Sales Management
Heavyweight boxer George Foreman’s advice to
his children
L.A. Times, pg. C2, Tuesday, March 25, 1997
Figure 1-2: Positions of Personal Selling and Sales Management in the Marketing Mix
P r o d u c t s P r i c e s
A d v e r t i s i n g P u b l i c r e l a t i o n s
P e r s o n a l s e l l i n g
S a l e s p r o m o t i o n P r o m o t i o n D i s t r i b u t i o n
M a r k e t i n g m i x
Sales management
Sales management
Planning Motivating
Budgeting Compensating
Recruiting and selecting Designing territories Training Evaluating performance
Planning Motivating
Budgeting Compensating
Figure 1-2: Sales Organization in a Medium-Size firm
Vice president of marketing
Vice president of marketing
National sales manager
National sales manager
Regional sales manager
Regional sales manager
District sales manager
District sales manager
Field sales representative
Field sales representative
Number
1
1
2
8
Table 1-1 Sales Managers’ and Salespersons’ Time Allocations
Selling 29% 51%
Face-to-face (17) (30)
Telephone selling (12) (21)
Administration 24 17
Account service/coordination 17 12
Travel/waiting 15 20
Internal meetings 14
---Manager’s Time Allocation
(in percent)
Salesperson’s Time Allocation
Figure 1-3: Sales Paths at Hallmark Cards
Retail installation coordinator Entry level for
those with no sales experience
Sales representative
Entry level for those with sales experience
Sales executive
District sales manager Regional sales
vice president
Regional
operations manager Regional salestrainer
District sales trainer
Staff positions outside sales
organization Product manager Sales program
specialist Multiple account
