Why should I take this certification?

As a sales manager you are responsible for identifying, increasing and managing sales. The certification will teach you various areas of sales like sales forecasting, sales organisation structure, recruiting and training sales personnel, motivation, compensation, budgeting, channel management, evaluation and control of team and supply chain management.

You will Study & Learn

  • Sales Management
  • Objective & Scope of Selling
  • Buyer Seller Dyad
  • Personal Selling
  • Theories of Selling
  • Selling Process
  • Prospecting, Objection Handling & Closing
  • Sales Forecasting
  • Market Potential
  • Economic Model Building
  • Functions of a Sales Person
  • Types of Sales Organisation Structure
  • Recruitment & Selection Process
  • Training Objective & Methods
  • Theories of Motivation
  • Devising Compensation
  • Standards of Performance Qualitative, Quantitative and more

How will I benefit from this certification?

Sales is an essential skill in all career paths. This certification will prepare you for the role of a Sales Manager. It will teach you everything about sales and will give all the practical tools to implement & get better results.

Companies that hire Sales Manager

Vskills Certified Sales Manager will find employment in Top MNC's and organisations like Bharti AXA Life, Samsung, LG, ITC, HUL, Raymond, SBI Cards, Fedex

Sales Manager Table of Contents

https://www.vskills.in/certification/Sales-Manager-Table-of-contents

Sales Manager Tutorial

http://vskills.in/certification/tutorial/sales-bpo/sales-manager/

Sales Manager Sample Questions

https://www.vskills.in/certification/Sales-Manager-Sample-Questions

Sales Manager Mock Test

http://www.vskills.in/practice/quiz/Sales-Manager


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TABLE OF CONTENT

1. Objective and Scope of Personal Selling

1.1 Sales Management as defined by

1.2 Objectives of Sales Management 

1.3 Sales Executives as Coordinator

1.4 Coordinating with Advertising

1.5 Co-ordination with Production

1.6 Co-ordination with Human Resource

1.7 The Four Sales Channels

1.8 Sales Management in the 21st Century

1.9 A Five-Step Remedy

1.10  “Top Gun” Sales Managers

2. Buyer Seller Dyad and Personal Selling Situations

2.1 Buyer Seller Dyad

2.2 Diversity of Personal-selling Situations

2.3 Recent Trends In Selling

2.4 Team Selling

2.5 Sales Force Automation (SFA)

2.6 Theories of Personal Selling

3. Theories of Selling

3.1  “Right Set of Circumstances” Theory Of Selling

3.2  “Buying Formula” Theory of Selling

3.3  “Behavioral Equation” Theory

4. Personal Selling Process

4.1 Personal Selling Process

4.2 Steps in Personal Selling Process

4.3 Mistakes in Sales

5. Prospecting, Objection Handling and Closing

5.1 Prospecting

5.2 Formulating Prospect Definitions

5.3 Searching out Potential Accounts

5.4 Sales Resistance

5.5 Closing Sales

6. Sales Forecasting-I

6.1 Types of Personal-Selling Objectives

6.2 Market Potential

6.3 Analyzing Market Potential

6.4 Market Indexes

6.5 Sales Potential and Sales Forecasting

6.6 Sales Forecasting Methods

6.7 Qualitative Forecasting Methods

6.8 Poll of Sales Force Opinion

6.9 Survey of Customers’ Buying Plans

7. Sales Forecasting-II

7.1 Projection of Past Sales

7.2 Moving Average Method

7.3 Regression Analysis

7.4 Econometric Model Building and Simulation

7.5 Converting Industry Forecast to Company Sales Forecast

8. Functions of Salesperson

8.1 The Effective Sales Executive

8.2 Nature of Sales Management Positions

8.3 Position Guide-Sales Manager

8.4 Functions Of The Sales Executive

8.5 Qualities of Effective Sales Executives

8.6 Relations with Top Management

8.7 Relations with Managers of Other Marketing Activities

9. Purpose of Sales Organization

9.1 The Sales Organization

9.2 So what is the Purposes of Sales Organization?

9.3 Setting Up A Sales Organization

9.4 Determination of Activities and Their Volume of Performance

10. Types of Sales Organisation Structure

10.1 Basic Types of Sales Organizational Structures

10.2 Functional Sales Organization

