Principles of Organization and Sales Management: A Comprehensive Guide

Posted on Aug 5, 2024 in Economy

Principles of Organization

Objective

The organs of a business structure must know exactly what their particular objectives are, which cannot hinder the achievement of the company’s main objective.

Specialization

The activities of each member of an organization should be limited to the performance of a single main function.

Coordination

The company’s main purpose is to facilitate coordination. The interdependence between the different organs should be clearly established and known to all the organs of a particular company.

Authority

Each organ has to know who is qualified to receive orders from his immediate superior, and no one can obey two superiors at the same time.

Responsibilities

One who receives an order from a superior is entirely responsible for the actions of their subordinates.

Definition

States that the description of each charge must be in writing and must set out the duties and obligations assigned to it, as well as the authority which shall include the interdependence and relationships of that office with the rest of the company.

Correspondence

There must be a perfect balance between authority and responsibility assigned to each of the charges.

Range of Control

A leader must have a number of direct subordinates limited enough so that he can coordinate and control all.

Balance

This means that the medium with a particular organ’s count and authority must keep the proper balance in proportion with the other bodies of the company and always in relation to the importance of the corresponding features.

Continuity

It implies that any organization should pay sufficient attention to changing circumstances and its own growth.

Functional Organization

Is when the organization is built around the functions or tasks performed within the department. This type of organization is also called classic, is the most traditional, and usually occurs in companies with a product portfolio that is uncomplicated and inexpensive.

Linear Organization

Is one in which the distribution of the material and human means are both named based on products that the company has adequate facilities, equipment, or production systems and highly specialized for each of the lines of your items or services. This organization allows for greater dedication to each of the products that offer a strong motivation of those responsible and a positive rivalry between the various lines leading to a higher turnover and greater profit.

Geographic Organization

Often this mode of organization is between companies whose activities cover large geographic features, such as hypermarkets and supermarkets. The activities of a given territory are grouped:

  • The management function is assigned to a person who will be responsible for the company in the field of the territory.
  • The director or head of sales depends on delegates, responsible for sales in a delegation.
  • Delegates control supervisors to act in a defined area.
  • Supervisors have their orders to vendors or agents responsible for their sector.

Relationship with the Department of Production

Addresses to have products ready to wind up behind the volume, quality, and time allowed for the sales department to perform its function. Three aspects enter detailed two departments: either by making fewer units of Previte, either by quality defects or delays with respect to the fixed time before. Were in the department or production:

  • The distribution has grown from a prolongation of the production methods to be another element of the marketing function.
  • After-sales service for its technical characteristics derived from the product will increasingly be locating in the commercial department.
  • Estimated sales, corporate-oriented production methods were logically in the department or production.
  • New products grew out of research or production department.

With the Economic-Administrative Department

Addresses between their duties to manage the annual budget process of the company as a whole. Sales revenue depends on two elements: the columns of unit sales and unit price. Another meeting point of coordination between both departments is the billing time to customers.

Sales Manager Tasks

  • Task analysis: market research, product, communication, and so on.
  • Task Scheduling: product development, pricing, selection of channels of distribution, planning for the promotion and communication.
  • Task organization: organizational design, and description of functions and tasks.
  • Control tasks: measurement of results, from revenues and costs.

Subfunction Marketing

A) Commercial Research:

  • Mission is to make a reconnaissance role for market data and information of interest to the company’s business management.
  • Addresses one or more of the following objects of study: those with consumers, purchasers, prescribers, the appropriate distribution channels, sales methods, the advertising and sales promotion.
  • It is also necessary to analyze the products, priced the sales, advertising and sales promotion and merchandising and drawing up estimates and budgets.

B) Business Planning:

  • Document reflects the strategy is called the marketing plan will contain the following:

    • Business objectives
    • Trade policies or ordered set of principles and harmonized trade-turning action of the company.
    • Commercial operations run by the company to be programmed as a function of execution time is short, medium, long term.

C) The Selling Agency:

  • Execute the marketing plan by certain commercial tactics to implement the programs planned for the sale of products or services.

D) The Distribution Material or Physical:

  • The task of undertaking the material distribution of products, making them come to good condition and at the right time to the user or end from the factory or from the warehouses where they are in stock.

Recruiting Systems Vendors

Has the following specific objectives:

  • To achieve that have defined the conditions in the post.
  • Providing prior information to candidates in relation to job characteristics: minimum requirements, salary, promotion possibilities, training, and so on.

