HI
I am looking for the core competencies that are required for a sales manager and a business manager. What are the most common training needs does a company have.
Please try to give me lot of inputs on this
Thank you
From India
I am looking for the core competencies that are required for a sales manager and a business manager. What are the most common training needs does a company have.
Please try to give me lot of inputs on this
Thank you
From India
WHAT I HAVE OUTLINED HERE IS A BROAD ROLE OF
A SALES MANAGER AND BUSINESS MANAGER, NOT KNOWING
THE INDUSTRY YOU MAY BE REFERRING TO.
HERE THE FOCUS IS SERVICING MAJOR CHAIN STORES,
KEY ACCOUNTS DIRECTLY ETC.
I MUST ALSO HIGHLIGHT HERE, THAT THE FUNCTIONAL
MANAGERS LIKE SALES MANAGERS/ BUSINESS MANAGERS/
HAVE DUAL LADDER SKILLS/ COMPETENCES
1. MANAGEMENT SKILLS/ ABILITIES / COMPETENCES.
2. FUNCTIONAL SKILLS / ABILITIES/ COMPETENCES.
AS FOR PERFORMANCE MANAGEMENT , YOU MUST
ALWAYS CONSIDER BOTH.
=================================================
MANAGEMENT COMPETENCES
This Middle Management Competency have been developed
for use by MANAGERS.
In preparing these standards we have taken into account the need
to produce a set of competencies which:
•provides a resource which can be customized to any organization.
• provides the basis for assessing workplace competence;
•provides a basis for modern management principles and practice;
•provides best practice concepts in developing and managing organization.
MANAGEMENT COMPETENCES
1.Provide leadership in the workplace, appropriate to the level
of autonomy accorded to individuals/teams.
1.1 Demonstrate high standards of performance.
1.2 Contribute to the Organisation's reputation.
1.3 Influence individuals and teams.
1.4 Make decisions.
--------------------------------------------------------------------------------
2.Manage personal work priorities and development.
2.1 Manage self.
2.2 Negotiate, plan and organise personal work Priorities.
2.3 Develop and maintain personal competence.
--------------------------------------------------------------------------------
3. Lead and participate in, and facilitate work team/group
appropriate to the level of autonomy in the workplace
3.1 Plan the establishment of work team/group.
3.2 Develop team commitment and co‑operation.
3.3 Participate in, and facilitate work team/group.
3.4 Manage and facilitate team performance.
---------------------------------------------------------------------------
4. Establish and manage positive relationships with
colleagues and customers.
4.1 Convey and receive information and ideas.
4.2 Develop trust and confidence.
4.3 Build and maintain networks and relationships.
4.4 Negotiate positive outcomes to rectify difficulties.
---------------------------------------------------------------------------
5.Value and stimulate the diversity of people and the environment.
5.1 Create an environment which recognises; diversity as an asset.
5.2 Promote action which harnesses the diversity in the work team/group.
-------------------------------------------------------------------
6. Contribute to the development of a learning environment.
6.1 Contribute to planning learning arrangements.
6.2 Implement effective learning.
6.3 Assess workplace competence.
6.4 Monitor and review learning processes and effectiveness.
6.5 Record and report achievement of competency.
----------------------------------------------------------------------------
7.Manage resources to achieve planned outcomes.
7.1 Plan resource use.
7.2 Implement plan for use of resources.
7.3 Monitor human resource performance.
7.4 Monitor financial performance.
7.5 Monitor physical resource performance.
7.6 Review resource capability and utilisation.
7.7 Record and report resource usage.
---------------------------------------------------------------------
8. Manage quality customer service.
8.1 Prepare implementation schedule.
8.2 Deliver products and services.
8.3 Establish monitoring systems and processes.
8.4 Monitor progress and adjust performance.
8.5 Record and report results.
---------------------------------------------------------------------
9. Implement and monitor quality and continuous
improvement processes.
9.1 Implement quality improvement system.
9.2 Monitor performance.
9.3 Consolidate quality improvements and identify opportunities
for further improvement.
----------------------------------------------------------------------
10. Facilitate and capitalise on change and innovation in a
technological environment.
