Bcck team 4 (1) quản lí bán hàng trong môn quản trị abns hàng

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MINISTRY OF EDUCATION AND TRAINING

<b>UNIVERSITY OF ECONOMICS AND FINANCE</b>

<b>---FINAL REPORT</b>

<b>Subject: Sales ManagementLecturer: Dr. Nguyen Duc Cong</b>

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<b>TEAMWORK EVALUATION TRACKING SHEET</b>

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II.1.1 AIDAS Theory of Selling...8

II.1.2 SPIN SELLING...9

II.1.3 DEFINITION OF THE SALE PROCESS...10

II.2. APPLICATION...10

II.3. SALES SCENARIO...20

III. SALE ORGANIZATION CHART...27

III.1. Theory...27

III.1.1 Purposes of sales organization...27

III.1.2 Setting up a sales organization...30

III.1.3 Basic types of sales organizational structures...32

III.1.4 Field organization of the sales department...37

III.1.5 Schemes for dividing line authority in the sales organization...38

III.1.6 CONCLUSION...44

III.2. APPLICATION...45

III.2.1 Structure diagram...45

III.2.2 Advantage vaf disadvantage...47

III.2.3 Role of positions...49

IV. TARGET AND BUDGET...52

IV.1. Theory...52

IV.1.1 The sale budget...52

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IV.1.2 Targets and sales management...57

IV.1.3 Administering the target system...61

IV.1.4 REASONS FOR NOT USING SALES TARGETS...62

IV.1.5 CONCLUSION...64

IV.2. APPLICATION...64

IV.2.1 SALE COST...64

IV.2.2 Determine sales activities and programs...68

8.1.1. Overview of sales budget by quarters...70

V. SALE STAFF RECRUITMENT AND SELECTION...73

V.1. Theory...73

V.1.1 Organization for recruitment and selection...73

V.1.2 The prerecruiting reservoir...74

V.1.3 Sources of sales force recruits...74

VI.1.1 *Defining Training Aims:...95

VI.1.2 Deciding training content...96

VI.1.3 Selecting training methods...99

VI.1.4 Executing the training program...103

VI.1.5 Evaluation of the training programs...107

VI.2. Application...112

VII. MOTIVATING SALES PERSONNEL...117

VII.1. THEORY...117

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VII.1.1 Definition of motivating...117

VII.1.2 Motivational “Help” from Management...118

VII.1.3 Need Gratification and Motivation...119

VII.1.4 Interdependence and Motivation...121

VII.1.5 Motivation and leadership...121

VII.1.6 Motivation and Communications...121

VII.2. Application...123

VII.2.1 General Motivation...123

VII.3. Financial compensation...123

VII.4. Non Financial compensation...123

VII.5. Worker’s rights are fully met...124

VII.6. Full amenities after hours...124

VII.7. Organize team-building regularly and periodically :...124

VII.8. Support and create favorable conditions for workers to participate in training courses at home and abroad to improve employees’s professional knowledge...124

VIII. Controlling sales personnel: ev aluating and supervising...125

VIII.1. Theory...125

VIII.1.1 Standards of performance...126

VIII.1.2 Relation of performance standards to personal-selling objectives...126

VIII.1.3 Recording actual performance...130

VIII.1.4 Recording actual performance...132

VIII.1.5 Evaluating—comparing actual performances with standards...136

VIII.1.6 Taking action—the dynamic phase of control...137

VIII.1.7 Controlling sales personnel through supervision...137

VIII.2. APPLICATION...138

VIII.2.1 Evaluate the performance of the salesperson...138

VIII.2.2 Evaluate the performance of the sales manager...139

VIII.2.3 Evaluate the performance of the Sales director...139

VIII.3. Method of evaluating work performance...140

VIII.4. Performance evaluation process...141

IX. REFERENCES...146

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<b>I. INTRODUCTIONI.1. Overview</b>

<b>Business name: VIET TIEN GARMENT JOINT STOCK COMPANYEnglish name: VIETTIEN GARMENT CORPORATION</b>

<b>Abbreviated name: VTEC</b>

<b>Address: 7 Le Minh Xuan, Ward 7, Tan Binh District, Ho Chi Minh CityLegal representative: Mr. Bui Van Tien — Title: General DirectorBusiness areas :</b>

– Producing all kinds of clothes;

– Import-export services, freight forwarding;

– Producing and trading raw materials for the garment industry; machinery, spare parts and equipment serving the industrial garment industry; audio and lighting electrical equipment

– Trading in printers, photocopiers, and computer equipment; equipment and software in the field of computers and technology transfer; telephones, fax machines, desk phone systems; air conditioning systems and accessories (civil and industrial); household and industrial pumps;

– Investment infrastructure business in industrial parks; – Investment and financial business;

– Doing other business lines according to the provisions of law.

<b>System standards:</b>

– Quality management system according to ISO 9001 – 2015 standard, certificate number 38111312004, issued by Intertek

– SA 8000 certification, certificate: SA 591551, issued by BSI WRAP, certificate 4118, issued by WRAP organization

– 5S good practice standards

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<b>II. SALE PROCESS II.1. THEORY </b>

<b>II.1.1AIDAS Theory of Selling</b>

This theory-popularly known as the AIDAS theory, after the initials of the five words  used to express it (attention. interest, desire, action and satisfaction)-is the basis for many sales and advertising texts and is the skeleton around which many sales training programs are organized. Some support for this theory is found in the psychological writings of William James," but there is little doubt that the construct is based upon experiential knowledge and, in fact, was in existence as early as 1898. During the successful sell- ing interview, according to this theory, the prospect's mind passes through five successive mental states: attention, interest, desire, action, and satisfaction. Implicit in this theory is the notion that the prospect goes through these five stages consciously, so the sales presentation must lead the prospect through them in the right sequence if a sale is to happen.

<b>Securing attention. The goal is to put the prospect into a receptive state of mind. The</b>

first few minutes of the interview are crucial. The salesperson- son has to have a reason or an excuse, for conducting the interview. If the salesperson previously has made an appointment, this phase presents no problem, but experienced sales personnel say that even with an appointment, a salesperson must possess considerable mental alertness, and be a skilled conversationalist, to survive the start of the interview. The prospect's guard is naturally up, since he or she realizes that the caller is bent on selling something. The salesperson must establish good rapport at once. The salesperson needs an ample supply of "conversation openers." Favorable first impressions are assured by, among other things, proper attire, neatness, friendliness, and a genuine smile. Skilled sales personnel often decide upon conversation openers just before the interview so that those chosen are as timely as possible. Generally, it is advantageous if the opening remarks are about the prospect (people like to talk and hear about themselves) or if they are favorable comments about the prospect's business. A good conversation opener causes the prospect to relax and sets the stage for the total presentation. Conversation openers that cannot be readily tied in with the remainder of the presentation should be avoided, for once the conversation starts to wander, great skill is required to return to the main theme.

