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E5SalesforceOrganizationExercise.docx
04.IngramSM8Ch41.pptx
E5SalesforceOrganizationExercise.docx
Salesforce Organization Exercise
1. Interview a sales manager to understand the sales organizational design plan for the company or business unit for which he/she works. Address the following.
a. What is this manager’s name, job title, and company? Describe the industry? Who are this salesforce’s primary customers (e.g., manufacturers, retailers, businesses, consumers, etc.)
b. Describe the organizational design for the salesforce. Which of the designs we discussed in class (e.g., geographical, market, product, function, etc.) does this most closely align with? Justify your answer.
c. Why did the sales manager choose this particular sales organizational/territory design plan? According to this manager, what are the pros and cons of the design?
Notes: Be sure to incorporate topics, concepts, and terminologies discussed in the chapter.
2. Submit/post your word document to the Bb assignment folder space by the due date listed in the syllabus schedule. Note: Write-ups should be no more than 3 single spaced pages.
Grading Rubric to be used
|
Criteria |
Points
|
|
Answers cover all parts/aspects of the questions, are in-depth, incorporates concepts from the course material, and contain proper spelling and grammar.
|
27-30 |
|
Answers cover some but not all parts/aspects of the questions, are somewhat in-depth, may lack adequate incorporation of concepts from the course material, and contain some spelling and grammar errors.
|
24-26 |
|
Answers cover only a few parts/aspects of the questions, are lacking depth, are void of concepts from the course material, and contain many spelling and grammar errors.
|
0-25 |
|
Late submission of work |
50% deduction from earned score |
04.IngramSM8Ch41.pptx
Sales Organization Structure and Salesforce Deployment
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
1
Learning Objectives
Define the concepts of specialization, centralization, span of control versus management levels, and line versus staff positions.
Describe the ways salesforces might be specialized.
Evaluate the advantages and disadvantages of sales organization structures.
Name the important considerations in organizing strategic account management programs.
Explain how to determine the appropriate sales organization structure for a given selling situation.
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
2
Learning Objectives
Discuss salesforce deployment.
Explain three analytical approaches for determining allocation of selling effort.
Describe three methods for calculating sales force size.
Explain the importance of sales territories and list the steps in the territory design process.
Discuss the important “people” considerations in salesforce deployment.
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
3
Sales Organization Concepts
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
4
3
Specialization
The degree to which individuals perform some of the required tasks to the exclusion of others.
Individuals can become experts on certain tasks, leading to better performance for the entire organization.
Sales Force Specialization Continuum
Some specialization
of selling activities,
products, and/or
customers
All selling activities
and all products to
all customers
Generalists
Certain selling activities for certain products for certain customers
Specialists
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
5
2
Sales Organization Concepts
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
6
3
Centralization
The degree two which important decisions and tasks performed at higher levels in the management hierarchy.
Centralized structures place authority and responsibility at higher management levels.