10.1 Develop creative and flexible approaches and solutions.
10.2 Manage work group/team response to emerging challenges and opportunities.
10.3 Implement and monitor change.
-----------------------------------------------------------------------------
11. Develop and maintain a safe and fair work environment.
11.1 Access and share the relevant information.
11.2 Plan and introduce processes to implement workplace requirements.
11.3 Monitor and adjust performance.
11.4 Investigate non‑conformance.
----------------------------------------------------------------------------
12. Create and encourage a learning environment.
12.1 Plan learning strategies.
12.2 Plan and review assessment of workplace competence.
12.3 Evaluate the effectiveness of learning.
-------------------------------------------------------------------------
13. Plan and develop human, physical and financial resource
information for decision making.
13.1 Establish human, physical and financial information requirements.
13.2 Collect, analyse and report human, physical and financial information.
13.3 Manage information systems.
13.4 Prepare resource proposals.
13.5 Monitor and review the management of information.
----------------------------------------------------------------------------
14. ‑Develop plans to meet customer and organization needs.
14.1 Contribute to a shared vision and values.
14.2 Contribute to strategic planning.
14.3 Research customer needs.
14.4 Identify opportunities for product and service enhancement.
14.5 Prepare business plans/budgets.
14.6 Communicate the outcomes of the planning process.
-----------------------------------------------------------------------
15. Participate in planning and reviewing quality and
continuous improvement processes.
15.1 Contribute to continuous improvement planning.
15.2 Review results.
------------------------------------------------------------------------------------
16. Influence the development and direction of the organization.
16.1 Develop the organisation's mission and values.
16.2 Establish goals, objectives and strategies.
16.3 Achieve stakeholder ownership.
16.4 Develop individual managers and management teams.
-----------------------------------------------------------------------
17. Influence and monitor the organization's competitiveness.
17.1 Create systems to monitor internal and external environments.
17.2 Identify and forecast trends.
17.3 Identify competitive strengths and weaknesses.
17.4 Improve organizational systems and processes.
------------------------------------------------------------------------------
18. Manage financial planning and performance.
18.1 Interpret the organisation's financial status.
18.2 Prepare and negotiate budgets.
18.3 Monitor and control financial performance.
18.4 Record and report financial performance.
===============================================
SALES MANAGER
Job Title: Sales Manager
Overall Scope and Purpose of Ensures the region Sales, by,
the Job: administering, directing and co‑ordinating
the business activities, so as to
strategically plan for, develop and
profitably penetrate the Accounts
to which the product, service and
capabilities of the company are directed.
Subordinate directly supervised: Representatives
-------------------------------------------------------------------------------------
The seven major functions within the Job Position are the following:
*Sales
*Accounts Management
*Distribution Management
*Trade Standards [ MERCHANDISING]
*People Management
*Sales Operation
* Customer Service
-------------------------------------------------------------------------------------------------
SALES MANAGER FUNCTIONAL SKILLS/ COMPETENCES
1. Sales ‑
Competency Elements
I
• Analysing Sales situations.
• Making Judgement.
• Sales Planning.
• Organising The Sales.
• Sales Control.
• Sales Initiative.
• Sales Decisiveness.
‑ Sales Leadership.
• Sales Meeting Facilitation.
• Sale Negotiation.
• Technical/Product Knowledge.
• Sales Presentation
*Sales Communication
*Maximising Sales Performance
*Sales Evaluation
*Setting Sales Targets
*Sales Opportunity Identification
*Sales Problem Solving
*Sales Monitoring
----------------------------------------------------------------------------
2. Accounts ‑
Competency Elements
*Analysing Account Performance
*Accounts Planning
• Accounts Knowledge
• Maximising Performance
• Setting Account Target .