<b>Gaining interest. The second goal is to intensify the prospect's attention so that it</b>

evolves into strong interest. Many techniques are used to gain interest. Some salespeople develop a contagious enthusiasm for the product or a sample. When the product is bulky or technical, sales portfolios, flipcharts, or other visual aids serve the same purpose. Throughout the interest phase, the hope is to search out the selling appeal that is most likely to be effective. Sometimes, the prospect drops hints, which the salesperson then uses in selecting the best approach. To encourage hints by the prospect, some salespeople devise stratagems to elicit revealing questions. Others ask the prospect questions

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designed to clarify attitudes and feelings toward the product. The more experienced the salesperson, the more he or she has learned from interviews with probing, usually of the question-and-answer variety, before identifying the similar prospects. But even experienced sales personnel do considerable probing,... strongest appeal. In addition, prospects' interests are affected by basic moti- vations, closeness of the interview subject to current problems, its timeli- ness, and their mood-receptive, skeptical, or hostile-and the salesperson must take all these into account in selecting the appeal to emphasize.

<b>Kindling desire. The third goal is to kindle the prospect's desire to the ready-to-buy</b>

point. The salesperson must keep the conversation running along the main line toward the sale. The development of sales obstacles, the prospect's objections, external interruptions, and digressive remarks can sidetrack the presentation during this phase. Obstacles must be faced and ways found to get around them. Objections need answering to the prospect's satisfaction. Time is saved, and the chance of making a sale improves if objections are anticipated and answered before the prospect raises them. External interruptions cause breaks in the presentation, and when conversation resumes, good salespeople summarize what has been said earlier before continuing. Digressive remarks generally should be dis-posed of tactfully, with finesse, but sometimes distracting digression is best handled bluntly, for example, "Well, that's all very interesting, but to get back to the subject. ..."

<b>Inducing actions. If the presentation has been perfect, the prospect is ready to act—that</b>

is, to buy. However, buying is not automatic and, as a rule, must be induced. Experienced sales personnel rarely try for a close until they are positive that the prospect is fully convinced of the merits of the proposition. Thus, it is up to the salesperson to sense when the time is right. The trial close, the close on a minor point, and the trick close are used to test the prospect's reactions. Some sales personnel never ask for a definite "yes" or "no" for fear of getting a "no," from which they think there is no retreat. But it is better to ask for the order straightforwardly. Most prospects find it is easier to slide away from hints than from frank requests for an order.

<b>Building satisfaction. After the customer has given the order, the sales- person should</b>

reassure the customer that the decision was correct. The customer should be left with the impression that the salesperson merely helped in deciding. Building satisfaction means thanking the customer for the order, and attending to matters such as making certain that the order is filled as written, and following up on promises made. The order is the climax of the selling situation, so the possibility of an anticlimax should be avoided-customers sometimes "unsell" themselves and the salesperson should not linger too long.

<b>II.1.2SPIN SELLING</b>

SPIN Selling by Neil Rackman was developed by observation of 35,000 sales calls. It suggests the significance of asking the right questions in the sale process. SPIN Selling is an abbreviation of four types of questions (Situation, Problem, Implication, and Need-payoff). It emphasizes that the quality of questions asked by a salesperson are critical to a successful sales presentation. The right questions posed by the salespeople could fasten

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up the selling process, whereas the wrong questions could delay or kill the sales presentation.

<b>Situation Questions. Deal with buyer's existing situation and form the starting point of</b>

the discussion between the customer and sales person. Situation questions (SQs) are least powerful of the four types of questions, and salesperson should eliminate unnecessary SQs by doing their homework about the customer. Few examples of SQs are: How many people do you employ at this location? How many customers do you have in your database? How many customers do you call in a day? SQs should not be

<b>Problem Questions. These questions deal with the buyer's pain point. The salesperson</b>

asks questions about problems, difficulties, or dissatisfactions of the customer. These questions help to uncover the implied needs of the customers. Few examples of problems questions (PQs) are: Which parts of the equipment create errors? What makes this task difficult? What's the biggest problem company's face while managing its most valuable customers? It's important to ask PQs about what one's selling in terms of the problems they solve for your clients.

<b>Implication Questions. These questions are used to discuss the impli- cations of a</b>

particular problem uncovered with the problem questions. Salespersons ask these questions to develop the seriousness of the problem and to increase the customer's motivation to change. Few examples of implication questions (IQs) are: What was the potential loss as a result of the slow speed of the system? What happens when patients report side effects of painkillers? IQs are the most powerful of all the SPIN questions, and successful salespeople ask many IQs in their sales calls. These questions are difficult and should be prepared in advance with the likely answers.

<b>Need-payoff Questions. The questions help to focus the buyer's attention on the</b>

<b>solution. Need- payoff Questions (NQs) contribute to creating a problem-solvingenvi- ronment where attention is focused on solutions and actions rather thanproblems and implications. For example: How do you think a safe analgesicmedicine will help you? Why is it important to have a big-picture overview of thesales pipeline? Successful salespeople ask NQs to get the buyer to tell the benefits oftheir products.</b>

<b>II.1.3DEFINITION OF THE SALE PROCESS</b>

The sales process is a sequence of specific steps that a sales person needs to take to take a person from a potential customer, thus, that is possible to buy your product or service, to a formulated, using customer product and bring revenue to the company.

<b>II.2. APPLICATION</b>

7 general steps of the B2B sales process:

<b>STEP 1: PROSPECTING</b>

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The first step in the sales process is prospecting. In this stage, you find potential customers and determine whether they have a need for your product or service—and whether they can afford what you offer. Evaluating whether the customers need your product or service and can afford it is known as qualifying.

Keep in mind that, in modern sales, it's not enough to find one prospect at a company: There are an average of 6.8 customer stakeholders involved in a typical purchase, so you'll want to practice multi-threading, or connecting with multiple decision-makers on the purchasing side. Account maps are an effective way of identifying these buyers. Identify customer portraits (apply 5W1H)

Here is how to apply 5W1H to the customer portrait of Viet Tien garment company: 1. Who:

- Customers of Viet Tien Garment Company can be individual consumers, both men and women, who need to buy daily or special clothes such as office wear, sportswear, and protective clothing.

- Companies and businesses need to order large quantities for use in events, advertising activities, or uniforms for employees.

