The transition from selling to managing

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The Ministry of Science and Education of the Russian Federation Togliatti Social-Economic college REPORT TOPIC: The transition from selling to managing SOURSE: “The transition from selling to managing” by Student: Mustaeva P.S. Group: F-32 Teacher: Alferova L.A. Togliatti 2005 Contents: Introduction From selling to managing Five critical differences between selling and managing The cycle of managing Planning: the first step Developing a plan of action 4. Implementing the plan Key accounts 5. The appraisal process The informal appraisal The formal appraisal 6. The control function Effective communications Downward communications Upward communications Conclusion Introduction The topic of my report is “The transition from selling to managing”. This topic is rather urgent

now days, because problem of transition occurs frequently in sales organization. Most field sales managers have been sales people far longer than they have been managers; consequently, the transition from salespeople to manager can be extremely difficult. In fact, many who try never really make the grade. Sales managers have many responsibilities. Some of them are: development and growth of sales representatives, planning, control of performing plans of actions, setting contacts between reps, effective downward and upward communications and others. The sales manager’s job is very difficult. It demands good economical education, ability to work in team, attention to salespeople and others abilities. The report also tells the reader about necessary relationship between sales

manager and sales reps. It is very important for effective management and reaching agreed-upon objectives. The main parts of this report are: From selling to managing Planning: the first step Implementing the plan The appraisal process The control function Effective communications This information may be helpful for future specialists and for salespeople who want to become good sales managers. From selling to managing Problem of transition occurs so frequently in sales organizations, perhaps it would be well to begin by considering some of the problems involved in making a successful adjustment to the responsibilities of a manager. Sales manager’s duties will vary widely from one company to another. Some field sales managers are actually only supersales reps who handle the more

important accounts; some supervise only one or two reps and devote the remainder of their time to direct sales efforts; still others may devote their entire time to supervision and do no direct selling themselves. But all have certain features in common. The sales rep and the sales manager both deal with people. For a sales rep, these people are your prospects and customers. He must be able to influence them, wins their confidence and approval. Manager must be able to get along with his sales force, wins their confidence and respect so that they perform well. The sales rep and the sales manager must each be capable of planning the particular activities demanded by their position. Both are, of course, concerned with sales, orders, profits, and their own promotion and advancement.

However, it is the critical differences between these two jobs that must be understood if we are to have a sound understanding of the management function. Five critical differences between selling and managing The first responsibility of sales reps is to develop accounts. They must be able to sell accounts in their territory, strengthen the bonds that tie the accounts to the company and to themselves, thus steadily increasing sales volume. Field sales manager has one overriding concern – to develop people – salespeople. This is by far his chief responsibility. Sales manager’s success no longer depends on his own sales ability but on his capacity to help others to develop and grow in their jobs, to become more skilled and effective, and to perform better as sales reps. The