• Sales Opportunity In Accounts
*Account Proposal
*Accounts Problem Solving
*Accounts Performance Monitoring
-------------------------------------------------------------------------------------------------------------------------------------------------------
3. Distribution
Competency
Distribution Analysis
Distribution Planning
Distribution Control
. Distribution Sensitivity
Maximising Distribution Performance
Evaluation Of Distribution
Setting Distribution Targets/Goals
Distribution Opportunity Identification
Distribution Problem Solving
Distribution Monitoring
------------------------------------------------------------------------------------------------------------------------------------------------------------------
4..Trade Standard
Job Competency
*Trade Standard knowledge
*Problem solving
*Trade Standard Target/Goals
*Monitoring the program
--------------------------------------------------------------------------------
5. People Management
Job Competency
*Organising Training
*Delegation of Tasks
*Initiating Programs
*Motivating Team
*Team Leadership
*Staff Meetings
*Maximising Team Performance
*Staff Coaching
*Conducting Appraisal
*Action Planning
*Selection
*Problem Solving
-------------------------------------------------------------------------------
6. SALES OPERATION
Job Competency
*Operation Analysis
*Sales Organisation
*Operation Control
*Business operation Planning
*Evaluation of Operation
*Problem Solving
*Monitoring
-----------------------------------------------------------------------------------
7. Customer Service
Job Competency
*Service Flexibility
*Service Initiative
*Service Sensitivity
*Service Documentation
*Setting Targets/Goals
*Problem Solving
*Monitoring
=================================================
SALES MANAGER SKILLS
Major Elements Sub‑elements
Job Management 0 Analysis
0 Judgement
0 Planning
0 Organising
0 Delegation
0 Control
Weight = 20
Personal Effectiveness 0 Initiative
* Flexibility
* Motivation Fit
0 Decisiveness
Weight = 8
Leadership * Individual Leadership
9 Sensitivity
0 Meeting Facilitation
0 Persuasion/Negotiation
Weight = 12
Knowledge/Skill 0 Technical
0 Business
0 Accounts
a Product
Weight = 10
Communication 0 Oral
0 Presentation
0 Written
0 Meeting
Weight = 8
Performance Management 0 Maximising Performance
0 Empowerment
0 Coaching
* Appraisal
I
* Developing Talent
* Feedback
* Evaluation
0 Advising
Weight = 15
Performance Development 0 Setting Targets/Goals
0 Identification of opportunity
* Action Planning Proposal
0 Meeting Expectations
Weight = 12
Operation * Selection
* Co‑ordination
0 Problem Solving
0 Documentation
0 Monitoring
Weight = 15
================================================== =====
================================================== =
==================================================
BUSINESS MANAGER
BUSINESS DEVELOPMENT POSITION
COULD VARY WITH
-company structure
-company sales policiy
-company operation
-company product range
-company sales organization
etc.
BUSINESS DEVELOPMENT ROLE COULD BE
-looking after MAJOR ACCOUNTS only
-looking after KEY ACCOUNT only
-looking after AREA ACCOUNTS only
-looking after MARKET SEGMENT ACCOUNTS only
-looking after EXPORT ACCOUNTS only
-looking after GROUP PRODUCTS only
ETC ETC
HENCE, you must first define the role.
HERE BELOW, IS A STANDARD / UNIVERSAL SAMPLE.
TITLE: BUSINESS DEVELOPMENT MANAGER.
REPORTS TO: SALES DIRECTOR
SCOPE :ESTABLISH, DIRECT, AND COORDINATE THE BUSINESS
DEVELOPMENT ACTIVITIES FOR ............PRODUCTS.
STRATEGICALLY PLAN FOR, DEVELOP
AND PROFITABLY PENETRATE THE MARKET TO WHICH
THE PRODUCTS, SERVICES AND CAPABILITIES OF THE
COMPANY CAN BE DIRECTED.
ENSURES THE SALES TO CUSTOMERS ,
DISTRIBUTORs and RESELLERs achieve the budgeted target.