2. What:

- The company's customers have a need to purchase high-quality garments with a variety of designs and styles that can be customized according to their own requirements. 3. When:

- Customers can shop for the company's products at any time, following the store's working schedule or through online shopping channels, depending on personal preferences and needs.

4. Where:

- Customers can shop at Viet Tien's retail stores across areas and commercial centers, or through the company's agents and distributors.

- They can also shop through the company's official website, or through other e-commerce channels that the company participates in.

5. Why:

- Customers choose to buy Viet Tien products because of high product quality, variety of designs and styles, good after-sales service, and reasonable prices.

- They can also choose the company because of its reputation and brand that has been built over many years of operation in the garment industry.

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6. How:

- Customers can access and purchase the company's products through traditional sales channels such as retail stores, agents, or through online channels such as the company's website and mobile applications .

Viettien's target customers: middle-aged men (35 - 50 years old) and young men (23 - 29 years old) account for 60 - 70%; Their relatives such as wives, children,... account for 30 - 40%

Gender: Mainly men

Income: For people with stable income or more

Occupation: From businessmen, leaders, managers, to ordinary workers, all can use Viet Tien's products.

<b>STEP 2: PREPARATION</b>

Apply marketing mix theory 4P:

Product: Prepare detailed information about clothing products, including designs, materials and prices to share with customers.

Price: Prepare pricing policies and incentives to introduce to potential customers. Place: Ensure that stores and sales websites operate smoothly and conveniently for customers.

Promotion: Prepare promotional materials and marketing strategies to use in the process of reaching customers.

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People: Train employees on communication skills, product knowledge and how to approach potential customers.

Process: Determine the process for reaching customers both offline and online to ensure every opportunity to reach customers is taken advantage of.

Physical evidence: Prepare promotional materials, catalogs and websites for use during outreach.

The next step is preparing for initial contact with a potential customer, researching the market and collecting all relevant information regarding your product or service. Develop your sales presentation and tailor it to your potential client’s particular needs. Preparation is key to setting you up for success. The better you understand your prospect and their needs, the better you can address their objections and set yourself apart from the competition.

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Marketing is a potent weapon that can build trust, improve how customers view Viet Tien's products, bring products closer to customers, and provide customers 80 with a better grasp of the items they have to pick from. either decide to purchase, employ, or share the product. Updating information on customer needs: analysis enables updating and storing information on customer needs for products and services, including what products and services customers need, which businesses' products and services have been and are now used, and how is the status of use (customers product preference for rival products). Also, follow up on the customer's purchase plan projects, foresee which goods and services they will wish to acquire, as well as the cost and timing of the transaction, so Viet Tien may provide competitive customers special incentive programs (Thai Tuan Textile and Garment Company Limited, Thang Loi Textile and Garment Company,...) Provide necessary information about the product that customers want such as:

• Product line suitable for each customer or age. • Price of each product line.

• Product features and characteristics • Usage of the product.

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<b>STEP 3: APPROACH</b>

Viet Tien, a reputable fashion brand in Vietnam, can effectively apply customer relationship theory to its business operations to enhance customer satisfaction and loyalty. Below is an analysis of how Viet Tien can apply customer relationship theory: Focus on customers:

Viet Tien can conduct research to better understand customers' needs, preferences and styles. Based on this information, they can develop products and services that are suitable and meet customer expectations.

Instead of a general approach, Viet Tien can create personalized approach strategies specific to each customer group. Marketing strategies are customized to reflect each specific customer's style and preferences.

Positive interactions:

Viet Tien can create proactive interaction channels with customers, including through social networking sites, email, online chat, and phone. They can also provide support and answer questions quickly and professionally.

Maintain and develop:

Instead of focusing only on attracting new customers, Viet Tien also needs to focus on maintaining and developing relationships with current customers. They can run

promotions and incentives specifically for loyal customers to increase loyalty. Using technology:

Viet Tien can use CRM systems and other advanced technologies to manage customer information, track interactions and create effective outreach strategies.

Overall, Viet Tien can apply customer relationship theory to its business by focusing on understanding customers, creating personalized experiences and positive interactions, maintaining and develop relationships, as well as use technology to support these activities. This helps Viet Tien create a loyal customer community and bring business success.

Next, make first contact with your client. This is called the approach. Sometimes this is a face-to-face meeting, sometimes it’s over the phone. There are three common approach methods.

Premium approach: Presenting your potential client with a gift at the beginning of your interaction

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In the South: own 1 FASHION POLO SHIRT with a bill of 900,000 VND; 1 EXQUISITE MEN'S UNDERWEAR with a bill of 600,000 VND

- In the North: own a QUALITY JACKET with a bill of 900,000 VND; 1 EXQUISITE MEN'S UNDERWEAR with a bill of 600,000 VND

Time: August 18 - September 4

Question approach: Asking a question to get the prospect interested

Have you ever used a somi shirt before? And what brand of shirts do you use? Are you dissatisfied with anything regarding the shirt experience you wear? What are your top needs when choosing a shirt?

Have you heard about the benefits of our products?

Product approach: Giving the prospect a sample or a free trial to review and evaluate your service

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<b>STEP 4: PRESENTATION</b>

In the presentation phase, you actively demonstrate how your product or service meets the needs of your potential customer. The word presentation implies using PowerPoint and giving a sales spiel, but it doesn’t always have to be that way—you should actively listen to your customer’s needs and then act and respond accordingly.

• Identify the advantages and disadvantages of Viet Tien's products or services. Besides, you also need to clearly understand the benefits your product brings to customers.

1. High product quality: Viet Tien's products are manufactured using modern technology and through strict quality control processes, ensuring they meet high standards of quality.

2. Product diversity: Viet Tien provides a wide range of garment products from daily clothing, sportswear, office wear to protective clothing, helping to meet the diverse needs of customers.

3. Product customization: Customers can request production according to their own specifications in terms of style, material, or special design.

4. Flexible delivery time: The company has the ability to organize production flexibly and deliver on time, meeting customers' time requirements.

5. Reasonable price: Viet Tien's products have competitive prices in the market,

1. Price: Viet Tien's shirts may cost more than some other brands on the market, especially special designs or from high-quality fabrics.

2. Maintenance requirements: Some fabrics need to be specially preserved and laundered to maintain their original shape and color, which can create inconvenience for users. have plenty of time.

3. Uneven service quality: Due to differences in employee skills and attitudes, there may be uneven service quality between stores or sales channels of the company.

4. Slow response time: In some cases, response time from sales staff can be slow, causing inconvenience or loss of trust from customers.

5. Lack of dedication and product knowledge: Some sales staff may lack

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ensuring good value for customers.

