you see it

Since selling became a recognised profession a couple of generations ago, countless sales
training organizations, sales gurus, writers, theorists, and sales people of all sorts, have
attempted to create effective cold calling techniques and scripts. There is no magic script,
and while there are many helpful frameworks and methodologies there is no single magic
answer.

Successful cold calling - including the effectiveness of methods and techniques -

essentially relies on your own attitude towards cold calling.

Viewed negatively or passively, cold calling is merely a numbers game, where the sales
person's calling (sometimes called 'canvassing' in this situation) is no different to a junk-
mail leaflet. Somebody might respond - maybe one in twenty, maybe one in a hundred.

This is the way that unsuccessful sales people see cold calling. No wonder for them that
cold calling is a painful grind. Depressing, embarrassing, draining, exhausting, just
horrible.

On the other hand...

Viewed positively and creatively , cold-calling is empowering and potent.

Cold calling actually enables the sales person to:

 Supersede existing suppliers

 Pre-empt the competition
 Identify and create huge new business possibilities
 Become indispensable as someone who can make things happen and create new
business
 Build (your) personal reputation beyond job title and grade
 Establish relationships and a respect (for you) beyond normal sales
responsibilities
 Be an entrepreneur
So, do you want to be the human equivalent of junk-mail, or do you want to achieve
entrepreneurial reputation and success that will take you anywhere you want to go?
Like so many other aspects of business, management, and especially selling, cold-calling
is how you see it, and whatever you want to make it.

What is Cold Calling?

Cold calling is traditionally an early stage in the selling process. Cold calling typically
refers to the first telephone call made to a prospective customer. More unusually these
days, cold calling can also refer to calling face-to-face for the first time without an
appointment at commercial premises or households. Cold calling is also known as
canvassing, telephone canvassing, prospecting, telephone prospecting, and more
traditionally in the case of consumer door-to-door selling as 'door-knocking'.

Cold calling is an important stage and technique in the selling process. Cold calling
abilities are also useful in many aspects of business and work communications outside of
sales activities and the selling function.

Good cold calling - performed properly and not as merely an indiscriminate 'numbers
game' - is a fundamental and highly transferable capability, whose basic principles are
found in the behaviours and techniques of all great entrepreneurs and leaders.

In essence cold calling is the art of approaching someone, professionally, openly and
meaningfully, with a sensible proposition.

All great entrepreneurs and leaders possess this ability or they would not have become
successful.

Cold calling therefore enables success, chiefly because cold calling is strongly focused on
initiative and action.

The Potential of Cold-Calling

It's worth making a big effort to see cold calling in a different way because it is both a
key to personal success and to business success.

Why does cold calling hold so much potential?

Cold calling uniquely:

1. Positions you in a crucial pivotal role - you are an interpreter, translator, controller
2. Is the key to new fresh opportunities - business and anything else
3. More generally the cold calling capability empowers you to define and determine and
take control of your own future

Cold calling by its nature opens business opportunities that are new, fresh, 'shape-able',
free of baggage and history, and not weighed down by unhelpful patterns and
expectations, etc.
Also, cold calling situations can largely be of your own making.

You are in charge. You own it. You can define each situation as you want - even if
apparently you are quite constrained.

Believe it - people who are successful at cold calling can very quickly become extremely
independent and powerful.

Your cold calling activities can create effectively a new 'virtual' business for yourself,
within the organization or project, as if it were your own. This especially applies in B2B
(business-to-business), where business opportunities are unlimited.

This is because cold calling is the life blood of all business - and any organized activity.
Without it nothing happens. Even in largely automated businesses the automated systems
would not have first come into being without someone doing the necessary cold calling.
And nothing would develop or improve without someone being able to use basic cold
calling skills to instigate the changes.

Cold calling dictates what happens, to whom, when, how - and even if cold calling is
positioned and managed as a lowly activity, as is often the case, two things are certain:

 Cold calling alone can create and be a business in its own right - because cold
calling is effectively the ability to make things happen - whereas every other
business activity needs cold calling to start up and survive
 Therefore, successful cold callers can go anywhere and do anything - they are
entirely self-sufficient and ultimately are not dependent on anyone or anything.
The philosophy applies in consumer businesses (B2C) too, where even if you are forced
to work to a script or a strict list of prospects, you still have the opportunity to develop
your own strategic ideas and style, which when successful can (if the organization has
any sense) be extended into initiatives and campaigns for others to follow - placing you
in a key role as a 'champion' or trainer or project leader. If the organization has no sense
(some don't) then the successful cold caller can simply leave and start up by themselves,
or step up to a bigger job with another employer.

Successful cold callers are always in demand. They can always make things happen - for
themselves and for other people.