The seven (Z) major functions within the Job Position are the following:
1 . Sales
2.Account Management
3.Distribution
4.Promotion Management
5.Merchandising
6.Category Management
7.Business Management
BUSINESS MANAGER COMPETENCES
Sales
Competency
Analysing the Sales
situation
•Sales Initiative
•Sales Decisiveness
•Sales Leadership
•Sales Negotiation
•Product/Market knowledge
•Sales Presentation
•Sales Problem Solving
•Sales Meeting Facilitation
•Sales Communicatio
------------------------------------------------------
Account Management
Competency
Key Account Performance Analysis
Key Account Planning
Key Account Profile knowledge
Key Account Problem solving
Key Account Negotiation
Key Account Group Presentation
Communication skill
-------------------------------------------------------
Distribution
Competency
•Analysing Distribution
*Planning Distribution
•Evaluation of Distribution
•Problem solving in Distribution
----------------------------------------------------------
Promotions
Management
Competency
• Evaluating Promotions
• Taking Initiatives
• Planning Promotions
•Problem Solving
Promotions
•Group Presentation in
Promotion
------------------------------------------------------- Merchandising
Competency
• Trade Standard
• Evaluation of
Merchandising
• Planning of
Merchandising
b) Range
c) Pricing
d) Location
e) Stand
0 Product Presentation
g) Secondary Location
h) POS
i) Forward Stock Share
j) Ticketing
----------------------------------------------------------------- Category Management
Competency
Category Business
Analysis
Category Business
Initiative
‑
Category Problem
Solving
Category Planning
-----------------------------------------------------------------
Business Management
Competency
Planning of Key Account Profit Contribution from
Business
•Group Presentation of
plans
*Credit Control:
Plan
*Tradespend
•Business Negotiation
•Numerical skills
•Computer skills
•Financial skill
-------------------------------------------------------------------------------
BUSINESS MANAGER SKILLS
Major Elements Sub‑Elements
Job Management 0 Analysis
0 Judgement
0 Planning
* Organising
0 Delegation
0 Control
Weight = 25
Personal Effectiveness 0 Initiative
0 Rapport Building
0 Flexibility
0 Adaptability
* Motivation Fit
0 Decisiveness
Weight = 10
Leadership * Individual Leadership
0 Sensitive
0 Meeting Facilitation
0 Persuasion
9 Negotiation
0 Interpersonal
Weight = 8
Project Management 0 Appraising
0 Organising
* Planning
* Scheduling
9 Budgeting
Weight = 20
Sub‑Elements
Knowledge/Skill 0 Technical
0 Industry
0 Business
0 Market
0 Accounts
0 Product
Weight = 7
Communication * Oral
0 Presentation
0 Written
0 Meeting
Weight = 7
Performance Development 0 Setting Objectives/Targets
* Identification of Opportunity
0 Action Planning Proposal
0 Problem Solving
0 Meeting Expectations
Weight = 15
Performance Management * Maximising Performance
* Feedback
* Evaluation
* Advising
Weight = 8
Total = 100
================================================== ======
================================================== =====
================================================== =======
COMMON SKILLS NEEDS ARE
-SALES PLANNING
-BUSINESS PLANNING
-PROBLEM SOLVING / DECISION MAKING
-LEADERSHIP
-NEGOTIATION
-MEETING FACILITATION/ SALES COMMUNICATION
-PERFORMANCE APPRAISAL
-PERFORMANCE MANAGEMENT
-COACHING
-SALES PRESENTATION
-TERRITORY MANAGEMENT / WORKLOAD PLANNING FOR REPS.
REGARDS
LEO LINGHAM
From India, Mumbai
260A SALES MANAGER AND BUSINESS MANAGER, NOT KNOWING
THE INDUSTRY YOU MAY BE REFERRING TO.
HERE THE FOCUS IS SERVICING MAJOR CHAIN STORES,
KEY ACCOUNTS DIRECTLY ETC.
I MUST ALSO HIGHLIGHT HERE, THAT THE FUNCTIONAL
MANAGERS LIKE SALES MANAGERS/ BUSINESS MANAGERS/
HAVE DUAL LADDER SKILLS/ COMPETENCES
1. MANAGEMENT SKILLS/ ABILITIES / COMPETENCES.
2. FUNCTIONAL SKILLS / ABILITIES/ COMPETENCES.
AS FOR PERFORMANCE MANAGEMENT , YOU MUST
ALWAYS CONSIDER BOTH.
=================================================
MANAGEMENT COMPETENCES
This Middle Management Competency have been developed
for use by MANAGERS.
In preparing these standards we have taken into account the need
to produce a set of competencies which:
•provides a resource which can be customized to any organization.
• provides the basis for assessing workplace competence;
•provides a basis for modern management principles and practice;
•provides best practice concepts in developing and managing organization.
MANAGEMENT COMPETENCES
1.Provide leadership in the workplace, appropriate to the level
of autonomy accorded to individuals/teams.
1.1 Demonstrate high standards of performance.
1.2 Contribute to the Organisation's reputation.
1.3 Influence individuals and teams.
1.4 Make decisions.
--------------------------------------------------------------------------------
2.Manage personal work priorities and development.
2.1 Manage self.
2.2 Negotiate, plan and organise personal work Priorities.
2.3 Develop and maintain personal competence.
--------------------------------------------------------------------------------
3. Lead and participate in, and facilitate work team/group
appropriate to the level of autonomy in the workplace
3.1 Plan the establishment of work team/group.
3.2 Develop team commitment and co‑operation.
3.3 Participate in, and facilitate work team/group.
3.4 Manage and facilitate team performance.
---------------------------------------------------------------------------
4. Establish and manage positive relationships with
colleagues and customers.