6. Good after-sales service: The company can provide good after-sales service, including a flexible return policy and thoughtful customer care, helping customers feel secure and satisfied with the purchasing experience. your goods.

knowledge or dedication in introducing products, causing loss of trust from customers.

6. Difficulty in resolving complaints: In some cases, the customer complaint resolution process may be inflexible or ineffective, causing inconvenience and loss of trust from customers.

7. Lack of flexibility in return and warranty policies: Some terms in return and warranty policies can cause customer dissatisfaction if they are not flexible and unfriendly.

As an example, Viet Tien has advertised its goods online and through many forms of mass media, including TV, magazines, posters, websites, and social media. Customers can benefit from timely and general knowledge about the product by being somewhat oriented to it. Prestige and brand image are two key elements in the success of Viet Tien, a Leading GARMENT COMPANY in Vietnam.

Marketing is a potent weapon that can build trust, improve how customers view Viet Tien's products, bring products closer to customers, and provide customers 80 with a better grasp of the items they have to pick from either decide to purchase, employ, or share the product. Updating information on customer needs: analysis enables updating and storing information on customer needs for products and services, including what products and services customers need, which dairy businesses' products and services have been and are now used, and how the status of use (customers' product preference for rival products).

Also, follow up on the customer's purchase plan projects, foresee which goods and services they will wish to acquire, as well as the cost and timing of the transaction, so Viet Tien may provide competitive customers special incentive programs (Blue Exchange, Garment Corporation 10,...)

Provide necessary information about the product that customers want such as: • Product line suitable for each customer or age.

• Price of each product line.

• Product features and characteristic. • Usage of the product.

• Usage quantity of the product.

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Viet Tien can apply the Information Presentation Principle to the Presentation step in its sales process as follows:

Clarity:Ensure that information about Viet Tien's clothing products is presented in a clear and easy to understand manner. Each product feature and benefit should be clearly stated and illustrated.

Connection: Connect information about Viet Tien's clothing products with customers' needs and desires. Show how the product can solve problems or meet specific customer requirements.

Convince: Use design thinking to create impressive and persuasive presentations or presentation materials. Use attractive design elements to make information come alive and impress customers.

Interesting:Create a fun and unique presentation experience to capture your customers' attention. Use a variety of presentation media such as images, videos, or product demos to make the presentation lively and engaging.

Interaction: Encourage customer interaction during the presentation. Create space for questions and discussion so customers can participate in the process and feel heard and valued.

Independence: Allow customers to explore Viet Tien's clothing products independently during the presentation. Provide detailed information and advice accurately, but also give them the freedom to decide and explore.

Count: Make sure that information about prices, warranties and promotional offers are presented clearly and honestly. Avoid vague or misleading information that can lose customer trust.

Viet Tien can apply these information presentation principles to create impressive and effective apparel product presentations, thereby creating a positive impression and increasing the likelihood of closing the deal.

<b>STEP 5: OBJECTIONS HANDLING</b>

Perhaps the most underrated step of the sales process is handling objections. This is where you listen to your prospect’s concerns and address them. It’s also where many unsuccessful salespeople drop out of the process—44% of salespeople abandoning pursuit after one rejection, 22% after two rejections, 14% after three, and 12% after four, even though 80% of sales require at least five follow-ups to convert. Successfully handling objections and alleviating concerns separates good salespeople from bad and

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great from good.

As the salesperson wraps up his presentation, the customer might have some questions, concerns, or objections. This is an essential and significant step in the sales process. Consider concerns as a chance to find out more about the prospect. Consumers frequently give numerous excuses for rejecting products, such as the price being too high, the quality being poor, there being no market for the product, and it being unreliable. Sellers must therefore handle this with extreme calm. Avoid getting upset or arguing with guests in these circumstances. To more accurately identify and comprehend the prospect's issues, this phase may involve listening to their worries and posing more questions. Afterward, you might want to modify your offer to solve those issues. These are some actions that can be made when a customer rejects you:

• Neutralize opinions with customers. • Understand the client by listening.

• Find out what your client's worries are really about by probing them. • Counterattack to prevent buyer refusal.

<b>STEP 6: SALES CLOSING</b>

In the closing stage, you get the decision from the client to move forward. Depending on your business, you might try one of these three closing techniques.

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 Alternative choice close: Assuming the sale and offering the prospect a choice, where both options close the sale—for example, “Will you be paying the whole fee upfront or in installments?” or “Will that be cash or charge?”

 Extra inducement close: Offering something extra to get the prospect to close, such as a free month of service or a discount

 Standing room only close: Creating urgency by expressing that time is of the essence—for example, “The price will be going up after this month” or “We only have six spots left”

<b>STEP 7: FOLLOW UP </b>

Once you have closed the sale, your job is not done. The follow-up stage keeps you in contact with customers you have closed, not only for potential repeat business but for referrals as well. And since retaining current customers is six to seven times less costly than acquiring new ones, maintaining relationships is key.

Customer Relationship Management (CRM) theory is a management method that focuses on building and maintaining long-term relationships with customers. For Viet Tien, applying CRM theory to the sales process can help them increase customer satisfaction, create loyalty and increase sales. Here's how Viet Tien can apply CRM theory to the Follow-up step in its sales process:

Collect customer information:

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Viet Tien needs to collect detailed information about customers, including personal information, purchase history, preferences and special requests. CRM systems can help them organize and manage this information effectively.

After-sales communication:After the transaction has been performed, Viet Tien needs to continue to maintain a close communication channel with customers. They can send thank you emails, phone calls or texts to reaffirm satisfaction and resolve any issues the customer may have.

Create customer reward programs: Viet Tien can develop customer reward programs such as incentives, discounts or special gifts for loyal customers. This not only increases customer satisfaction but also encourages them to come back to buy again.

Monitor and evaluate effectiveness: Viet Tien needs to regularly monitor and evaluate the effectiveness of follow-up activities. They can use CRM software to track metrics, evaluate customer feedback, and adjust strategies according to results.

Develop new access relationships: Viet Tien needs to constantly look for opportunities to reach and create new relationships with potential customers. They can use digital marketing channels, attend events or create promotions to attract the attention of new customers.

Applying CRM theory to the Follow-up step helps Viet Tien build and maintain long-term customer relationships, increase loyalty and create new business opportunities. This helps them boost sales performance and build a community of loyal and happy customers.

<b>II.3. SALES SCENARIO</b>

<b>SALES SCENARIO</b>

Seller: Welcome to Three Boutique! Feel free if you need any help or advice. You can contact our staff to receive the best possible support!

Customer: Do you still have this model (show picture) Please help me get the model as shown in the picture, white color, size M for men!