10.3 Committee Sales Organization

10.4 Field Organization of the Sales Department

10.5 Centralization versus Decentralization in Sales Force Management

10.6 Schemes For Dividing Line Authority in the Sales Organization

10.7 Dividing Line Authority on More than One Basis

11. Recruitment Process

11.1 Recruiting Sales Personnel

11.2 Organization for Recruiting and Selection

11.3 The Pre-recruiting Reservoir

11.4 Sources of Sales Force Recruitment

11.5 Sources Within the Company

11.6 Sources Outside the Company

11.7 Employment Agencies

11.8 Sales People Making Calls on the Company

11.9 Sales Forces of Competing Companies

11.10 What is the Recruiting Effort?

11.11 Personal Recruiting

12. Selection Process

12.1 Selecting Sales Personnel

12.2 Pre-interview Screening and Preliminary Interview

12.3 Formal Application Form

12.4 The Interview

12.5 References

12.6 Credit Checks

12.7 Employment Tests

12.8 Physical Examinations

13. Training Objective Training Methods

13.1 Planning Sales Training Programs

13.2 Building Sales Training Programs

13.3 Defining Training Aims

13.4 Deciding Training Content

13.5 Selecting Training Methods

13.6 Role Playing

13.7 Organization For Sales Training

13.8 Who Will Do the Training?

13.9 When Will the Training Take Place?

13.10 Evaluating Sales Training Programs

14. Theories of Motivation

14.1 Motivating Sales Personnel

14.2 Meaning of Motivation

14.3 Why Salespeople Need Motivation?

14.4 Needs are either primary or secondary

14.5 Maintaining a Feeling of Group Identity

15. Devising Compensation

15.1 Compensating Sales Personnel

15.2 Requirements of A Good Sales Compensation Plan

15.3 Devising A Sales Compensation Plan

15.4 Consider the Company’s General Compensation Structure

15.5 Consider Compensation Patterns In commodity and Industry

15.6 Special Company Needs and Problems

16. Types of Compensation Plans, Fringe Benefits

16.1 Combination Salary-and-Incentive Plan

16.2 Use of Bonuses

16.3 Fringe Benefits

17. Standards of Performance Qualitative, Quantitative

17.1 Controlling Sales Personnel

17.2 Standards of Performance         

17.3 Relation of Performance Standards to Personal Selling Objectives

17.4 Quantitative Performance Standards

17.5 Qualitative Performance Criteria

18. Recording of Actual Performance

18.1 Recording Actual Performance 

18.2 Evaluating-comparing Actual Performances with Standards

19. Evaluation and Control Through Action and Supervision

19.1 Controlling Sales Personnel Through Supervision

19.2 Qualifications of Sales Supervisors

19.3 The Supervision Activity

20. Purpose of Sales Budget

20.1 Sales Budge

20.2 Budgeting and Strategic Planning

20.3 Purposes of Budgeting

20.4 Determining the Sales Budget

20.5 Budgeting by the Objective and Task Method

20.6 Budgets for Sales Department Activities

20.7 The Budgeting Process for the Firm

20.8 Budget Periods

20.9 The Budget-Making Procedure

20.10 Managing with Budgets

21. Objective in Using Quotas

21.1 Quotas

21.2 Purposes of Sales Quotas

21.3 Quotas, the Sales Forecast, and the Sales Budget

21.4 Budget Quotas

21.5 Activity Quotas

21.6 Combination Quotas

22. Procedure of Setting Quota, Limitations of Quota System

22.1 Procedures for Setting Sales Volume Quotas

22.2 Administering the Quota System

22.3 Securing and Maintaining Sales Personnel’s Acceptance of Quotas

22.4 Typical Administrative Weaknesses

23. Concept of Sales Territory

23.1 Sales Territories

23.2 The Sales Territory Concept

24. Need for Establishment and Revision of Sales Territory

24.1 Reasons for Establishing or Revising Sales Territories

24.2 Providing Proper Market Coverage

24.3 Controlling Selling Expenses

24.4 Assisting in Evaluating Sales Personnel

24.5 Contributing to Soles Force Morale

24.6 Aiding in Coordination of Personal Selling and Advertising

24.7 Procedures for Setting up or Revising Sales Territories

24.8 Determining Sales Potential in Each Control Unit

24.9 Combining Control Units into Tentative Territories

25. Assignment of Sales Personnel to Territories

