Video 1 - Planning your sales: Operational variables

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From the course by Fundação Instituto de Administração

Models & Frameworks to Support Sales Planning

14 ratings

Fundação Instituto de Administração

Models & Frameworks to Support Sales Planning

14 ratings

Course 3 of 5 in the Specialization Strategic Sales Management

Welcome to Course 3 - Models & Frameworks to Support Sales Planning – In this course, you’ll go through a conceptual approach to selling models and frameworks. As a primary learning outcome of this course, we emphasize the improvement in the analytical competencies and skills to develop sales planning and management. And the learning process goes through the application of the models and frameworks that contribute to supporting these processes. This course is aimed at professionals who seek improvement in conceptual support to the sales planning process, especially with an emphasis on applying selling models and frameworks methodology. At this point of the Strategic Sales Management specialization, you have an excellent understanding of the integration of sales planning to the strategy of the company. You also have a vision of major prescriptions and recommendations to support this integration, and proceed to strategic sales planning by applying intelligence analysis. Now, in this course, selling models and frameworks will be discussed, from a conceptual standpoint to add methodological structure into the sales planning process. Therefore, throughout the modules of this course, the subjects discussed will include topics of sales management (module 1), the selling models and frameworks (module 2) that support sales planning, which relates to the hard skills that may be applied. In the third module of this course, soft skills are brought to the discussion, since they comprise an essential component because sales functions include many aspects of the human interactions. Please follow the steps of the course, and for academic objectives, we would recommend you to do it in the sequence of modules proposed, though you may take them in a different order. We look forward to having you during the course modules and lessons.

From the lesson

Module 1 - Sales Management

Sales Management module: The discussions of this module are about an overview of the sales functions from a processes management standpoint. Therefore, the module is about discussing sales management functions, which includes the operational variables that apply to support sales management; the accounts management; the role of the leadership; training processes; resources allocation; performance management; and post-sales processes. These processes are discussed to assess the sales management functions with an integrative view. Then, the discussions provide a conceptual basis for the next module, which is dedicated to the models and frameworks that contribute to the sales planning and management processes. Primary learning outcome of this module focus on the assimilation of the knowledge regarding the sales functions, the processes involved, and how to analyze them to support the next step, which is to use structured methods to develop the sales plan.

Video 0 - Introduction to Course 310:17

Video 1 - Planning your sales: Operational variables4:43

Meet the Instructors

Nelson Yoshida
Ph.D., MBA, B.Eng.
FIA Profuturo – Futures Studies Program
Samantha Mazzero
MSc, MBA, BS Math
FIA Profuturo – Futures Studies Program
Edson Ito
Specialist Professor
Cesar Rodrigues
Specialist Professor

Hi. Welcome back. In Module 2,

we talked about several analytical tools that helped us understanding

our business environment and determine

the best strategies to get the most out of our firm's strength.

Let's talk about execution.

That is, how to materialize the strategy and

achieve the objectives and seize the opportunities.

There are several dimensions to consider when organizing the companies.

We can talk about functional structure,

which involves people from various areas,

such as marketing, sales, production etc.

Geographic. Regions of the worlds, countries,

state, cities regions etc.

Product expertise.

In this particular case, we're talking about

different product lines which are usually divided into business units,

and each one of them has different structure.

Specialization of channels. For example,

some areas deal with direct sales and

other areas have to deal with distributors, for example.

Client expertise or client focus.

Some vendors would have to handle small,

medium, and large customers.

In some cases, there are entire organizations dedicated to a single customers.

Different companies have different ways of

organizing themselves to interact with the market,

and the model they're going to use is typically

a combination of the variables listed above.

Managers in each of

the market's subdivisions are responsible for managing their environment.

Understanding the market, identify and quantifying opportunities,

avoiding threats, and using the resources

available to generate the maximum value to customers in their territory.

In order to do that,

the firm identifies the opportunity of the territory,

defines the sales objectives, establish the goals,

and define the action plans that need to be executed.

Objective and goals should be considered both external variables and internal variables.

A sales actions progress.

Their results are monitored to

key performance indicators to identify the need for adjustments.

Each territory has a unique competitive environment,

determined by the factors contained herein.

So they require a unique strategy,

specifically designed to address the local issues.

The relationship with the clients

varies according to the industry and the conditions of the local market.

The relationship between buyers and sellers are based on pure trading.

In this kind of relationship,

what matters is price,

like if we're talking about a commodity in the marketplace.

Another way is to repeat transactions.

In this particular model,

what matters is loyalty.

There is a potential for a long-term relationship.

Another model is the long-term relationship which are based on contractual commitments.

In this kind of relationship,

there are often resentments and battles in order to lower prices.

Another model is buyer and seller partnership.

This model is interesting because it fosters credibility.

There is a negotiation of price based on quantity,

quality, delivery, and support.

There's also openness to share information.

Another way of working is to form a strategic alliances,

which is basically a cooperation in order to achieve your strategic goals.

We can have joint investments in long-term connection.

One of the most important developments that we

have observed in analyzing the external environment,

was the concentration of companies,

which lead to increased bargaining power of both customers and suppliers.

The increased bargaining power of these players forced companies to improve

their internal systems to survive and look for new market opportunities.

The solution that many companies have adopted to

deal with the new and more challenging business environment,

is the development and improvement of key account management structures,

in which their internal areas dedicated to deep understanding

and forging long-lasting relationship with the clients.

This is the topic for the next video.

Thank you for watching. I'll see you later soon.

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