Seller: Oh yes. Sorry, we temporarily no longer have this type. You can see our similar designs in the store. In addition, your purchase can also be adjusted when the clothes do not fit you. Here is our fabric sample and some sample symbols. Well, who do you want to buy this outfit for? And for what occasion? Let me give you more detailed advice.

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Customer: I need to buy a shirt to give to my younger brother. He just went to work .

Seller: Yes, how old is your brother and what company does he work at ?

Customer: I just graduated, working at VNM company in District 1.

Seller: Given your brother's age, he's quite young, I would choose models that are a bit more active . I also have a cousin who works at VNM but I don't know which department he is in. Who knows, they might be colleagues .

Customer: Um, he works in Sales.

Seller: Well, I wonder if you care about the process or the product when choosing a product? Or do you have any priorities when using costumes? For example, technique, fabric, or feeling of comfort and convenience ?

Customer: I just need your brief advice. I prioritize comfort and convenience.

Seller: Oh yes. Please give me some information so I can choose the right shirt for my brother. Does your brother often wear shirts? Is there anything special about his hobbies and the designs he often wears? For example, does he like to wear long or short sleeves? What color?

Customer: Can you help me choose a shirt that's a little looser for comfort? I chose white and long sleeves .

Seller: Do you have any special requests? If you are interested in fabric materials, do you need advice on each type of fabric?

Customer: Get me a good, comfortable fabric.

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Seller: Do you want a shirt with a pattern or a solid color? Do you want to add special details like a collar, buttons or pockets?

Customer: Let's take the simplest one.

Seller: Do you have any requests about buttons or other small details on the outfit? Because they affect comfort like buttons, they should be placed at a reasonable distance from each other to avoid feeling tight and tight when worn.

Customer: Whatever. Just be as comfortable as possible.

Seller: Which side did you usually wear the somi shirt on? What are the current difficulties when you wear a somi shirt?

Customer: I bought it at an acquaintance's store. No brand name but good price. The shirt is cheap so the quality is not very good. Because the store is small, there is not much variety in designs. But now I don't know where to buy somi. Thanks to my colleague Minh, I introduced him to my shop.

Seller: Yes, Mr. Minh is a VIP customer of my shop. He also just visited the shop yesterday.

Customer: Oh that's it.

Seller: So do you have problems making yourself uncomfortable when wearing shirts ? Does this problem affect you much?

Customer: Saigon is a bit hot so I'm afraid of wearing a tight shirt and it's too hot. My brother has a lot of traveling due to his job, so he also wanted to choose a cool shirt. But it's a bit unnatural to entertain guests when it's so hot.

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Seller: The nature of your job requires you to regularly meet customers like that. How does the feeling of heat and stuffiness when wearing clothes affect you?

Customer: When I go to work, my shirt is soaked in sweat ! Many times he has to meet customers or partners with wet clothes, which not only makes him feel less confident but also makes him uncomfortable when communicating.

Seller: Anh Have you researched whether choosing the type of fabric and style of clothing can help reduce the feeling of heat and stuffiness when wearing it? During the process of shopping for clothes, do you have any difficulty finding designs that help you reduce the feeling of heat and stuffiness when wearing them?

Customer: Usually my shirt is bought or given to me by my wife, so I'm not sure. But there are too many shops! I'm a man and don't know how to choose, so I always ask acquaintances to introduce me.

Seller: How does wearing a shirt that causes such discomfort and heat affect your work performance? Are there any activities you wanted to participate in but were turned away because you were afraid of the heat and stuffiness in your clothes? Or do you have health problems when wearing tight, hot clothes?

Customer: A lot, because I have hyperhidrosis, I often feel self-conscious.

Seller: If the above problems are solved, what benefits will it bring you?

Customer: If so, that's great. Going to work and meeting your partner is more natural, your work performance is also better and there is less discomfort.

Seller: Yes, with the above description, I think this shirt not only meets your needs but is also very suitable as a gift. This is a new shirt in the 'Elegant Modern' collection, made of soft, airy cotton fabric that absorbs sweat well, creating a comfortable feeling when worn. It is safe for sensitive skin. Moderate elasticity brings comfort. Regarding size, you can let the technician adjust it to suit your body shape . Does such a shirt meet your expectations?

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Customer: Previously, I had a few cotton shirts that were cool to wear but wrinkled easily so they took a lot of time to iron

Seller: Yes, I understand. In addition, we also have a nano fabric shirt that is very soft, absorbent, cool, has the ability to resist stains, prevent bacteria, and limit unpleasant odors. In particular, ironing clothes does not take too much time. The fabric has the ability to block sunlight, reduce heat absorption, create coolness and ensure that when sweating, it will dry faster than other fabrics. cotton shirt . What do you think?

Customer: Um, how much does it cost?

Seller: The price of this shirt is 600,000 VND. In addition, the Store is offering a buy 1 get 1 free voucher policy , which means for every purchase over 700,000 VND, you will receive an accessory such as a tie or belt of your choice of color. Save 20% on purchasing costs .

Customer: I think the price of this shirt is a bit high. Before coming here, I visited commercial stores and saw the price was only 200,000 VND/piece.

Seller: I completely understand your concerns, this is completely normal. However, he was reassured. Coming to Three Boutique Shop, we always put quality first and commit to prestige. If the product is defective, old, or not genuine, we will refund 200%. Each of our shirts is sewn by a tailor with many years of experience, skill and famous for his meticulous attention to detail. Coming to Three Boutique Shop, you will find quality shirts that suit your desires. Our products have been thoroughly checked for quality at each stage, before being delivered to customers. The most complete product for customers

Before, I was just like you. The 600,000 VND shirt was really expensive, so I chose a 200,000 VND shirt that I bought less than a month ago. It was hot, dull, and easily torn. So I had to buy a new shirt. Thanks to your introduction, I learned about Three Boutique. The price is a bit higher but you can wear it for a long time without fear of fading, both comfortable and cost-effective. I have introduced relatives to buy. My family has been loyal customers of the restaurant for more than Three years now. I think you definitely want to buy a quality shirt to give to your brother, not just for work. Not only that, a quality shirt can also make your brother remember you

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Customer: How many years have you worked here?

Seller: Thanks to the good benefits, I have worked here for 2 years.

Customer: Okay. So take that shirt

Seller: Yes, we also have polo shirts, shoes, jackets. I think polo shirts are also very suitable for you, short sleeves, pique fabric is very cool, comfortable, soft like cotton and as good as crocodile fabric, ensuring health. This model is our best-selling product, quantities are limited... would you like to take a look?

Customer: Okay, let me try on that shirt...

Seller: Yes, here it is.