4.1 Convey and receive information and ideas.
4.2 Develop trust and confidence.
4.3 Build and maintain networks and relationships.
4.4 Negotiate positive outcomes to rectify difficulties.
---------------------------------------------------------------------------
5.Value and stimulate the diversity of people and the environment.
5.1 Create an environment which recognises; diversity as an asset.
5.2 Promote action which harnesses the diversity in the work team/group.
-------------------------------------------------------------------
6. Contribute to the development of a learning environment.
6.1 Contribute to planning learning arrangements.
6.2 Implement effective learning.
6.3 Assess workplace competence.
6.4 Monitor and review learning processes and effectiveness.
6.5 Record and report achievement of competency.
----------------------------------------------------------------------------
7.Manage resources to achieve planned outcomes.
7.1 Plan resource use.
7.2 Implement plan for use of resources.
7.3 Monitor human resource performance.
7.4 Monitor financial performance.
7.5 Monitor physical resource performance.
7.6 Review resource capability and utilisation.
7.7 Record and report resource usage.
---------------------------------------------------------------------
8. Manage quality customer service.
8.1 Prepare implementation schedule.
8.2 Deliver products and services.
8.3 Establish monitoring systems and processes.
8.4 Monitor progress and adjust performance.
8.5 Record and report results.
---------------------------------------------------------------------
9. Implement and monitor quality and continuous
improvement processes.
9.1 Implement quality improvement system.
9.2 Monitor performance.
9.3 Consolidate quality improvements and identify opportunities
for further improvement.
----------------------------------------------------------------------
10. Facilitate and capitalise on change and innovation in a
technological environment.
10.1 Develop creative and flexible approaches and solutions.
10.2 Manage work group/team response to emerging challenges and opportunities.
10.3 Implement and monitor change.
-----------------------------------------------------------------------------
11. Develop and maintain a safe and fair work environment.
11.1 Access and share the relevant information.
11.2 Plan and introduce processes to implement workplace requirements.
11.3 Monitor and adjust performance.
11.4 Investigate non‑conformance.
----------------------------------------------------------------------------
12. Create and encourage a learning environment.
12.1 Plan learning strategies.
12.2 Plan and review assessment of workplace competence.
12.3 Evaluate the effectiveness of learning.
-------------------------------------------------------------------------
13. Plan and develop human, physical and financial resource
information for decision making.
13.1 Establish human, physical and financial information requirements.
13.2 Collect, analyse and report human, physical and financial information.
13.3 Manage information systems.
13.4 Prepare resource proposals.
13.5 Monitor and review the management of information.
----------------------------------------------------------------------------
14. ‑Develop plans to meet customer and organization needs.
14.1 Contribute to a shared vision and values.
14.2 Contribute to strategic planning.
14.3 Research customer needs.
14.4 Identify opportunities for product and service enhancement.
14.5 Prepare business plans/budgets.
14.6 Communicate the outcomes of the planning process.
-----------------------------------------------------------------------
15. Participate in planning and reviewing quality and
continuous improvement processes.
15.1 Contribute to continuous improvement planning.
15.2 Review results.
------------------------------------------------------------------------------------
16. Influence the development and direction of the organization.
16.1 Develop the organisation's mission and values.
16.2 Establish goals, objectives and strategies.
16.3 Achieve stakeholder ownership.
16.4 Develop individual managers and management teams.
-----------------------------------------------------------------------
17. Influence and monitor the organization's competitiveness.
17.1 Create systems to monitor internal and external environments.
17.2 Identify and forecast trends.
17.3 Identify competitive strengths and weaknesses.
17.4 Improve organizational systems and processes.
------------------------------------------------------------------------------
18. Manage financial planning and performance.
18.1 Interpret the organisation's financial status.
18.2 Prepare and negotiate budgets.
18.3 Monitor and control financial performance.
18.4 Record and report financial performance.
===============================================
SALES MANAGER
Job Title: Sales Manager
Overall Scope and Purpose of Ensures the region Sales, by,
the Job: administering, directing and co‑ordinating
the business activities, so as to
strategically plan for, develop and
profitably penetrate the Accounts
to which the product, service and
capabilities of the company are directed.