25.1 Deciding Assignment of Sales Personnel to Territories

25.2 Routing and Scheduling Sales Personnel

26. Importance of Customer Feedback By Sales Personnel

26.1 Building Customer Loyalty

26.2 Don’t ever forget to say THANKS!

26.3 What Is Marketing Channel?

27. What is Marketing Channel?

27.1 The Nature of Marketing Channels

27.2 Types of Intermediaries

27.3 Contemporary Channel Scenario in India

27.4 Firms Go in for Non-traditional Channel Arrangement

27.5 Firms Embrace Non store Retailing

27.6 Direct Selling/Home Selling

27.7 Multi-level Marketing (MLM)

27.8 Network Marketing

27.9 Independent Direct Selling Outfits

28. Objective of Marketing Intermediaries

28.1 Objectives of Marketing Intermediaries

28.2 Channel Objectives

29. Function of Marketing Channel

29.1 What is the Work of the Marketing Channel?

29.2 Channel is Perform Many Vital Distribution Functions

29.3 Provide Salesmanship

29.4 Help in Price Mechanism

29.5 Assist in Merchandising

29.6 Provide Market Intelligence

29.7 Act as Change Agents and Generate Demand

29.8 Channel Decisions have a Bearing on Other Marketing Decisions

30. Channel Design

30.1 Designing A Channel System

30.2 Formulating the Channel Objectives

30.3 Linking Channel Design to Product Characteristics

30.4 Channel Design: Segmentation

30.5 Channel Design: Positioning

31. Selection of Appropriate Channels

31.1 The New Business Environment

31.2 General Impact of Environmental Changes on Business

31.3 The Importance of SWOT Analyses

31.4 The Channel Decision

31.5 Dealer Selection

31.6 ‘Dealer Wanted’ Ads

31.7 Evaluating the Alternatives and Selecting the Best

31.8 Choosing The Channel Intensity           

31.9 Choosing The Number of Tiers Correctly          

31.10 Selecting Appropriate Variant within a Given Design

31.11 An Eye on The Future is Essential       

32. Channel Management

32.1 Managing The Channel Member

32.2 Territory of Operation

32.3 Trade Margin

32.4 Functions The Principals Have To Perform

32.5 Regular; Adequate and Prompt Supply

32.6 Ensuring Right Store Image

32.7 Performance Appraisal of Channel Member

32.8 Training and Development

32.9 Resolving Channel Conflicts

33. Channel Motivation

33.1 Motivational Tools and Control Areas

33.2 Motivation of The Distributor

33.3 Remuneration of the Salesperson

33.4 Salary Only

33.5 High Basic Salary Plus Bonus on Trading Profit

33.6 Setting Sales Targets by Product Range

33.7 Risk Management

33.8 Trade Margin, a Major Motivator

33.9 Dealer Incentives

33.10 Effective Communication

34. Physical Distribution Concepts and Objective

 

34.1 Physical Distribution, Marketing Logistics, and Supply Chain Management

 

34.2 The Physical Distribution Concept

34.3 Supply Chain Management (SCM)

34.4 Materials Management

34.5 A Promising Area for Cost Reduction

35. Components of Physical Distribution

35.1 Inventory Management

35.2 Production Control and Materials Requirement Planning

35.3 Just-in-Time (JIT) Logistics Systems,

35.4 Planning A Logistics Strategy

36.  Transportation

36.1 Assessment of the Transportation Requirement

37. Warehousing

37.1 Designing a Warehousing System

37.2 Improving Warehousing Effectiveness

38. Impact of it on Physical Distribution

38.1 Introduction

38.2 The Level of Information Sharing

38.3 Exchanging Order Information

38.4 Sharing Operations Information

38.5 Summary and Insights

39. Implication of Supply Chain Management in Physical Distribution

39.1 What is Supply Chain Management?

39.2 Efficient Consumer Response

39.3 Putting it All Together: What is the Right Supply Chain?

39.4 Supply Chain Management: Why Only Now?

“Exam scheduling to be done through user account” / “Exam once scheduled cannot be cancelled”
Date of Examination
05-Aug-2017
06-Aug-2017
19-Aug-2017
20-Aug-2017
03-Sep-2017
16-Sep-2017
17-Sep-2017
07-Oct-2017
08-Oct-2017
21-Oct-2017
22-Oct-2017
05-Nov-2017
Examination Time
01:00 PM - 02:00 PM
02:30 PM - 03:30 PM
04:00 PM - 05:00 PM
05:30 PM - 06:30 PM
10:00 AM - 11:00 AM
11:30 AM - 12:30 PM

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