principle of management pge 22.docghhhhhh

8/6/2019 Principle of Management Pge 22.Docghhhhhh

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PRINCIPLES OFMANAGEMENT

F.Y.B.M.S DiV ADOCUMENTATION BY GROUP1

Bhavans college


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Group Members

Names

Roll Nos

Ronak Agrawal1

Shoab Ansari3

Hrishikesh Baishya

4

Vaishali Barick5


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Sagar Bhagat

6

ACKNOWLEGEMET

We owe profound Gratitude

to Mrs.Farida Mam for stimulatingour .Creative abilities by assigningthis report to us. Writing thisreport appeared to be a greatexperience to us. It added a lot to

our knowledge while we wereworking on this report. If we saythat this report is one of ourmemorable experiences in


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students life, then it would not bewrong. We are immensely obliged

to all our fellow students whoguided us in making this report,without whose considerateattention &, it would be difficultfor us to complete this report on

time. Whatever we have learntfrom them & this project reporthas out indelible impression on ourmind. It is our conviction that thislearning experience will always be

a source of help in our practicallife and professional career.

INDEX

1. INTRODUCTION TO SALESDEPARTMENT


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2. PROPERTIES OF THE PRODUCT

3. USAGE OF THE PRODUCT

4. SECTIONS UNDER SALES DEPARTMENT

5. SALES STRATEGIES

6. SALES CHANNELS

7. SEGMENTATION

8. SALES PROMOTIONS

9. BUDGETING

10.SALES BUDGET

Introduction to salesDepartment

In the same way as selling has become moreprofessional, so too has the nature and role of salesmanagement. The emphasis is now on the wordmanagement. Increasingly, those involved inmanagement are being called upon to exercise in aprofessional way the key duties of all managers,namely planning, organising and controlling.the main


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function of a sales department is to attract & retaincustomers.

Many moving parts are tied to this but the number oneobjective is to attract and retain customers.

That sales activities need to been co-coordinated i.e.,to meet the customers demand with appropriatesupply to our product.

The next is to increases the sales volume to ourproduct considering a particular period of time.

Then to give motivation by appropriate means to thesales persons and to give appropriate training to themin caring out the sales activities successfully they

analyze the demands of markets. Nowadays the salesmanager is expected to play a much more strategicole in the company.

The prime responsibility is to ensure that the salesfunction makes the most effective contribution to theachievement of company objectives and goals.

Properties of the product

I. There is an extensive range available in disposable

organic plastic sheets.

II. Disposable organic sheets are easy to handle,economical and can be disposed easily.

III. With the changing lifestyle of mankind, the use ofdisposable products is raising like anything.


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IV. Organic plastic sheets are very popular because it canbe carried easily, and very low in prices too.

V. Organic sheets are eco-friendly.

VI. Our disposable organic plastic sheets are made up ofldpe plastics.

VII. Our plastic sheets are made up of various materialssuch as dry leaves, papers and plastic etc.

VIII. Our product is specially designed to dispose easilyafter use.

Usage of the product

I. Organic plastic sheets are like a gift for todays hecticlifestyle, they save your energy and money both.

II. Organic plastic sheets are an easily available material.

III. It is molded easily in desired shape.

IV. Plastic is highly flexible.


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V. Our plastic sheets are safe to keep eatables.

VI. Plastic is counted as one of the most heat resistantmaterial.

VII. Our plastic sheets are very cost effective.

VIII. Our organic disposable plastic sheets are useful inindustrial as well as domestic purpose.

Sections under salesDepartment

Our sales departments usually consist

Of:-

General sales manager:-

The two primary responsibilities of the sales managerare to achieve the companys goals and to develop


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the people reporting to them. Many sales managersoperate without a sales management process.

On this one day sales manager master class the salesmanager will learn how to put in place a sales

management process where he can clearly define theactivities and responsibilities of the sales force andconstruct a formal organization of the sales operation.

The sales manager will learn how to lead and motivehis sales team for success.

Assistant sales manager:-

Assistant sales manager reports to sales manager;assistant sales manger assists the manager in thedaily operations of a retail store.

These operations can include customers service,sales and inventory control. Consistently achievesindividual sales goals and helps sales to achievegoals implements and reviews store policies andprocedures helps with the supervision of sales staff.

Assistant sales manager job responsibilities are, theyneed to achieve or exceed l.p.p goal and needs tohelp salon manager achieve or exceed gcm goal.

Ensure excellent customer service by providinginformation, resolving problems, and answeringquestions for employees and customers.

Maintain product presentation and housekeepingstandards in all areas of the salon in accordance withcompany policies. Learn to prepare work scheduleswithin agreed upon payroll budgets.