Subordinate directly supervised: Representatives
-------------------------------------------------------------------------------------
The seven major functions within the Job Position are the following:
*Sales
*Accounts Management
*Distribution Management
*Trade Standards [ MERCHANDISING]
*People Management
*Sales Operation
* Customer Service
-------------------------------------------------------------------------------------------------
SALES MANAGER FUNCTIONAL SKILLS/ COMPETENCES
1. Sales ‑
Competency Elements
I
• Analysing Sales situations.
• Making Judgement.
• Sales Planning.
• Organising The Sales.
• Sales Control.
• Sales Initiative.
• Sales Decisiveness.
‑ Sales Leadership.
• Sales Meeting Facilitation.
• Sale Negotiation.
• Technical/Product Knowledge.
• Sales Presentation
*Sales Communication
*Maximising Sales Performance
*Sales Evaluation
*Setting Sales Targets
*Sales Opportunity Identification
*Sales Problem Solving
*Sales Monitoring
----------------------------------------------------------------------------
2. Accounts ‑
Competency Elements
*Analysing Account Performance
*Accounts Planning
• Accounts Knowledge
• Maximising Performance
• Setting Account Target .
• Sales Opportunity In Accounts
*Account Proposal
*Accounts Problem Solving
*Accounts Performance Monitoring
-------------------------------------------------------------------------------------------------------------------------------------------------------
3. Distribution
Competency
Distribution Analysis
Distribution Planning
Distribution Control
. Distribution Sensitivity
Maximising Distribution Performance
Evaluation Of Distribution
Setting Distribution Targets/Goals
Distribution Opportunity Identification
Distribution Problem Solving
Distribution Monitoring
------------------------------------------------------------------------------------------------------------------------------------------------------------------
4..Trade Standard
Job Competency
*Trade Standard knowledge
*Problem solving
*Trade Standard Target/Goals
*Monitoring the program
--------------------------------------------------------------------------------
5. People Management
Job Competency
*Organising Training
*Delegation of Tasks
*Initiating Programs
*Motivating Team
*Team Leadership
*Staff Meetings
*Maximising Team Performance
*Staff Coaching
*Conducting Appraisal
*Action Planning
*Selection
*Problem Solving
-------------------------------------------------------------------------------
6. SALES OPERATION
Job Competency
*Operation Analysis
*Sales Organisation
*Operation Control
*Business operation Planning
*Evaluation of Operation
*Problem Solving
*Monitoring
-----------------------------------------------------------------------------------
7. Customer Service
Job Competency
*Service Flexibility
*Service Initiative
*Service Sensitivity
*Service Documentation
*Setting Targets/Goals
*Problem Solving
*Monitoring
=================================================
SALES MANAGER SKILLS
Major Elements Sub‑elements
Job Management 0 Analysis
0 Judgement
0 Planning
0 Organising
0 Delegation
0 Control
Weight = 20
Personal Effectiveness 0 Initiative
* Flexibility
* Motivation Fit
0 Decisiveness
Weight = 8
Leadership * Individual Leadership
9 Sensitivity
0 Meeting Facilitation
0 Persuasion/Negotiation
Weight = 12
Knowledge/Skill 0 Technical
0 Business
0 Accounts
a Product
Weight = 10
Communication 0 Oral
0 Presentation
0 Written
0 Meeting
Weight = 8
Performance Management 0 Maximising Performance
0 Empowerment
0 Coaching
* Appraisal
I
* Developing Talent
* Feedback
* Evaluation
0 Advising
Weight = 15
Performance Development 0 Setting Targets/Goals
0 Identification of opportunity
* Action Planning Proposal
0 Meeting Expectations
Weight = 12
Operation * Selection
* Co‑ordination
0 Problem Solving
0 Documentation
0 Monitoring
Weight = 15
================================================== =====
================================================== =
==================================================
BUSINESS MANAGER
BUSINESS DEVELOPMENT POSITION
COULD VARY WITH
-company structure
-company sales policiy
-company operation
-company product range
-company sales organization
etc.
BUSINESS DEVELOPMENT ROLE COULD BE
-looking after MAJOR ACCOUNTS only
-looking after KEY ACCOUNT only
-looking after AREA ACCOUNTS only
-looking after MARKET SEGMENT ACCOUNTS only
-looking after EXPORT ACCOUNTS only
-looking after GROUP PRODUCTS only
ETC ETC
HENCE, you must first define the role.
