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Question
Prakash Gupte is a sales representative with Beta Water Purifiers. Prakash is a star sales representative
with the highest sales turnover record for 5 consecutive months. He is an aggressive and a dynamic
sales person with a strong target-orientation. His marketing manager Shreyans Desai is very proud of
his accomplishments. Based on his performance appraisal, Prakash has been promoted to the rank of
Assistant Manager (Marketing). He is now required to supervise the work of 6 sales representatives
and to manage sales targets for his area.
After assuming charge as an Asst. Marketing Manager, Prakash set the targets for the first month and
communicated these to the sales representatives in a direct and explicit manner. 4 sales representatives
found the targets to be too ambitious but reserved their comments. After the meeting they discussed the
issue informally and dispersed. Prakash called the fortnightly review meeting to take stock of the
situation. He was extremely disappointed to know that all the six representatives were trailing behind
in target achievement. He was very blunt in communicating his disappointment and told their team to
get their targets by the end of the month. After the meeting, all the six representatives expressed their
displeasure with the meeting and found the demand of Prakash unreasonable. They commonly
perceived him to be a difficult person to deal with. They thought of approaching Shreyans for this.
Harish and Sameer, two of the representatives met Shreyans and discussed this with him. Shreyans was
a little upset with Prakash, but he thought to himself that Prakash is very efficient but lacks tact to
work with people. He assured the duo that he will speak to Prakash in this regard.
Shreyans called Prakash for an informal chat and advised him to go a little easy with people. Prakash
was clearly agitated about this since he took this as a personal affront, as he sensed during this meeting
that someone must have complained about his behavior to Shreyans. Instead of going easy with the
team, he turned more bitter in his approach. He called a meeting of all the sales representatives, and
indirectly communicated his displeasure with the incident. He once again made it clear that the targets
were attainable but needed a greater sense of commitment from the group. Obviously the sales
representatives did not like this. At the month-end briefing, Prakash was absolutely disappointed with
the team for having under-achieved on the targets’ count. He rebuked them for going slow on their
work and told them sternly to adhere to the targets in the next month. Deepak, on of the sales
representatives, objected to highly monthly targets and suggested that the targets be made more
reasonable. To this Prakash retorted by saying that the targets were absolutely reasonable. Obviously
the team was disheartened with this. They all decided to collectively approach Shreyans this time and
seek his intervention. When they met Shreyans to brief him about the situation, Shreyans was sure that
he had made a mistake somewhere.
QUESTIONS:
1) What happened when Prakash got promoted to the position of Asst. Manager (Marketing)? Why
did this happen?
2) If you were entrusted with the responsibility of managing 6 sales representatives & creating an
effective sales team, how would you do it?

Answer
Question:   Prakash Gupte is a sales representative with Beta Water Purifiers. Prakash is a star sales representative
with the highest sales turnover record for 5 consecutive months. He is an aggressive and a dynamic
sales person with a strong target-orientation. His marketing manager Shreyans Desai is very proud of
his accomplishments. Based on his performance appraisal, Prakash has been promoted to the rank of
Assistant Manager (Marketing). He is now required to supervise the work of 6 sales representatives
and to manage sales targets for his area.
After assuming charge as an Asst. Marketing Manager, Prakash set the targets for the first month and
communicated these to the sales representatives in a direct and explicit manner. 4 sales representatives
found the targets to be too ambitious but reserved their comments. After the meeting they discussed the
issue informally and dispersed. Prakash called the fortnightly review meeting to take stock of the
situation. He was extremely disappointed to know that all the six representatives were trailing behind
in target achievement. He was very blunt in communicating his disappointment and told their team to
get their targets by the end of the month. After the meeting, all the six representatives expressed their
displeasure with the meeting and found the demand of Prakash unreasonable. They commonly
perceived him to be a difficult person to deal with. They thought of approaching Shreyans for this.
Harish and Sameer, two of the representatives met Shreyans and discussed this with him. Shreyans was
a little upset with Prakash, but he thought to himself that Prakash is very efficient but lacks tact to
work with people. He assured the duo that he will speak to Prakash in this regard.
Shreyans called Prakash for an informal chat and advised him to go a little easy with people. Prakash
was clearly agitated about this since he took this as a personal affront, as he sensed during this meeting
that someone must have complained about his behavior to Shreyans. Instead of going easy with the
team, he turned more bitter in his approach. He called a meeting of all the sales representatives, and
indirectly communicated his displeasure with the incident. He once again made it clear that the targets
were attainable but needed a greater sense of commitment from the group. Obviously the sales
representatives did not like this. At the month-end briefing, Prakash was absolutely disappointed with
the team for having under-achieved on the targets’ count. He rebuked them for going slow on their
work and told them sternly to adhere to the targets in the next month. Deepak, on of the sales
representatives, objected to highly monthly targets and suggested that the targets be made more
reasonable. To this Prakash retorted by saying that the targets were absolutely reasonable. Obviously
the team was disheartened with this. They all decided to collectively approach Shreyans this time and
seek his intervention. When they met Shreyans to brief him about the situation, Shreyans was sure that
he had made a mistake somewhere.
QUESTIONS:
1) What happened when Prakash got promoted to the position of Asst. Manager (Marketing)? Why
did this happen?
2) If you were entrusted with the responsibility of managing 6 sales representatives & creating an
effective sales team, how would you do it?








