Position Guide-Sales Manager

Reporting relationship

The sales manager reports to the vice-president of marketing.

Job Objective

The primary objective is to secure maximum volume of dollar sales through the effective development and execution of sales’ programs and sales policies for all products sold by the division.

Duties and Responsibilities

In working toward achievement of the primary job objective, the sales manager is expected to be concerned with

Sales Program: The sales manager takes the initiative in establishing short- and long-range sales goals of the division and, in collaboration with other marketing executives, sets sales, profit, growth, market share, and other goals.

The sales manager arranges for the development of detailed sales programs designed to improve competitive positions, reduce selling and other distribution expenses, and reach established sales goals. The sales manager reviews and approves sales policies, sales strategies, and pricing policies (to the extent that they impact upon sales goals) for all products to ensure that short-term operations are in accord with long-term profitability and do not jeopardize other phases of the company’s operations.

Organization: The sales manager establishes an effective plan of organization, and methods of controlling the activities of members of the sales organization, that will provide sufficient time for carrying out the full line of departmental responsibilities.

The sales manager provides leadership both to immediate subordinates and all levels of the sales organization in establishing a sound basis for each individual’s self development, and in making certain that rewards are in line with responsibilities and performance.

Sales Force Management: The sales manager identifies promising sources for the recruitment of new sales personnel and sets standards for selection of the most promising recruits.

The sales manager provides for the training of new personnel so as to achieve high-level performance in the shortest possible time. At the same time the sales manager provides for the training of veteran sales personnel, so as to improve their performance levels and to prepare them for possible promotion. The sales manager sees to it that there is an adequate supply of sales executive talent for replacements up through and including the sales manager’s own position.

The sales manager ensures that sales personnel are properly motivated so as to achieve optimum sales performance.

The sales manager establishes a system of sales supervision that controls waste and inefficiency and points sales efforts into the most Profitable channels.

Internal and External Relations: The sales manager develops effective working relations’ with other department heads and the general manager so that significant sales developments can. Be translated into appropriate courses of action.

The sales manager develops and maintains relationships with key accounts that provide maximum long-term participation in their available business.

The sales manager develops and maintains effective working relationships with sales, training, and other key personnel in the employ of customers to ensure that cooperation is beneficial to both parties.

Communications: The sales manager keeps the vice-president of marketing informed on sales results and future plans of operation.

The sales manager establishes a system of communications with other sales personnel that keeps them informed of overall departmental sales objectives, results, and problems and keeps the sales manager in-formed of their needs and problems.

Control: The sales manager consults with the production manager so that production rates and inventories are geared as closely as possible to actual sales needs.

The sales manager reviews and approves sales and expense bud-gets and evaluates periodically the performance of all sales activities in relation to budget and sales goals and takes such corrective actions as are required.

The sales manager delegates authority and develops control records and performance standards to permit a proper balance of time spent on the various activities in this job description.

Performance Criteria

The sales manager’s performance is considered satisfactory when the department’s dollar and unit sales are equal to or exceed the quantities budgeted.

The profit contribution of the sales department is in line with plan.

The details of sales plans are in writing and acceptable to marketing management.

The turnover rate of sales personnel is maintained at a level regarded as satisfactory by marketing management.