Contrast these opportunities and outcomes with those offered by existing or established
business relationships, or where the selling process has already begun. In these more
mature situations the scene has already been set, along with expectations on both sides.
The project has a shape, a life of its own, along with the distractions found when supplier
and customer are already engaged. The project managers or senior consultants who have
to pick things up at this stage have very little of the freedom and flexibility enjoyed by
the cold calling sales person.
As a cold calling specialist you will always have the greatest potential - because you are
working with fresh open situations - making things happen. Making something from
nothing. It's difficult to put any limited value on such abilities.

Significantly, cold calling situations are the natural preference of all entrepreneurs. Cold
calling situations are the natural hunting (or farming) ground of all entrepreneurs.

This is another way to look at cold calling: it is the favoured approach of all
entrepreneurs - and the reason most entrepreneurs choose to start up their own businesses
- they recognise that the best opportunities are new ones.

Cold calling welcomes and makes the most of a blank sheet. Pastures new. No limits.

Seeing cold calling in these terms is 90% of the personal battle to be successful at cold
calling.

To enable cold-calling to be this liberating - especially within an employed role - you

have to make it so. You have to want to put your own personal stamp on things. To be
creative, adventurous - to see beyond the script - beyond the conventional "we've always
done it that way...".

Cold calling is an invitation to adopt the mind-set and ambition of an entrepreneur - to

see cold calling as the key to opportunities and personal achievement, to independence
and choice.

With the right positive attitude to cold calling then rejections cease to be problems.
Resistance ceases to be insurmountable. All obstacles become instead welcome steps
towards success and achievement. The challenges are now the essential experience
towards inevitable success.

Controlling, Strategic, Empowering

The sales person's role between supplier and customer is the most significant and pivotal
at the cold calling stage.

The sales person's influence in leveraging something from nothing is at its highest point.

Cold calling determines fundamentally whether something happens or not.

Cold calling can also then decide the nature of the proposition, the fit between supplier
and customer, the way the relationship is defined and can develop - all these and more
can be defined by the sales person at the cold calling stage.

When we examine cold calling more deeply we understand why.

More than all the stages in the selling process, the cold call enables the sales person to
interpret, to define and to command the situation - just like the conductor of an orchestra.
The sales person at cold calling stage determines the interpretation, direction and
cooperation between customer and supplier.

This - rather than merely delivering a script to a list of contacts - is the sales person's role
and opportunity at the cold call stage.

See and understand the fundamental significance of the '1st Law of Cybernetics' - it
relates strongly to cold calling. The 1st Law of Cybernetics states that "The unit within
the system with the most behavioural responses available to it controls the system".

Think of the system as the supplier, the potential customer, and the market-place,
including the competitors and all influencing market factors.

Ask yourself, of all the people involved in the customer and supplier organizations, who
is best positioned to view and respond to the overall system? Not the CEO's, not the
managers, not the technical project managers. The person best positioned to see and adapt
to the whole system is the cold caller. Only that person has the breadth and depth of view
back inside their own organization, and also outwardly into the prospective customer
organization. The cold caller is the single pivot - the main connector, interpreter and
translator - between supplier, prospective customer and all the other market forces.
(Sharon Drew Morgen's excellent Buying Facilitation methodology exploits this very
principle, i.e., the sales person has the crucial overview.)

Having this view of the overall system, combined with the fresh open nature of cold
calling situations, is what makes cold calling so commanding and powerful.

Merely understanding this helps immensely to adopt an empowered and strategic

approach to cold calling.

Difficulty

Cold calling is traditionally the most challenging part of the selling process.

Moreover, for most sales people cold calling is becoming increasingly

difficult - because the prospective customer's time is increasingly
pressurised and therefore increasingly protected, and so cold calling sales
people are increasingly resisted.

Prospects and decision-makers are increasingly difficult to reach, on their

guard, and very sensitive and resistant to obvious 'sales techniques'.

Consequently the sales person feels extra pressures, not helped by scripted
or contrived language, or an over-zealous sales management or system,
which understandably creates a feeling in the prospect of being pushed or
manipulated. In these circumstances any hope of forming vital trust is of
course lost at this point, and recovery is virtually impossible.

However, sales people who adopt a positive and skilful approach to cold
calling generally find that cold calling becomes easier.

This is because cold calling itself is influenced hugely by market forces, i.e.,
all the other cold calling sales people attempting to do it.

The more difficult cold calling is for the majority, then the easier it
becomes for the successful minority.

If the cold calling challenge were easy, then it would be easy for everyone,
and therefore very difficult to achieve differentiation or advantage, to stand
out, to be noticed and respected and valued - to succeed.

Your aim is to be one of the successful minority.

Then you will be thankful for obstacles and challenges because they'll block
the competition, leaving you free to focus on the business opportunities and
adopting a solid strategic approach towards achieving the best outcomes.