Sales Demonstration – An aspect of the sales presentation that provides a sensory appeal to show how the product works and what benefits it offers to the customer.
Sales Engineer – A salesperson who has extensive product knowledge and uses this knowledge as a focal aspect of the sales presentation.
Sales Force Compensation – A financial reward or inventive program based on salesperson performance and tenure. A major purpose of any sales force compensation program is to motivate or influence the sales force to do what management wants, in the way they want it done, and within the desired time. the three major methods of compensating salespeople are (1) straight salary plan, (2) straight commission plan, and(3) combination compensation plan consisting of a combination of salary and incentive pay in the form of commissions, bonuses, or both.
Sales Force Composite – A method of developing a sales forecast that uses the opinions of each member of the field sales staff regarding how much the individual expects to sell in the period as input.
Sales Force Evaluation – An assessment of the overall personal selling effort. The evaluation process helps to measure whether the selling effort is on target with respect of the goals established and also provides strong clues of where and how the selling effort can be improved. Sales analysis and cost analysis are major techniques sales managers use to evaluate sales force efforts. to supplement these analyses, objective measures such as output evaluation measure, and ratio of output and/or input measures can be employed.
Sales Force Management Audit – A periodic and in-dept review of the adequacy of a firm’s sales management process. It is conducted to identify current and potential strengths, weaknesses, and problems at all levels of the sales organization.
Sales Force Models – The models for allocation of sales efforts include 1) models such as CALLPLAN for allocation of time among various customer and prospect segments; 2) models such as DETAILER, or those more geared for resource allocation such as the analytic hierarchy process, for allocation of sales efforts across products; and 3) models for design of and allocation of resources among sales territories. These models include various applications of linear programming and integer programming as well as specialized models such as GEOLINE. In addition to these types of models, a number of compensation/incentive models have been prepared typically as an optimization model.
Sales Force Organization – An arrangement of activities and job positions involving the sales force. The starting point in organizing a sales force is determining the goals or objectives to be accomplished; these are specified in the firm’s overall marketing plan. The selling activities necessary to accomplish the firm’s overall marketing objectives that can be divided in such a way that the objectives can be achieved with as little duplication of effort as possible. The organizational structure provides for specialization of labor, stability and continuity in selling efforts and coordination of the various activities assigned to different salespeople and departments within the firm.
Sales Force Recruitment and Selection – The activities necessary to attract and hire potential members of the sales force. The starting point in the recruitment process is a thorough analysis of the job to be filled and a description of the qualifications that a new hiree should have. The next step is to find and attract a pool of qualified job applicants. the final stage in the hiring process is to evaluate each applicant through personal history information, interviews, reference checks, and/or formal tests and then based upon this evaluation, select the appropriate applicant to fill the position.
Sales Forecast – An estimate of the dollar for a specified future period under a proposed marketing plan or program.
Sales Job Satisfaction – A feeling (positive or negative) that a salesperson has about his or her work situation. This includes all of the characteristics of the job itself that salespeople find rewarding, fulfilling, satisfying, or frustrating and unsatisfying.
Sales Management – The planning, direction, and control of the personal selling activities of a business unit, including recruiting, selecting, training, equipping, assigning, routing, supervising, paying, and motivating as these tasks apply to the sales force. Sales management involves three interrelated processes: (1) formulation of the strategic sales program; (2) implementation of the sales program; and (3) evaluation and control of sales force performance. In formulating the strategic sales program, sales management involves a number of activities including development of account management policies’ demand forecasts, and quotas and budgets; sales organization; sales planning; territory design; deployment; and routing. In implementing the sales program, sales management activities includes supervising, selecting, recruiting, training, and motivating sales force. The evaluation and control of sales force performance involves the development and enforcement of methods for monitoring and evaluating sales force performance. Sales management activities typically required for evaluation and control include behavioral analysis, cost analysis, and sales analysis.
Sales Manager – The sales manager is responsible for planning, organizing, directing, and controlling the personal selling function. There are usually several levels of sales management ranging from the general sales manager to the first line field supervisor of salespeople.
Sales Promotion – The media and nonmedia marketing pressure applied for a predetermined, limited period of time at the level of consumer, retailer, or wholesaler in order to stimulate trial, increase consumer demand, or improve product availability.
Sales Promotion Manager – A staff specialist responsible for providing market communication ideas, programs, and materials not otherwise defined as personal selling, advertising, or publicity. the sales promotion manager may report to the marketing manager, advertising manager, or there may be an advertising and sales promotion manager reporting to the marketing manager.
Sales Quota – A sales goal or objective that is assigned to a marketing unit. The marketing unit in question might be an individual salesperson, a sales territory, a branch office, a region, a dealer or distributor, or a district. Sales quotas apply specific periods and may be expressed in dollars or physical units. Thus, management can specify quarterly, annual and longer term quotas for each of the company’s field representatives in both dollars and physical units. It might even specify these goals for individual products and customers.