Branch sales manger:-


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A branch sales manager is the subordinate of abranch manager who is delegated responsibility forincreasing the office client base and revenues.

The job requires close work with financial advisors;

both in implementing firm side sales strategies and indeveloping tactics relate to the local competitivesituation countering the efforts of other financialservices firm to penetrate the local client base is amajor concern for branch sales manager.

Branch sales manager hold an important role in thehiring of new financial advisors or in the dismissal offinancial advisors for under performance or for legal,

regulatory or firm policy infractions. In these matters, the sales manager acts in an

advisory role to the branch manager. Additionally, branch sales manager often take on a

mentoring role with new inexperienced financialadvisors, or with experienced hires from others firmswho must learn their new firms way of doing

business.

Sales correspondents:-

It complies the data pertinent to manufacture ofspecial products for customers. Roadscorrespondents from customers to determine needsof the customers not met by standard products,confers with engineering department to ascertainfeasibility of designing special equipment. Conferswith production personnel to determine feasibility


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Of fabrication and to obtain estimate of cost andproduction time. Corresponds with customer toinform of production progress and costs. Mayspecialize in correspondence dealing with customer

service agreement and be designated servicecorrespondent.

Statistical clerks:-

Statistical clerks compile and tabulate facts ornumerical data such as costs, sales and volume foruse in data processing or statistical studies.

The statistical studies contain classified andsignificant information, usually in the form of tables,charts or graphs to help administrators and managersmake decisions.

1. Statistical clerks may compile statistics from suchsources as production and sales records,personnel records, time sheets, survey sheets,

questionnaires and data published by governmentor trade association.

2. Assemble and classify statistics according to setprocedures. Arrange data in chart, graph andtabulated form. Compute statistical formulas usingcalculator and computers.

3. Check source data for accuracy.

Stenographers:-


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The role of stenographers is primarily to transcriberecords, usually in a legal setting, in addition though,stenographers can also help with clerical tasks itenhance office operations.

They may be asked to write up a variety of materialsand reports up to data. Stenographers take dictationfrom clients and either transcribe their notes using awork processor or type directly in to a dictatingmachine.

Their dictation is often used to create letters, legaldocuments, technicalor statistical data, and othertypes of documents.

Sales strategies

One of the key roles of the sales function in the planningprocess is the provisions of such information. This willbecome clearer if we examine just some of the stages inthe planning process. These stages include:

Analysis of current market situation:-


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Once again, the sales function is ideally placed tocomment on the appropriateness of anysuggested strategies.

A point worth mentioning here is that the sales

manager should actively encourage the sales staffto comment upon the appropriateness of companymarketing strategies.

Often the field sales force can assess accuratelyhow existing target markets will respond tocompany marketing initiatives.

Budgeting, implementation and control:-

The preparation of the sales forecast is anecessary prerequisite to the preparation ofdetailed plans. The sales forecast is also used inthe preparation of the sales budget.

On the basis of the sales forecast, the salesmanager must determine what level of expenditure

will be required to achieve the forecasted level ofsales. The important thing to remember about this

budget is that it is the corner stone of the wholebudgeting procedure in a company. Not only theactivities of the sales department, but alsoproduction, personnel, finance, and research anddevelopment will be affected by this budget.

At this stage it is stuffiest to note that in preparingthe sales budget the sales manager must preparean outline of the essential sales activities requiredto meet the sales forecast, together with anestimate of their costs.

The precise contents of the annual sales budgetwill vary between companies, but will normally


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include details of salaries, direct selling expenses,administrative costs and commissions andbonuses.

Sales channels:-

Modern-day manufacturing, more cosmopolitanconsumers, better transportation andCommunication, and business specialization has meantthat channel decisions are now quite complex. In fact,


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as a result of automation and computerization,production costs as a few years ago.

The market:-

This must be analyzed with a view to ensuring thatas many potential consumers as possible willhave the opportunity to purchase the product orservice.

Channel compatibility with similar products in themarket place is important; consumers are quiteconservative and any radial move from the

accepted norm can be viewed with suspicion.Unless there are sound reasons for so doing, itdoes not make sense to go outside theestablished channel.

Channel costs:-

Generally the shortest channels are the costliest.

Thus the company selling direct may achieve largemarket coverage, but in addition to increasedinvestment in the sales force the firm will alsoincur heavier transportation and warehousingcosts.

There has been a trend in recent years formanufacturers to shorten their channels in orderto control more effectively the distribution of theirproducts, particularly where expensive advertisinghas been used to pre-sell the goods to theconsumer.


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The product:-

Generally, low-cost low-technology items are moresuited to longer channels. More complex items,often requiring much after sales service, tend tobe sold through short channels.

This is why most industrial products are solddirect from the producer to the user.

