SALES MANAGEMENT

10TH
SEPTEMBER 2024
KATALIN SARKADI, MBA, Professor of Pracice
About Me
◦ Katalin Sarkadi, linguist (English major, JPTE), economist (BGE), MBA
(Durham University) , Professor of Practice

◦ 20+ years of multinational background, director and senior marketing

manager positions, national and regional CEE
◦ Different sectors: FMCG, telecommunication, non-profit, advertising
◦ https://www.linkedin.com/in/katalin-sarkadi-mba-516a5145/
INTRODUCTION

◦ Coospace course description and Syllabus

◦ NEW COOSPACE! For ERASMUS students EMAIL is necessary to enter
(turn to student office!)
◦ https://cs5.uni-bge.hu/Scenes/302674
Course Requirements
Course Requirements
Topics of the Course
◦ Introduction to Sales Management, basics and definitions, its place in corporate
management
◦ Sales Strategy
◦ Participants of sales system
◦ Marketing and sales strategy in different stages of the retail life cycle
◦ Sales Process – planning and evaluating the steps of the sales process
◦ Sales Approach
◦ Structure and functions of Sales Force Organization, Outsourcing Analysis
◦ Planning of Sales, Forecast Analysis, Methods of Short and Long-term forecasting
Topics of the Course
◦ Sales Representative Performance – Quota system, objective and subjective methods of
evaluation
◦ HR aspects of Sales Management I. Recruitment and Selection
◦ HR aspects of Sales Management II. Performance evaluation and motivation
◦ Employer brand – Corporate Brand and their effects on sales
◦ Factors influencing customer decision
◦ Negotiation Techniques in Sales
◦ Online vs Offline Sales
◦ Omnichannel vs Multichannel
◦ Buyer Persona
◦ Ethical issues in sales management
Readings
Learning support

◦Handbook to the Lecture:

◦Katalin Sarkadi: Sales Management
◦Uploaded to Cospace5
Content of Book – Sales Management
Introduction to Sales Management, basics and definitions, its
place in corporate management
◦ What is sales management?
◦ Sales management can be described as the process of
◦ planning,
◦ recruiting,
◦ training,
◦ organizing and
◦ supervising a company’s sales force. The key points making a difference between selling
and sales management are derived exactly from the management features, namely
planning, organizing and supervising.
Selling
◦ It entails a direct relationship between the salesman and the customer, in a
personal selling process. It contains many principles, techniques and personal skills
and different types of selling tasks.
◦ The importance of selling in a company’s life predominantly comes from the
following factors:
◦ Salespeople are the ones who have direct connection with the customers.
◦ They act and are perceived as the ‘face’ or ‘lengthened hand’ of the company.
◦ They have a direct and active part in the revenue generation process.
◦ As such they are often called the engines of the company (whereas marketing is the catalyst,
but it depends a lot on the scope and orientation of the company and its organizational set-up).
◦
Direct Selling

https://www.researchgate.net/figure/The-value-chain-in-the-traditional-system-vs-
direct-selling_fig2_350413626
B2B markets
◦ B2B markets assume a Business to (2) Business context, large buying
quantities and purchasing value, and a definite set of providers and buyers, as
well as a high concentration of the market. The target customers can be
corporate companies, but also institutions (B2I) and governments (B2G).
◦ Large or smaller corporations in general have a strong buying power and
position, the purchasing process is highly centralized and managed by the
purchasing department locally, regionally or even globally, depending on the
coverage and the size of the company itself. Very often, there are global or
regional deals for IT services, agency deals, raw materials purchasing,
and purchasing depends on the product or service, and technical experts
from both the buyer and seller’s side are involved.
B2B - Governments

◦ Governmental purchasing is highly centralized and controlled by legislation, so

these processes are rather long and bureaucratic, and sometimes it is difficult
to meet the requirements of the purchaser.
B2B markets - Institutions

