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How is sales leadership different from sales management? People who rise to the position of sales manager must understand the difference between leadership and management. Managers who lack certain leadership skills can deteriorate salesperson performance. leadership is the process of inspiring, influencing, and guiding employees to participate in a common effort A series of skills that can be acquired through study and practice Sales management is the process of planning, implementing, and controlling the personal selling function Managing the sales force is an external management function (bringing order and revenue from outside the company) requires coordination and cooperation with almost every internal department manager should have structure, consideration situational structure: set of written and unspoken policies, practices, and expectations that surround the job of the salesperson (example: job descriptions, territory definitions, call reports, and sales). Discuss the issues forcing sales organizations to reinvent themselves in the twenty-first century? Sales management are undergoing dramatic changes in the twenty-first century. These changes are being driven by several behavioral, technological, and managerial forces that are dramatically and irrevocably altering the way salespeople understand, prepare for, and accomplish their jobs. Among the behavioral forces are rising customer expectations, globalization of markets, and declassification of domestic markets; technological forces include sales force automation, virtual sales offices, and electronic sales channels; and managerial forces consist of a shift to direct marketing alternatives, outsourcing of sales functions, and a blending of the sales and marketing functions. Salespeople and those who manage them realize these changes affect every aspect of sales management from the way the sales department is structured to the selection, training, motivation, and compensation of individual salespeople. Sales organizations are being reinvented to better address the needs of the changing marketplace. Several critical issues have been identified in reinventing the sales organization, including the following: (1) building long-term relationships with customers, which involves assessing customer value and prioritizing customers. (2) creating sales organizational structures that are nimbler and more adaptable to the needs of different customer groups. (3) gaining greater job ownership and commitment from salespeople by removing functional barriers within the organization and leveraging the team experience. (4) shifting sales management style from commanding to coaching. (5) leveraging available technology for sales success. (6) better integrating salesperson performance evaluation to incorporate the full range of activities and outcomes relevant within sales jobs today.