Flat Sales Organization
Span of Control
Management Levels
National Sales Manager
District Sales Manager
District Sales Manager
District Sales Manager
District Sales Manager
District Sales Manager
Span of Control vs. Management Levels
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
7
Tall Sales Organization
National Sales Manager
Span of Control
Management Levels
District Sales Manager
District Sales Manager
District Sales Manager
District Sales Manager
District Sales Manager
District Sales Manager
Regional Sales Manager
Regional Sales Manager
Span of Control vs. Management Levels
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
8
National Sales Manager
Regional Sales Managers
District Sales Managers
Sales Training Manager
Sales Training Manager
Salespeople
Staff Position
Line Position
Line vs. Staff Positions
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
9
4
Selling-Situation Factors and Organizational Structure
| Organizational Structure | Environmental Characteristics | Task Performance | Performance Objective |
| Specialization | High Environmental Uncertainty | Nonroutine | Adaptiveness |
| Centralization | Low Environmental Uncertainty | Repetitive | Effectiveness |
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
10
5
Customer and Product Determinants of Sales Force Specialization
Customer Needs Different
Customer Needs Similar
Simple Product Offering
Complex Range of Products
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
11
5
Geographic Sales Organization
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
12
Comparison of
Sales Organization Structures
| Organizational Structure | Advantages | Disadvantages |
| Geographic | Low Cost No geographic duplication No customer duplication Fewer management levels | Limited specialization Lack of management control over product or customer emphasis |
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
13
7
Customer and Product Determinants of Sales Force Specialization
Customer Needs Different
Customer Needs Similar
Simple Product Offering
Complex Range of Products
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
14
5
Product Sales Organization
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
15
Comparison of
Sales Organization Structures
| Organizational Structure | Advantages | Disadvantages |
| Product | Salespeople become experts in product attributes & applications Management control over selling effort | High cost Geographic duplication Customer duplication |
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
16
7
Customer and Product Determinants of Sales Force Specialization
Customer Needs Different
Customer Needs Similar
Simple Product Offering
Complex Range of Products
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
17
5
Market Sales Organization
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
18
Large
Small
Complexity of Account
Size of Account
Large
Account
Simple
Complex
Major or
Strategic
Account
Regular
Account
Complex
Account
Identifying Commercial Accounts
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
19
Comparison of
Sales Organization Structures
| Organizational Structure | Advantages | Disadvantages |
| Market | Salespeople develop better understanding of unique customer needs Management control over selling allocated to different markets | High cost Geographic duplication |
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
20
7
Customer and Product Determinants of Sales Force Specialization
Customer Needs Different
Customer Needs Similar
Simple Product Offering
Complex Range of Products
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
21
5
Functional Sales Organization
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
22
Comparison of
Sales Organization Structures
| Organizational Structure | Advantages | Disadvantages |
| Functional | Efficiency in performing selling activities | Geographic duplication Customer duplication Need for coordination |
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
23
7
Strategic Accounts Options
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
24
Hybrid Sales Organization Structure
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
25
Team Exercise
So Let’s Design Your Sales Organization
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
image2.jpeg
image3.png
image4.png
image5.png
image6.png
image7.png
image8.png
image9.png
image1.jpeg
E5SalesforceOrganizationExercise.docx
Salesforce Organization Exercise
1. Interview a sales manager to understand the sales organizational design plan for the company or business unit for which he/she works. Address the following.
a. What is this manager’s name, job title, and company? Describe the industry? Who are this salesforce’s primary customers (e.g., manufacturers, retailers, businesses, consumers, etc.)
b. Describe the organizational design for the salesforce. Which of the designs we discussed in class (e.g., geographical, market, product, function, etc.) does this most closely align with? Justify your answer.
c. Why did the sales manager choose this particular sales organizational/territory design plan? According to this manager, what are the pros and cons of the design?
Notes: Be sure to incorporate topics, concepts, and terminologies discussed in the chapter.
2. Submit/post your word document to the Bb assignment folder space by the due date listed in the syllabus schedule. Note: Write-ups should be no more than 3 single spaced pages.
Grading Rubric to be used
|
Criteria |
Points
|
|
Answers cover all parts/aspects of the questions, are in-depth, incorporates concepts from the course material, and contain proper spelling and grammar.
|
27-30 |
|
Answers cover some but not all parts/aspects of the questions, are somewhat in-depth, may lack adequate incorporation of concepts from the course material, and contain some spelling and grammar errors.
|
24-26 |
|
Answers cover only a few parts/aspects of the questions, are lacking depth, are void of concepts from the course material, and contain many spelling and grammar errors.
|
0-25 |
|
Late submission of work |
50% deduction from earned score |
04.IngramSM8Ch41.pptx
Sales Organization Structure and Salesforce Deployment
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
1
Learning Objectives
Define the concepts of specialization, centralization, span of control versus management levels, and line versus staff positions.
Describe the ways salesforces might be specialized.
Evaluate the advantages and disadvantages of sales organization structures.
Name the important considerations in organizing strategic account management programs.
Explain how to determine the appropriate sales organization structure for a given selling situation.
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
2
Learning Objectives
Discuss salesforce deployment.
Explain three analytical approaches for determining allocation of selling effort.
Describe three methods for calculating sales force size.