Profit potential:-

There comes a point when the costs of attemptingto obtain more sales through the channeloutweigh the revenue and profits to be gainedfrom those increased sales.

A manufacturer using short channels is morelikely to have high gross margins, but equallyhigher channel expenses.

The manufacturer using longer channels will haverelatively lower gross margins, coupled with lowerchannel expenses.

Segmentation:

When our company decides to sell to a specific targetmarket, it is employing market


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Segmentation. This is basically an attempt to group orto classify customers according to similar needs orpurchasing characteristics. These needs can relate tonon-product as well as product benefits.

Broadly speaking, segmentation partitions the marketinto industrial, retail, wholesale consumer andinternational specific segmentation which includes thefollowing:

1. Cultural :This is important in international markets, as

well as in domestic markets where large cultural or

ethnic groupings occur.

2. Demographic:This contains factors such as age, income, sex,occupation, size of family, type of dwelling, religion,social class or grade.

3. Geographic:

Here, segmentation includes nations, regions within anation, and areas within regions, cities and districts.

4. Psychographic:This is concerned with groupings based uponpersonality types; including life-styles.it could alsoinclude interests and hobbies.

Sales promotions:-


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Sales promotions embrace a variety of techniques thatorganization can use as part of their total marketingeffort.It is sometimes implied that sales promotion is a second

rate or peripheral marketing activity.Sales promotions can be divided into 3 main areas ofactivity:

1. Trade promotions.2. Personnel motivation.

o Trade promotions:

The aim of trade promotions is usually to pushproducts (push techniques) through the sales channeltowards the customer.Similar to consumer promotions, incentives are offeredin the offered in the form of extra rewards such as cashdiscounts, increased margins on sales, dealercompetions, exhibitions, provision of demonstrators,holidays(often in the guise of a conference or product

launch),etc.The objectives of retailer-distributer promotions are:

To achieve widespread distribution of a newbrand.

To move excess stocks on to retailers shelves.

To achieve the required display levels of aproduct.

To encourage greater overall stockholding of aproduct. Particularly in the case of non-consumer products,

to encourage salespeople at distributer level torecommend the brand.

To encourage support for overall promotionalstrategy.


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There are a number of problems associated with tradepromotions. Too frequent use of promotions can meanthat a sales person directs his or her attention to the

one product involved and neglects other products in theproduct line. There is also a danger that a tradepromotion may be used to push an uncompetitive brandor inferior product.

o Personnel motivatiion:

These are essentially promotions to the sales force,

But many apply to distributors and retailers.When establishing a sales force incentive scheme onemust considerobjectives, timing, scoring methods andprizes/rewards, typical objectives of such a scheme maybe:

The introduction of a new product line.

The movement of slow-selling items.

To obtain wider territory coverage.

To develop new prospects.

To overcome seasonal sales slumps.

To obtain display.

To develop new sales skills

Budgeting:


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An organization needs the budget in order to ensurethat its expenditure does not exceed its plannedincome.

Its has already been shown that the sales forecast isthe starting point for business planning activities.

The company costing department takes the medium-term sales forecast as its starting point, are from thisbudgets are then appointed to departments (or costcenters in accounting parlance).

Budget state limits of spending; they are thus ameans of control. The company can plan its budgetprofit based upon anticipated sales, minus the cost ofachieving those sales (which is represented in thetotal budget for the organization)

A prime factor cause of many business failures, notnecessarily because of bad products or a bad sales

force, but through insufficient money being availableto meet working capital requirements.

These problems all stem from incorrect medium-termforecasting in there first place.

The sales budget:


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The sales budget may be said to be the total revenueexpected from all products that are sold, and as suchthis affects all other aspects of the business.

Thus, the sales budget comes directly after the salesforecast.

It can therefore be said that the sales budget is thestarting point of the company budgeting procedurebecause all other company activities are dependentupon sales and the total revenue anticipated from thevarious products that the company sells.

This budget affects other functional areas of thebusiness, namely finance and production, becausethese two functions are directly dependent uponsales.

The sales budget thus is the revenue earner for thecompany and the other budgets represent

expenditures incurred in achieving the sales.

Bibliography.


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1. (Reference) Selling AndSales Management

-Jacob Jaffrey

2. Www.Salesxcellence.Co.Uk

3. Www.Salesforce.Com

4.Www.Businessballs.Com

5. Www.Books.Google.Co.In
http://www.salesxcellence.co.uk/http://www.salesxcellence.co.uk/http://www.salesforce.com/http://www.businessballs.com/http://www.books.google.co.in/http://www.salesxcellence.co.uk/http://www.salesxcellence.co.uk/http://www.salesforce.com/http://www.businessballs.com/http://www.books.google.co.in/

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