◦ Institutions are typically non-governmental organizations (NGOs), or other

non-profit organizations. As these organizations are funded by the public or
institutional funds (like EU funds), the process is also bureaucratic and there
is strong competition among applicants, because the NGO sector itself is not
well-financed and the available budgets are low.
B2C markets – Business to Customer/Consumer
◦ B2C markets are characterized by a
◦ high number of customers or consumers,
◦ standardised products,
◦ and the value of the products are relatively low
◦ The buyers are not concentrated but spread geographically,
◦ the process is driven by advertising, distribution and promotion,
◦ and the purchasing itself is a simple process.
◦ The primary aim is to create short-term value efficiently.
◦ Brand awareness or brand recognition are key,
◦ consumers are more emotional in their purchasing decisions, impulse purchases can happen.
B2C markets – Classical sales channels
◦ B2C markets are characterized by a
◦ high number of customers or consumers,
◦ standardised products,
◦ and the value of the products are relatively low
◦ The buyers are not concentrated but spread geographically,
◦ the process is driven by advertising, distribution and promotion,
◦ and the purchasing itself is a simple process.
◦ The primary aim is to create short-term value efficiently.
◦ Brand awareness or brand recognition are key,
◦ consumers are more emotional in their purchasing decisions, impulse purchases can happen.
B2C markets – Business to Customer/Consumer
◦ the retail channels - key categories: hyper/supermarkets, discount stores (e.g. Lidl, Aldi,
Penny) cash-and-carries (e.g. Metro), independent stores, specialized stores for a given
product category like cosmetics (e.g. Rossmann, DM), tobacco, home improvement stores
(e.g. OBI), etc;
◦ - online / virtual selling environment;
◦ - a combination of retail and online - brick-and-mortar shops (physical shops)with
online presence (typical omni-channelprocess);
◦ - Horeca (Hotel, Restaurant, Café) channels (products canbe: beer, spirits, food,
snacks, etc.);
◦ - petrol (petrol stations)
◦ Fairs, exhibitions
◦ other
B2C markets – How to reach the consumers
◦ online: ads, social media, blogs, forums;
◦ - print: magazines, newspapers;
◦ - TV;
◦ - POS (Point of Sale) – communication materials placed in the store or at the point
of the actual purchase (therefore POP - point of purchase is also a widely used
abbreviation): leaflets, posters, flyers, shelf-talkers, hangers, wobblers, floor-stickers,
interactive signs and displays (illumination, kinetic, etc.), beer mats, table tents, etc.
◦ Integrated marketing focuses on harmonizing the communication and purchasing
activities at each customer touch-point in any of the information-gaining or
purchasing moments, throughout the customer journey
B2B and B2C customer relationship (software industry example)

https://www.selecthub.com/customer-relationship-management/b2b-vs-b2c-crm/
The Evolution of Selling

https://www.smstudy.com/article/evolution-of-sales-and-marketing-par
The Role of Sales Management

◦ The role of sales management in corporate management

◦ Personal selling is part of promotion - 4Ps, also known as the marketing mix,
also including public relations, sales promotion, publicity and sponsorship. If
we successfully combine the listed elements, we can arrive at the
term: integrated marketing communication.
The 4Ps

◦ Product: product features, quality of the product, product range, packaging.

◦ Price: price levels, discounts, changes in the price, payment and credit terms.
◦ Place– the place, where the actual sales take place, distribution channels,
inventory, and numberof intermediaries.
◦ Promotion: personal selling, direct marketing, advertising, public relations,
sales promotion, publicity and sponsorship.
The Marketing Mix
The Role and Function of Sales Management

◦ Sales management has a strategic role in corporate management from strategic

initiatives to the entire implementation, control and evaluation process.
◦ As sales have a direct impact on revenues, and overall contribution to the
achievement of the company objectives and goals, it has a very important role.
◦ Companies – depending on the sector, the category and the competitive and legal
environment – allocate relevant resources to create appropriate commercial and
sales strategies, develop an appropriate sales force and train, manage, control and
evaluate their activities, under the key guiding principle of effectiveness.
◦
 Nature of Sales Management

https://theinvestorsbook.com/sales-management.html
 Nature of Sales Management
◦ Goal-Oriented: Similar to other management activities, sales management also have a specific purpose and intended for
the achievement of specified goals or objectives.
◦ Continuous Process: The sales manager needs to perform sales management functions regularly, and this process is
never-ending.
◦ Systematic Approach: It is an organized way of handling the sales function of the company where every problem has
a defined and proven solution.
◦ Relationship Selling: The salespeople make efforts to build a strong customer relationship to sell the products or
services effectively.
◦ Marketing Management Integration: Marketing is a broader concept; marketing management includes all the
activities related to sales management.
◦ Different Sales or Job Position: It is the combined efforts of the whole sales team, including salesperson, sales
executive, sales head, sales manager and after-sales service personnel.
◦ Pervasive Function: It is a universally applicable concept which has been adopted and tested by every kind of business
organizations.

https://theinvestorsbook.com/sales-management.htm
 Key Aspects of Sales Management

https://theinvestorsbook.com/sales-management.html
 Sales Operations Process

https://theinvestorsbook.com/sales-management.html
Sales Management Scope

https://theinvestorsbook.com/sales-management.html
Transactional Selling vs Solution Selling

https://ereader.perlego.com/1/book/1504083/35 William L. Cron – Thomas E. DeCarlo: Dalrymple's Sales Management:

Concepts and Cases, John Wiley & Sons, 2008
A Changing Marketplace

https://ereader.perlego.com/1/book/1504083/35 William L. Cron – Thomas E. DeCarlo: Dalrymple's Sales Management:

Concepts and Cases, John Wiley & Sons, 2008
Sales Management Competencies

https://ereader.perlego.com/1/book/1504083/35 William L. Cron – Thomas E. DeCarlo: Dalrymple's Sales Management:

Concepts and Cases, John Wiley & Sons, 2008