Explain the importance of sales territories and list the steps in the territory design process.
Discuss the important “people” considerations in salesforce deployment.
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
3
Sales Organization Concepts
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
4
3
Specialization
The degree to which individuals perform some of the required tasks to the exclusion of others.
Individuals can become experts on certain tasks, leading to better performance for the entire organization.
Sales Force Specialization Continuum
Some specialization
of selling activities,
products, and/or
customers
All selling activities
and all products to
all customers
Generalists
Certain selling activities for certain products for certain customers
Specialists
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
5
2
Sales Organization Concepts
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
6
3
Centralization
The degree two which important decisions and tasks performed at higher levels in the management hierarchy.
Centralized structures place authority and responsibility at higher management levels.
Flat Sales Organization
Span of Control
Management Levels
National Sales Manager
District Sales Manager
District Sales Manager
District Sales Manager
District Sales Manager
District Sales Manager
Span of Control vs. Management Levels
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
7
Tall Sales Organization
National Sales Manager
Span of Control
Management Levels
District Sales Manager
District Sales Manager
District Sales Manager
District Sales Manager
District Sales Manager
District Sales Manager
Regional Sales Manager
Regional Sales Manager
Span of Control vs. Management Levels
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
8
National Sales Manager
Regional Sales Managers
District Sales Managers
Sales Training Manager
Sales Training Manager
Salespeople
Staff Position
Line Position
Line vs. Staff Positions
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
9
4
Selling-Situation Factors and Organizational Structure
| Organizational Structure | Environmental Characteristics | Task Performance | Performance Objective |
| Specialization | High Environmental Uncertainty | Nonroutine | Adaptiveness |
| Centralization | Low Environmental Uncertainty | Repetitive | Effectiveness |
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
10
5
Customer and Product Determinants of Sales Force Specialization
Customer Needs Different
Customer Needs Similar
Simple Product Offering
Complex Range of Products
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
11
5
Geographic Sales Organization
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
12
Comparison of
Sales Organization Structures
| Organizational Structure | Advantages | Disadvantages |
| Geographic | Low Cost No geographic duplication No customer duplication Fewer management levels | Limited specialization Lack of management control over product or customer emphasis |
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
13
7
Customer and Product Determinants of Sales Force Specialization
Customer Needs Different
Customer Needs Similar
Simple Product Offering
Complex Range of Products
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
14
5
Product Sales Organization
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
15
Comparison of
Sales Organization Structures
| Organizational Structure | Advantages | Disadvantages |
| Product | Salespeople become experts in product attributes & applications Management control over selling effort | High cost Geographic duplication Customer duplication |
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
16
7
Customer and Product Determinants of Sales Force Specialization
Customer Needs Different
Customer Needs Similar
Simple Product Offering
Complex Range of Products
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
17
5
Market Sales Organization
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
18
Large
Small
Complexity of Account
Size of Account
Large
Account
Simple
Complex
Major or
Strategic
Account
Regular
Account
Complex
Account
Identifying Commercial Accounts
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
19
Comparison of
Sales Organization Structures
| Organizational Structure | Advantages | Disadvantages |
| Market | Salespeople develop better understanding of unique customer needs Management control over selling allocated to different markets | High cost Geographic duplication |
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
20
7
Customer and Product Determinants of Sales Force Specialization
Customer Needs Different
Customer Needs Similar
Simple Product Offering
Complex Range of Products
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
21
5
Functional Sales Organization
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
22
Comparison of
Sales Organization Structures
| Organizational Structure | Advantages | Disadvantages |
| Functional | Efficiency in performing selling activities | Geographic duplication Customer duplication Need for coordination |
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
23
7
Strategic Accounts Options
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
24
Hybrid Sales Organization Structure
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
25
Team Exercise
So Let’s Design Your Sales Organization
Chapter 4: Sales Organization Structure and Salesforce Deployment
Ingram
LaForge
Avila
Schwepker Jr.
Williams
Sales Management: Analysis and Decision Making
image2.jpeg
image3.png
image4.png
image5.png
image6.png
image7.png
image8.png
image9.png
image1.jpeg
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