1) What happened when Prakash got promoted to the position of Asst. Manager (Marketing)? Why
did this happen?

PRAKASH  was  a  sales  representative.

Sales Representative

Primary objective

Develop business with existing customers and establish new accounts within a designated territory to achieve a budgeted sales level.

Specific accountabilities

Maintain contact with customers in person, by telephone and by mail in accordance with a call plan and customer requirements.

Inform customers of supply and price trends and advise them on inventory control in relation to the company's products, if applicable.

Make company support services available to customers as appropriate.

Maintain current knowledge on new products, competitive products and other general market information of interest or value to customers.

Secure and renew orders, determine price within guidelines, arrange delivery dates and other matters to facilitate sales.

Refer complaints to the appropriate company departments and follow up to ensure customer satisfaction.

Maintain a sales programme within the territory based on customers' estimated requirements and sales targets.

Monitor competitive activity and report significant developments to management.

Maintain activity records and report on all phases of field activities as required by management.

Assist in the training of sales trainees.

Ensure business activities comply with legal and ethical demands.



PRAKASH  was  promoted   to  this  position

Sales  MANAGER,


Primary objective

Develop, direct and control the sales business strategies and activities for the organisation's sales activity to achieve revenue, sales and profit targets.

Specific accountabilities

Direct all sales activities for the achievement of short and long term business objectives, increased profit, and market control.

Establish and co ordinate the sales objectives, policies and programme within the context of the overall corporate plan and, where appropriate, recommend standards and set targets and quotas.

Prepare or arrange for preparation of the budgets, reports and forecasts and ensure they are presented in a timely manner to the Chief Executive.

Appraise the activities of the sales staff according to overall sales strategies. Monitor and evaluate the performance, and the efficiency of staff and procedures.

Co ordinate subordinate staff to optirnise the use of human and material resources to achieve goals. Consult with subordinate staff and review recommendations and reports.

Direct the preparation of operational matters including volume and profit objectives, promotion distribution, pricing and selling.

Direct sales activities by setting product mix, geographical sales areas and customer service standards.

Control and monitor sales methods, key customer strategies and arrangements by recommending prices, discount policies, credit arrangements, and conditions of sale.

Monitor customer service, invoicing, expenditure, payments and administration costs.

Direct the development of initiatives such as new products, incentive bonus schemes and the dropping of unprofitable products.

Maintain necessary contact and negotiations with major suppliers, key customers, industry associations and government representatives to achieve the objectives of the division.

May assist in the direction of merchandising methods and distribution policy.

Select, or approve the selection and training of staff. Establish lines of control and delegate responsibilities to subordinate staff.

Ensure all the activities of sales comply with relevant Acts, legal demands and ethical standards.


PRAKASH  WAS  PROMOTED   
-without  a  potential  appraisal
-without  training
-without  orientation

THE  ONLY  CRITERIA  USED  WAS  HIS  PERFORMANCE   AS  A  REP.
HIS  HANDLING  OF  THE  REPS  WAS  A DISASTER.