Three steps to follow:

  • Job Profile:

    • This is making a list of the characteristics of the charge that has to occupy the position.
    • Tasks or missions to be undertaken.
    • Authority must-have.
    • Responsibilities at work.
    • Activities must be developed.
    • The solution which should give you problems which arise.
    • The criteria measure what is valued.

  • Vendor Profile:

    • These define their qualities and characteristics:

      • The place within a commercial structure that depends on its function, duties, and activities.

      • Its specific qualities among which are:

        • Basic skills (intelligence, verbal reasoning, vocabulary)
        • Personal characteristics (modes, attitudes, initiative, maturity, motivation..)
        • Character traits (stability, effort, sociability, confidence)
        • Physical qualities (frequent travel, time, physical and emotional)

  • Recruiting System:

    • Are the means that will use the commercial director to attract suitable candidates for their needs.
    • It is strongly recommended that before resorting to external sources will look inside the organization itself. If so, would ensure that their integration was faster and more complete.
    • Enter the vendor recruitment sources include the schools and universities, vocational schools, professional schools, employment offices, competition, radio spots, press, and so on.

Interview

Is the most valid tool in the selection of vendors. It is a way to see how the subject “for sale” and depending on how we will do well aware of future sales of our product. Types:

A) Individual Interviews:

  • Structured interview: particularly suitable for professionals with little experience in the selection of vendors, is more a spoken interview. Advantages of using this type of interview is to objectivity in the collection of information since all subjects are posed the same questions and the main drawback is its limited flexibility.
  • Semistructured interview: This type of interview is involved in the rigidity of the structure and the freedom of unstructured. Is ideal for people already started in the field of the interview.
  • Unstructured interview: Interviewer is the hare to ask about issues you want. It assumes that the person doing this type of interview has this level of preparation and experience that left in the ink anything that is of interest.

B) Collective Interview:

  • No important issue to be addressed, but the position taken by the participants, who without their argument to convince, if convinced, he argues, who merely support what other dicer, who never stops talking, the degree of participation the role assumed by each attendee.

Motivation for Sellers

: the need to motivate the sales force from the need to maximize the investment performance. In addition to remunerationThere are other main factors of motivation: * Satisfaction at work means the seller has the need for both economic benefits and mental, ie aprte to make money, need to be done with their work. There are some common elements within the work of sales necessary for it to be entirely satisfactory: – Social value: it assumes that the seller has to know in depth the social importance of the work qe plays. -objectives and results, promotion and valuation. All vendors need to have clear objectives, should know at all times, that is exactly what they want to achieve. * Security in the post – sentis the need for insurance at work is an important and motivicion. but has to bear in mind that too much job security can cause the sales team did not try too hard and anquilose. * The status: the category of the individual within the company, market and social environment, is an important factor in their motivation. all individuals have a need for prestige.
Physiological phases: 1st INITIAL CONTACT: The first second that passes with a client can be decisive. the method of engagement is the most important phase. but gets through this stage is unlikely to make the sale. apariecia must file a proper and conduct business in style and show courtesy and an air of professionalism and enthusiasm. 2nd ATTENTION: until the seller gets the customer Metn is focused on other issues. customers usually have interests and concerns that they can not get excited by the visit of a salesman. so it should give them time to relax and be able to respond to ideas put them qeu. 3rd EI INTEREST: is the logical extension of care, and occurs when the seller makes his product is to provide a benefit. avoid a loss or solve a customer problem. 4th Desire: If you explained the benefits that their products or services give the customer notice a aunmento of his desire. at this stage is the concept or idea to sell the product or service gereica ie not differentiate the product from competitors. 5th THE CONVENCIMIENTO: passing the sale of your product or liena your particular brand, the seller seeks to highlight the features of your product over the competition. 6th RESOLUTION OF PURCHASE: To convert the sensation of having the client believes in something more, the seller needs to develop a compelling reason to act at that time. if it is persuasive and discreet him he became convinced to purchase. 7th CLOSING THE SALE: after loging resolve doubts about the product and we have responded to the possible objection, we can move to close the sale or commitment.
STEPS TO FOLLOW QE process of argument: 1) create customer confidence by using the interest generated from the beginning. 2) avoid excessive technicality in the arguments, except when used to answer a question. 3) argue only about two or three points in what the product is superior to the competition. Each argument must follow the following forms: – be brief and concise. – Be as specific as possible. – Providing evidence, facts and figures. – Illustrate comparisons and images.