Customer: “Trying on clothes”

Seller: Wow! He looks very elegant and stylish. This shirt suits you very well. Customer: Thank you. It looks so beautiful.

Seller : Yes. This promotion only lasts for three days from the 18th to the 19th. Today is the last day, so do you want to close your order to get the best deal ?

Customer: Okay, get me this shirt and the polo shirt.

Seller: I sent you the tie and belt sample!

Customer: Please give me my black belt. Please help me choose a tie that matches the shirt color !

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Seller: Yes, with the white shirt, I'll get you a big navy blue tie. The store has a gift wrapping service for customers on birthdays. Would you like our staff to wrap it for you?

Customer: Great, I'll wrap it for you.

Seller: Please allow me to ship my item. If the clothes are defective, you can return them to my store and I will help you return them. Money back guarantee if the product is not genuine... In addition, we also have a 10% discount policy for customers when they bring relatives to the store to buy!

Seller: Do you pay by cash or card?

Customer: I pay by card .

Seller: Please tell me your full name and phone number to earn discount points for your next purchase!

Customer: My name is Dai Cuong. phone number is 09********

Seller: Thank you for visiting our store! See you next time

<b>III.SALE ORGANIZATION CHARTIII.1. Theory</b>

<b>III.1.1Purposes of sales organization</b>

In the ideally organized sales department, wasted motion and duplication of effort would be eliminated, friction would be minimized, and cooperation maximized. Dynamic characteristics inherent in marketing preclude the achievement of such perfection. But when sufficient attention is given to sales organization, the ideal is approached, if not attained, and personal-selling efforts increase in productivity.

Executive effort expended on sales organization need not, indeed should not, go exclusively to questions of design, that is, of the "formal" organization plan. How an

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organization works is more important than how it is supposed to function. Sales management should direct its main organizational efforts toward the "informal" organization. Through intelligent leadership and related "human relations" talents, the skilled manager moves both individuals and informal groups along lines that facilitate achievement of the purposes of formal organization.

<b>a. To Permit the Development of Specialists</b>

As a business expands, marketing and selling activities multiply and become increasingly complex. It is difficult to fix responsibility for performance of all necessary activities, particularly when executives are reluctant to delegate authority.

1 One purpose of reorganizing the sales department is to facilitate assignment of responsibility and delegation of authority. This often requires reshaping the structure so that it is easier for specialists to develop. In fact, specialization, or division of labor as economists call it, is the chief means through which the processes of organization and reorganization are effected.

As tasks grow in number and complexity, they are broken down into manageable units and are assigned to specialized personnel. This involves fixing responsibility for specific tasks with specific individuals (or, occasionally, with certain groups). The assignments made are called "delegations of authority." This is conducive to the development of specialists.

<b>b. To Assure that All Necessary Activities Are Performed</b>

As a sales organization grows and specialization increases, it is increasingly important to perform all necessary activities. What is "necessary" changes over time. When jobs are highly specialized, danger exists that the organizational plan will not provide for supervision of all activities. Essential tasks may not be performed, simply because they are not assigned to specific individuals.

When a company is small, for instance, its executives are in close contact with users of the product. As a company grows, as marketing channels lengthen, and as the marketing area expands geographically, top executives become farther and farther removed from the customers. As soon as executives begin to lose their informal contacts with customers, an individual should be assigned responsibility for maintaining such relationships.

If these contacts are highly important, responsibility for maintaining them should be assigned to an executive specializing in customer relations.

<b>c. To Achieve Coordination or Balance</b>

Good organization achieves coordination or balance. Individuals vary in competence, potential, and effectiveness. Particularly forceful executives may prevent a basically sound organization from functioning smoothly. Their personalities may be such that through assumption of authority, failure to delegate it, or both, their positions are

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magnified out of all proportion to their importance. Worse yet, total accomplishments of the organization are less than they could have been if, so to speak, greater advantage had been taken of the synergistic effect-when the sum of a combination effort exceeds the efforts of the same individuals working alone. By getting people to pull together as a team rather than as an assortment of individuals, the organization accomplishes more collectively than its members could independently. wing

Motivating individuals to work together towards common objectives is, then, important in achieving coordination. Individual goals are subordinated to, or reconciled with, organizational goals. Some of the means for accomplishing this are indoctrination and training programs, group meet-ings, supervision and guidance, and two-way communications. Throughout the sales organization, different activities are kept in proper relation to one another in order that the greatest organizational effectiveness is realized. omi As specialists emerge in a growing sales organization, management must guard against a tendency of each to search for ways to justify his or her own existence. One form of justification is to devise technical nomenclatures that nonspecialists in other areas have difficulty understanding.

This, in turn, leads to increasing communications difficulties with other specialists and a reduction in overall organizational effectiveness. These instances of uncoordinated proliferation suggest that top sales executives should concern themselves continually with orchestration of effort.

Modern organizational theory suggests that sales departments should be divided into small, freely communicating, face-to-face groups to decrease the possibility of uncoordinated proliferation.

<b>d. To Define Authority </b>

Sales executives should know whether their authority is line, staff, or functional. Line authority carries the power to require execution of orders by those lower in the organizational hierarchy. Staff authority is the power to suggest to those holding line authority the method for implementation of an order. Functional authority enables specialists in particular areas, such as in technical product service, to enforce their directives within a specific and limited field. Line executives make decisions on the need, place, and time of action over a wide range of matters. Staff executives advise line executives about methods but have no formal power to require or enforce the execution of their recommendations. Functional executives are specialists—experts in some aspect of the business—who assist executives holding general line authority. For example, such specialists advise on new product introduction. They do this by issuing orders, mainly on routine technical problems, directly to lower organizational levels. All executives should understand the nature of their authority with respect to each aspect of the operation; otherwise, friction develops. When, for instance, staff executives attempt to exercise line authority, they are headed for trouble with the line executives whose authority is usurped.