BEFORE  APPOINTMENT  TO  THE SALES  MANAGER  , HE  SHOULD  HAVE  BEEN
APPRAISED  FOR  THE  FOLLOWING
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Personal Attributes Attributes are the unique characteristics and qualities which describe the business professional.
•   Results-Oriented
•   Efficient
•   Committed
•   Thorough
•   Forward Thinker *
•   Creative Thinker *
•   Communicator *
•   Relationship Builder
•   Service-Oriented *
•   Confident o Adaptable *
•   Objective
Leadership and Development Competencies
Obtaining maximum personal and law department leverage requires proficiency in these competencies, and allows a lawyer to assume a position of influence and power in an organization.
•   Leadership
•   Impact and Influence
•   Innovation
•   Teamwork
•   Developing People
•   Commitment to Learning
Business and Client Competencies
This body of knowledge and skills includes an understanding of the organization, its industry, its management practices and their applicability to the organization.
•   Customer-Focused
•   Achievement-Oriented
•   Resourceful
•   Critical Thinking
•   Strategic Business Sense
Functional and Technical Knowledge / Skills [ SALES  MANAGER ]
Tasks
•   Resolve customer complaints regarding sales and service.
•   Oversee regional and local sales managers and their staffs.
•   Plan and direct staffing, training, and performance evaluations to develop and control sales and service programs.
•   Determine price schedules and discount rates.
•   Review operational records and reports to project sales and determine profitability.
•   Monitor customer preferences to determine focus of sales efforts.
•   Prepare budgets and approve budget expenditures.
•   Confer or consult with department heads to plan advertising services and to secure information on equipment and customer specifications.
•   Direct and coordinate activities involving sales of manufactured products, services, commodities, real estate or other subjects of sale.
•   Confer with potential customers regarding equipment needs and advise customers on types of equipment to purchase.
Tools & Technology
Tools used in this occupation:
Desktop computers
Notebook computers
Personal computers
Personal digital assistant PDAs or organizers — Personal digital assistants PDA
Scanners
Technology used in this occupation:
Calendar and scheduling software — Contact management software; Scheduling software
Customer relationship management CRM software — Eden Sales Manager; FrontRange Solutions Goldmine software; Salesforce.com Salesforce CRM; Vanguard Software Vanguard Sales Manager
Data base user interface and query software — Data entry software; Microsoft Access
Electronic mail software — Email software; IBM Lotus Notes; Microsoft Outlook
Spreadsheet software — Microsoft Excel
Knowledge
Sales and Marketing — Knowledge of principles and methods for showing, promoting, and selling products or services. This includes marketing strategy and tactics, product demonstration, sales techniques, and sales control systems.
Customer and Personal Service — Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction.
Administration and Management — Knowledge of business and management principles involved in strategic planning, resource allocation, human resources modeling, leadership technique, production methods, and coordination of people and resources.
English Language — Knowledge of the structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar.
Personnel and Human Resources — Knowledge of principles and procedures for personnel recruitment, selection, training, compensation and benefits, labor relations and negotiation, and personnel information systems.
Economics and Accounting — Knowledge of economic and accounting principles and practices, the financial markets, banking and the analysis and reporting of financial data.
Psychology — Knowledge of human behavior and performance; individual differences in ability, personality, and interests; learning and motivation; psychological research methods; and the assessment and treatment of behavioral and affective disorders.
Education and Training — Knowledge of principles and methods for curriculum and training design, teaching and instruction for individuals and groups, and the measurement of training effects.
Mathematics — Knowledge of arithmetic, algebra, geometry, calculus, statistics, and their applications.
Skills
Speaking — Talking to others to convey information effectively.
Active Listening — Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times.
Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do.
Persuasion — Persuading others to change their minds or behavior.
Coordination — Adjusting actions in relation to others' actions.
Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems.
Monitoring — Monitoring/Assessing performance of yourself, other individuals, or organizations to make improvements or take corrective action.
Service Orientation — Actively looking for ways to help people.
Judgment and Decision Making — Considering the relative costs and benefits of potential actions to choose the most appropriate one.
Management of Personnel Resources — Motivating, developing, and directing people as they work, identifying the best people for the job.
Abilities
Oral Comprehension — The ability to listen to and understand information and ideas presented through spoken words and sentences.
Oral Expression — The ability to communicate information and ideas in speaking so others will understand.
Speech Clarity — The ability to speak clearly so others can understand you.
Written Expression — The ability to communicate information and ideas in writing so others will understand.
Problem Sensitivity — The ability to tell when something is wrong or is likely to go wrong. It does not involve solving the problem, only recognizing there is a problem.
Speech Recognition — The ability to identify and understand the speech of another person.
Deductive Reasoning — The ability to apply general rules to specific problems to produce answers that make sense.
Fluency of Ideas — The ability to come up with a number of ideas about a topic (the number of ideas is important, not their quality, correctness, or creativity).
Written Comprehension — The ability to read and understand information and ideas presented in writing.
Originality — The ability to come up with unusual or clever ideas about a given topic or situation, or to develop creative ways to solve a problem.
Work Activities
Selling or Influencing Others — Convincing others to buy merchandise/goods or to otherwise change their minds or actions.
Establishing and Maintaining Interpersonal Relationships — Developing constructive and cooperative working relationships with others, and maintaining them over time.
Communicating with Supervisors, Peers, or Subordinates — Providing information to supervisors, co-workers, and subordinates by telephone, in written form, e-mail, or in person.
Getting Information — Observing, receiving, and otherwise obtaining information from all relevant sources.
Communicating with Persons Outside Organization — Communicating with people outside the organization, representing the organization to customers, the public, government, and other external sources. This information can be exchanged in person, in writing, or by telephone or e-mail.
Guiding, Directing, and Motivating Subordinates — Providing guidance and direction to subordinates, including setting performance standards and monitoring performance.
Developing and Building Teams — Encouraging and building mutual trust, respect, and cooperation among team members.
Making Decisions and Solving Problems — Analyzing information and evaluating results to choose the best solution and solve problems.
Developing Objectives and Strategies — Establishing long-range objectives and specifying the strategies and actions to achieve them.
Coaching and Developing Others — Identifying the developmental needs of others and coaching, mentoring, or otherwise helping others to improve their knowledge or skills.
Work Context
Electronic Mail — How often do you use electronic mail in this job?
Telephone — How often do you have telephone conversations in this job?
Contact With Others — How much does this job require the worker to be in contact with others (face-to-face, by telephone, or otherwise) in order to perform it?
Duration of Typical Work Week — Number of hours typically worked in one week.
Face-to-Face Discussions — How often do you have to have face-to-face discussions with individuals or teams in this job?
Freedom to Make Decisions — How much decision making freedom, without supervision, does the job offer?
Level of Competition — To what extent does this job require the worker to compete or to be aware of competitive pressures?
Structured versus Unstructured Work — To what extent is this job structured for the worker, rather than allowing the worker to determine tasks, priorities, and goals?
Deal With External Customers — How important is it to work with external customers or the public in this job?
Letters and Memos — How often does the job require written letters and memos?
###########################
2) If you were entrusted with the responsibility of managing 6 sales representatives & creating an
effective sales team, how would you do it?
Transitioning to Sales Management:

STAGE   1
New Responsibilities and Expectations
Going from ‘‘Selling’’ to ‘‘Managing’’
Understanding the Current Sales Culture
Understanding Who Is on the Current Team
The Challenges of Being on Two Teams at Once
Embracing Change
The Big Picture—Short- and Long-Term

STAGE  2
It’s All About Communication
PAY ATTENTION Listening Skills
UNDERSTAND  Communication Styles
How Roles and Situations Affect Your Style
Working with People with Different Styles
Strategies for Improving Communications
Running an Effective Meeting
Presentation Skills
STAGE   3

Sales Planning: Setting the Direction for the Sales Team
Aligning the Corporate Strategy with the Sales Team
Where Sales Fits in the Corporate Structure
The Customer-Centric Organization

STAGE   4
Marketing’s Relationship to Sales
Creating a Plan
Characteristics of a Good Plan
Continuous Planning
Assessing the Business

STAGE  5
Time Management, Territory Planning, and
Sales Forecasting
Time Management
The Art of Delegating
Sales Territory Planning


STAGE  6.
Recruiting, Interviewing, and Hiring the Very Best
Enhancing Your Current Team
Developing Specific Criteria for the Selection Process
Optimal Sources for Recruiting
The Number One Rule in Recruiting: Constantly Recruit
Ensuring a Positive Interview Process
The Written Offer
Firing Is Inevitable


STAGE   7.
Building the Environment for Motivation: Compensation
Plans, Recognition, and Rewards
Sales Compensation and Incentives Planning
Benefits and the Total Compensation Package
Nonfinancial Incentives—Rewards and Recognition


STAGES   8.
Training, Coaching, and Counseling: When and How to
Apply Each
Methods of Training Based on Learning Styles
The Core Concepts of Reinforcement
The Development of Winners
Coaching and Counseling
Goal-Setting Sessions
#############################

Management Consulting

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Leo Lingham

Expertise

management consulting process, management consulting career, management development, human resource planning and development, strategic planning in human resources, marketing, careers in management, product management etc

Experience

18 years working managerial experience covering business planning, strategic planning, corporate planning, management service, organization development, marketing, sales management etc

PLUS

24 years in management consulting which includes business planning, strategic planning, marketing , product management,
human resource management, management training, business coaching,
counseling etc

Organizations
PRINCIPAL -- BESTBUSICON Pty Ltd

Education/Credentials
MASTERS IN SCIENCE

MASTERS IN BUSINESS ADMINSTRATION

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