HERE BELOW, IS A STANDARD / UNIVERSAL SAMPLE.
TITLE: BUSINESS DEVELOPMENT MANAGER.
REPORTS TO: SALES DIRECTOR
SCOPE :ESTABLISH, DIRECT, AND COORDINATE THE BUSINESS
DEVELOPMENT ACTIVITIES FOR ............PRODUCTS.
STRATEGICALLY PLAN FOR, DEVELOP
AND PROFITABLY PENETRATE THE MARKET TO WHICH
THE PRODUCTS, SERVICES AND CAPABILITIES OF THE
COMPANY CAN BE DIRECTED.
ENSURES THE SALES TO CUSTOMERS ,
DISTRIBUTORs and RESELLERs achieve the budgeted target.
The seven (Z) major functions within the Job Position are the following:
1 . Sales
2.Account Management
3.Distribution
4.Promotion Management
5.Merchandising
6.Category Management
7.Business Management
BUSINESS MANAGER COMPETENCES
Sales
Competency
Analysing the Sales
situation
•Sales Initiative
•Sales Decisiveness
•Sales Leadership
•Sales Negotiation
•Product/Market knowledge
•Sales Presentation
•Sales Problem Solving
•Sales Meeting Facilitation
•Sales Communicatio
------------------------------------------------------
Account Management
Competency
Key Account Performance Analysis
Key Account Planning
Key Account Profile knowledge
Key Account Problem solving
Key Account Negotiation
Key Account Group Presentation
Communication skill
-------------------------------------------------------
Distribution
Competency
•Analysing Distribution
*Planning Distribution
•Evaluation of Distribution
•Problem solving in Distribution
----------------------------------------------------------
Promotions
Management
Competency
• Evaluating Promotions
• Taking Initiatives
• Planning Promotions
•Problem Solving
Promotions
•Group Presentation in
Promotion
------------------------------------------------------- Merchandising
Competency
• Trade Standard
• Evaluation of
Merchandising
• Planning of
Merchandising
b) Range
c) Pricing
d) Location
e) Stand
0 Product Presentation
g) Secondary Location
h) POS
i) Forward Stock Share
j) Ticketing
----------------------------------------------------------------- Category Management
Competency
Category Business
Analysis
Category Business
Initiative
‑
Category Problem
Solving
Category Planning
-----------------------------------------------------------------
Business Management
Competency
Planning of Key Account Profit Contribution from
Business
•Group Presentation of
plans
*Credit Control:
Plan
*Tradespend
•Business Negotiation
•Numerical skills
•Computer skills
•Financial skill
-------------------------------------------------------------------------------
BUSINESS MANAGER SKILLS
Major Elements Sub‑Elements
Job Management 0 Analysis
0 Judgement
0 Planning
* Organising
0 Delegation
0 Control
Weight = 25
Personal Effectiveness 0 Initiative
0 Rapport Building
0 Flexibility
0 Adaptability
* Motivation Fit
0 Decisiveness
Weight = 10
Leadership * Individual Leadership
0 Sensitive
0 Meeting Facilitation
0 Persuasion
9 Negotiation
0 Interpersonal
Weight = 8
Project Management 0 Appraising
0 Organising
* Planning
* Scheduling
9 Budgeting
Weight = 20
Sub‑Elements
Knowledge/Skill 0 Technical
0 Industry
0 Business
0 Market
0 Accounts
0 Product
Weight = 7
Communication * Oral
0 Presentation
0 Written
0 Meeting
Weight = 7
Performance Development 0 Setting Objectives/Targets
* Identification of Opportunity
0 Action Planning Proposal
0 Problem Solving
0 Meeting Expectations
Weight = 15
Performance Management * Maximising Performance
* Feedback
* Evaluation
* Advising
Weight = 8
Total = 100
================================================== ======
================================================== =====
================================================== =======
COMMON SKILLS NEEDS ARE
-SALES PLANNING
-BUSINESS PLANNING
-PROBLEM SOLVING / DECISION MAKING
-LEADERSHIP
-NEGOTIATION
-MEETING FACILITATION/ SALES COMMUNICATION
-PERFORMANCE APPRAISAL
-PERFORMANCE MANAGEMENT
-COACHING
-SALES PRESENTATION
-TERRITORY MANAGEMENT / WORKLOAD PLANNING FOR REPS.
REGARDS
LEO LINGHAM
From India, Mumbai
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