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<b>e. To Economize on Executive </b>

Time As a sales department’s operations and activities increase in complexity and number, additional subordinates are added. This permits higher- ranking sales executives to delegate more authority. It also allows for the more effective use of specialization, while higher executives devote less time to operations and more to planning. One purpose, then, of organization— and one often overlooked—is achieving economies in the use of executive time. Top sales executives need not concern themselves personally with all the sales department’s problems and activities, particularly routine or technical ones, when they have capable and well-trained subordinates. However, as sales executives gain subordinates, they must devote more attention, and probably more time, to coordinating their efforts. Unless the executive is an effective coordinator, subordinates may not work in harmony or discharge assignments in line with expectations. In building the sales organization, then, the need for effective coordination limits the number of subordinates who report directly to certain executives. This limit is the “span of control.” It is not possible to specify the

<b>III.1.2Setting up a sales organization</b>

Not often is a sales organization built entirely from scratch, as some structure usually exists. Most problems of sales organization, in other words, are problems of reorganization--the sales organization exists and the goal is to make it more effective. It is appropriate, nevertheless, for the sales executive to approach the organizational problem, each time it arises, as though a completely new organization were being built. There are five major steps in setting up a sales organization:

1. Defining the objectives.

2. Delineating the necessary activities.

3. Grouping activities into "jobs" or "positions”. 4. Assigning personnel to positions.

5. Providing for coordination and control.

<b>a. Defining Objectives</b>

. The initial step is to define the sales department's objectives. Top man-agement, of course, defines the long-run objectives for the company, and from these, the general, or long-run, objectives for the sales department are derived. Quantitative personal-selling objectives, in turn, are set with an eye on the qualitative objectives. It follows that a third qualitative personal-selling objective is to realize long-term growth in sales and profits. Therefore, three of the sales department's general objectives all traceable to

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management's desire for survival of the firm- may be summed up in three words: sales, profits, and growth.

<b>b. Determination of Activities and Their Volume of Performance</b>

Fundamental to a sound organizational design is recognition that activities are being organized. Only after determining all necessary activities and estimating their volume of performance is it possible to answer such questions as: What executive positions are required? What should be their relationships to other positions? What should be the duties and responsibilities of persons who fill these positions?

Determining the necessary activities and their volume of performance is a matter of analyzing the sales department's qualitative and quantitative obiectives. Thorough examination discloses which activities must be performed in what volume. The activities involved in modern sales management are similar from firm to firm, and although individual sales executives think that their operations are different, most differences are more apparent than real. Almost every sales department carries on the same general activities; differences among departments are those of detail, of relative emphasis placed upon individual activity and in volume of perform

<b>c. Grouping Activities to Positions </b>

Next, the activities identified as necessary are allocated to different positions. The planner must keep in mind that activities are aimed at achieving certain objectives—ultimately the composite provides the raw material from which job descriptions are compiled (in terms of reporting relationships, job objectives, duties and responsibilities, and performance measures). Activities are classified and grouped so that closely related tasks are assigned to the same position. Each position should contain not only a sufficient number of tasks but sufficient variation to provide for job challenge, interest, and involvement. Only in very large organizations, where extreme specialization is practiced, should a position comprise only a single activity, and even here the burden of proof should be on those proposing such a move. Pressures of administrative economy are generally strong enough that most position holders are responsible for a number of diversified, although related, activities.

<b>d. Assignment of Personnel to Positions </b>

The next step is to assign personnel to the positions. This brings up the question of whether to recruit special individuals to fill the positions or to modify the positions to fit the capabilities of available personnel. This is a question that has long been controversial. Compromises are frequent. On the one hand, some position requirements are sufficiently general that many individuals possess the necessary qualifications, or can acquire them through training. On the other hand, some individuals possess such unique talents and abilities that it is prudent and profitable to modify the job specifications to fit them. Nevertheless, planners prefer, whenever the situation permits, to have individuals grow into particular jobs rather than to have jobs grow up around individuals.

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<b>e. Provision for Coordination and Control.</b>

Sales executives who have others reporting to them (that is, those with line authority) require means to control their subordinates and to coordinate their efforts. They should not be so overburdened with detailed and undelegated responsibilities that they have insufficient time for coordination. Nor should they have too many subordinates reporting directly to them— this weakens the quality of control and prevents the discharge of other duties. Thus, in providing for coordination and control, consideration must be given the span of executive control.

<b>III.1.3Basic types of sales organizational structures </b>

If sound practices are followed in setting up the sales department, the resulting structure takes on features of one or more of four basic types: line, line and staff, and functional, and committee. The grouping of activities into positions and the charting of relationships of positions causes the organization to take on structural form. Most sales departments have hybrid organizational structures, with variations to adjust for personalities and to fit specific operating conditions. The sales department’s structure evolves from the needs of the business. No two companies have identical sales organizations, because no two have identical needs. The customers, the marketing channels, the company size, the product or product line, the practices of competitors, and the personalities and abilities of the personnel are but a few of the factors affecting the organizational structure of the sales department. So numerous are the factors influencing the structure of individual sales departments that it is impractical to draw generalizations about the many possible “mixed” types; the discussion that follows is an analysis of the three basic types. Organizational planners should know the chief features of each type, and its respective merits and limitations. If they have this background and understand the other factors influencing the structure of the sales department, they are equipped to evaluate its appropriateness.

<b>a. Line Sales Organization </b>

The line organization is the oldest and simplest sales organizational structure. It is widely used in smaller firms and in firms with small numbers of selling personnel—for instance, in companies that cover a limited geographic area or sell a narrow product line. The chain of command runs from the top sales executives down through subordinates. All executives exercise line authority, and each subordinate is responsible only to one person on the next higher level. Responsibility is definitely fixed, and those charged with it also make decisions and take action. Lines of authority run vertically through the structure, and all persons on any one organizational level are independent of all others on that level. The line sales organization sees its greatest use in companies where all sales personnel report directly to the chief sales executive. In these companies this executive often is preoccupied with active supervision and seldom has much time to devote to planning or to work with other top executives. Occasionally, however, the line sales organization is used where more than two levels of authority are present. Figure 7.1 shows a fairly large

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sales department organized on the line basis. The sales manager reports to the general manager, assistant sales managers report to the sales manager, and salespeople report to assistant

 The line organization is the oldest and simplest sales organizational Structure

 The line sales organization sees its greatest use in companies where all sales personnel report directly to the chief sales executive.

 The simplicity makes it easy for executives to develop close relations with salespersons.

 With this working atmosphere, it is not surprising that executives who come up through a line organization are frequently strong leaders. As the typical line sales department has few organizational levels, administrative expenses are low.

 Rational decision making: Line positions often have the authority

 Theoretically, there is no cross-communication between persons on the same level.

 Because each department member reports to only one superior, problems of discipline and control are small.

 Lines of authority and responsibility are clear and logical, and it is difficult for individuals to shift or evade responsibilities.

 The greatest weakness of the line sales organization is that so much  depends upon the department

head. The head needs outstanding ability and rare qualifications, and should be well versed in all phases of sales management, for there are no subordinates with specialized skills and knowledge.

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to make operational decisions independently.

 Adaptability and flexibility: The presence of employee positions enhances the adaptability of the organization.

 • Efficient resource allocation: Line and staff structure allows the organization to allocate resources optimally.

 Efficient resource allocation: Line and staff structure allows the organization to allocate resources optimally.

