Table of contents

Chapter 1 Trade Structure and Route to Market

Chapter 2 The Sales Strategy

Chapter 3 The Performance Indicators for Sales Management

Chapter 4 Organizational Roles and Responsibilities

Chapter 5 Organization Models, Recruitment, and Incentives

Chapter 6 The Business Planning Process

Chapter 7 The Order to Cash Process

Chapter 8 The Sales and Operations Planning Process

Chapter 9 The Challenges of Sales Management

Detailed contents

Chapter 1 Trade Structure and Route to Market

Retail outlets and sales channels

Trade accounts and route to market

Trade account strategies and economics

Trade account pre-evaluation model

Takeaway points

Chapter 2 The Sales Strategy

Definitions of corporate strategy: a mini tour

Sales strategy: definition, responsibility, and sources

Market analysis: trade environment scan

Responding to customers’ strategies

Customer-satisfaction surveys as a strategic input and a monitoring tool

Organization capabilities assessment and capability building program

Corporate strategy: vision, strategic themes, and goals

The definition of the sales strategy: strategic actions, targets, and activities

Communication and outputs of the sales strategy

Takeaway points

Chapter 3 The Performance Indicators for Sales Management

Why we need key performance indicators?

Financial indicators

Field sales efficacy indicators

Customer-service indicators

Point of purchase indicators

Joint business planning and customer indicators

Utilizing KPIs: the sales team scorecard

Utilizing KPIs: identifying reasons and solutions

Takeaway points

Chapter 4 Organizational Roles and Responsibilities

The pillars of the organization of the sales function

The multilevel customer interface: an example

The front office roles

The back office roles

Takeaway points

Chapter 5 Organization Models, Recruitment, and Incentives

The organization of the front office: alternative models

The organization of the back office: alternative models

Job descriptions

Sizing, recruiting, training, and developing the sales team

Incentives, variable pay, reward, and recognition

Takeaway points

Chapter 6 The Business Planning Process

The business planning process in sales management

Customer business plans: prerequisite and structure

Trade category plans: prerequisite and structure

Integrated business planning

Customer audit

Integration matrix

The customer negotiation plan

IT tools for business planning

Takeaway points

Chapter 7 The Order to Cash Process

The definition of order to cash

The phases of the O2C cycle

The golden rule and the principles of O2C

Roles and responsibilities of the O2C cycle

The performance indicators of the O2C cycle

IT tools for O2C

O2C development and innovation

Takeaway points

Chapter 8 The Sales and Operations Planning Process

The definition of sales and operations planning

Why a sales director should care about S&OP?

The phases of the S&OP cycle

The principles of S&OP

The prerequisites of S&OP

Meetings supporting the S&OP process

The S&OP performance indicators

IT tools for S&OP

Takeaway points

Chapter 9 The Challenges of Sales Management

Changes will happen

Mergers and acquisitions

An experience of merger

Two theories on leading cultural change

A change checklist for the sales director

Customer consolidation and channels evolution

Customer internationalization

The future challenges of sales management

Takeaway points