 Informed decision support: Staff positions play a critical role in providing informed decision support. Their specialized knowledge and expertise are invaluable when making strategic decisions, especially in industries with complex regulations or evolving technologies.

 Not many executives have the talents needed to manage a large-scale line sales department effectively, and line organization offers little opportunity for subordinates to acquire these skills.

 Moreover, as growth proceeds, earlier advantages of close relations among executives and salespeople are sacrificed, and maintaining morale becomes a greater challenge.

 Managerial effectiveness becomes impaired and results are less predictable, as directions become more and more distorted and garbled at each succeeding organizational level.

 Increased overhead costs: Maintaining specialized staff positions requires additional investments in recruitment and retention, potentially increasing overhead costs. This can pose financial challenges, especially for smaller organizations or those with limited resources.

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<b>b. Line and Staff Sales Organization</b>

Flexibility: This model allows work to be divided between line sales staff and support staff, creating flexibility in resource allocation and management. job.

Optimize expertise: Line sales staff can focus on direct contact with customers and performing sales activities, while support staff (sales staff) may be responsible for support tasks such as marketing, data analysis, or technical support.

Risk of loss of uniformity: The division of work between front-line sales and support staff can create a risk of loss of uniformity in sales strategies and brand messaging.

Management complexity: This model can create management complexity due to the need to coordinate and monitor the work of different employee groups. Difficulty in defining roles: There

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Specialization: This model allows line sales staff to focus on relationship development and sales, while sales staff can take on other tasks. specialized services such as marketing, data management or technical support.

Enhanced productivity: By effectively dividing work between front-line sales staff and support staff, this model can increase work efficiency and optimize professionalism within the teams. different areas.

can be difficulty in clearly defining the roles and responsibilities of each group of employees, especially in complex situations or where there is overlap between tasks.

High costs: It is necessary to invest a large amount of resources and costs to maintain direct sales staff and support staff, and an effective management system is also required to optimize efficiency. of this model.

<b>c. Functional Sales Organization</b>

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Specialization: Each group of salespeople is focused on a specific function or skill, increasing specialization and service quality in that area.

Efficiency in resource use: This model allows optimizing resource use by dividing work based on skills and expertise, helping to increase work efficiency.

Targeted focus: Sales teams are focused on a specific goal or skill, helping to increase focus and measure performance against clear criteria.

Define responsibilities: Each sales team has specific responsibilities in performing tasks and achieving assigned goals, helping to clearly define the responsibilities and roles of each group.

Lack of flexibility: This model may lack flexibility in meeting diverse customer needs or changes in the market.

Lack of inclusivity: Each professional group may lack the ability to handle complex requests or challenges that require collaboration and versatility.

Risk of loss of unity: Dividing sales staff by function can cause a risk of loss of unity in implementing sales strategy and ensuring uniformity in brand messaging.

Difficulty in management: Managing a large number of specialized groups can be complex and requires effective control and coordination.

<b>III.1.4Field organization of the sales department</b>

Sooner or later, every growing company faces the necessity for establishing a field sales organization. The sales manager can personally supervise field selling operations when a company is young, when only a few salespeople are employed, when the sales force travels out of the home office, and when the marketing area is small. Also included are service, repair, and sales promotion personnel. Although not all are concerned directly with increasing the effectiveness of field selling operations, each makes contributions to

Centralization versus decentralization in sales force management

In the centralized sales organization almost all activities, including sales force management, are administered from a central headquarters. The central sales office has full responsibility for recruiting, selecting, training, compensating, supervising, motivating, controlling, and evaluating the sales force. In the decentralized organization, in theory at least, all these activities are handled by field sales executives. A decentralized sales organization is one in which there is decentralization in management of various

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selling tasks and in performance of certain important personnel management activities. Management’s appraisal of relative costs and effectiveness results in some aspects being centralized and others decentralized. Centralization in sales force management varies. Smaller companies that have few salespeople and confine their operations to a small geographical area, keeping the unit of sales high, the sales call frequency low, and the caliber of salespersons relatively high, incline toward centralized sales force management. High decentralization in sales force management is found mainly among companies with large sales forces. Likely to have considerable decentralization, for instance, is a manufacturing firm distributing a wide line of consumer products over a vast market area and selling directly to varied retailers—all conditions indicating the need for a large number of salespeople.

With growth, the advantages of decentralized sales force management increasingly outweigh the higher costs. Among these advantages are:

1. More intensive cultivation of the market and, consequently, a higher sales volume to absorb the higher fixed costs.

2. More effective control, improved supervision, and increased sales productivity resulting from the addition of at least one intermediate level of sales executives, and from reduction of geographical separation of executives and sales personnel.

3. Improved customer service stemming from more effective control of sales personnel. 4. Reduced need for and costs of territorial “break-in” time, since more sale persons are recruited from the areas to which they are assigned.

5. Improved sales force morale—there are more frequent contacts with executives, reductions in travel time, and fewer nights away from home.

6. Lower travel expenses—salespeople are dispatched from decentralized points, and fewer field trips by home office sales executives are required.

7. A “built-in” management development program—branch and district offices not only provide realistic training but serve as proving grounds for future high-level sales executives.

<b>III.1.5Schemes for dividing line authority in the sales organization</b>

As marketing operations expand, line authority and responsibility eventually become excessively burdensome for the top sales executive. There is an increasing number of people to supervise. Ordinarily, the first remedial step taken is to add a general line assistant, for example, an assistant general sales manager. As the burden of line administrative work continues to grow, it is necessary to provide additional assistants. These new subordinates are given line responsibilities narrower than those of the assistant general sales manager. Although they work with a variety of matters, their assignments cover a limited area of operations. Tasks of line administration are subdivided among

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these new assistants in one of three ways: (1) by geographic area, (2) by products, or (3) by customers or marketing channels

<b>a. Geographic Division of Line Authority</b>

Focus: Each geography manager can focus exclusively on the needs and requirements of a specific geographic area, enhancing care and support for customers in the region.

Rapid response: This model helps respond quickly and flexibly to changes in the market or customer needs across each geography.

Suitable for local products: For highly local products or services, this model allows geographic managers to develop sales strategies tailored to the specific needs of the region there.

Efficient management: Each geographic manager can manage sales activities in his or her area

Lack of uniformity: This model can lead to a lack of uniformity in implementing sales strategies and ensuring consistency in brand messaging across different geographies.

Risk of loss of control: The division of power between geographical managers can create a risk of loss of control and effective management of the organization.

High costs: Each geographic area needs a separate manager, which can lead to increased management and organizational costs.

Difficulty in management: Managing multiple geographic

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