Sales force management systems are information systems used in CRM marketing and management that help automate some sales and sales force management functions. They are often combined with a marketing information system, in which case they are often called customer relationship management (CRM) systems.
Sales force management systems are essentially the same thing as sales force automation system (SFA).
A SFA, typically a part of a company’s customer relationship management system, is a system that automatically records all the stages in a sales process. SFA includes a contact management system which tracks all contact that has been made with a given customer, the purpose of the contact, and any follow up that may be needed. This ensures that sales efforts are not duplicated, reducing the risk of irritating customers. SFA also includes a sales lead tracking system, which lists potential customers through paid phone lists, or customers of related products. Other elements of an SFA system can include sales forecasting, order management and product knowledge. More developed SFA systems have features where customers can actually model the product to meet their needs through online product building systems. This is becoming more and more popular in the automobile industry, where patrons can customize various features such as color and interior features such as leather vs. upholstered seats.
An integral part of any SFA system is company wide integration among different departments. If SFA systems aren’t adopted and properly integrated to all departments, there might be a lack of communication which could result in different departments contacting the same customer for the same purpose. In order to mitigate this risk, SFA must be fully integrated in all departments that deal with customer service management.
Making a dynamic sales force links strategy and operational actions that can take place within a department. the SFA relies on objectives, plans, budget, and control indicators under specific conditions. In order to perform the objectives correctly, specific procedures must be implemented:
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The process usually starts from specific sales targets. The command center analyzes the inputs and outputs established from a modeled control process and the sales force. The control process enables the sales force to establish performance standards, measuring actual performance, comparing measured performance against established standards and taking corrective action. The sales managers adjust their actions based on the overall process.
Aside from the control process, the following metrics are implemented:
Five major activities are involved in staffing a sales force. They must be divided into related steps. The first step is plan the recruiting and selection process. The responsibilities associated with this step are generally assigned to top sales executives, the field sales manager or the human resources manager (pg. 131-132 Spiro/Rich/Stanton). The company wants to determine the number and type of people needed, which involves analyzing the market and the job and preparing a written job description (pg. 132). The qualifications of the job must be established to fill the job. Second, the recruiting phase includes identifying sources of recruits that are consisted with the type of person desired, selecting the source to be used and contacting the recruits (pg. 132). You need to weigh out the options and evaluate its potential effectiveness versus its costs. Third, select the most qualified applicants. The selection phase has three steps, in the planning phase there may be qualifications specified and in the first step it is necessary to design a system for measuring the recruits against the standards from the planning phase. Then the system must be put into effect with the new applicants and then making the actual selection is the final step. Fourth activity is to hire those people who have been selected, just because one makes an offer doesn’t mean that a job is done (pg. 132). One must convince a recruit that the job offers everything that they need and want to get them to join a company or at least highly consider it. The fifth activity is for them to assimilate the new hires into the company. This is done by placing them under direction of an employee in the firm and possibly giving them a mentor to help them feel comfortable working in the firm and going through the training programs.
When considering sales force automation systems not all are created equal. They are like selecting a new car. The systems can vary depending on what information the organization needs. The application also has implications based on their size, organization rollup, demand of new system, sales processes, and number of users.
Depending on what is needed, services can fall into 2 categories: on-premise software and on-demand (hosted) software. With on premise software, the customer manage and purchase the application. On-premise software has some advantages and disadvantages depending on what customers need. The disadvantage of on-premise to some is the higher cost of the software along with maintenance. Customization is also needed for some who use additional processes outside of the normal out of the box solution. Time is also a factor. Many on-premise software takes longer implementation times along with numerous testing and training sessions. The overall advantage of on-premise software is looking at the overall return on investment. Using the application for three to five years becomes more cost effective. Another advantage can be the based on the amount of data. With on-demand you are held to a certain volume restriction, but with on-premise your data restrictions are based on the storage size of your local hardware. The on-demand solution on the other hand takes shorter implementation time, less cost, and tailored to meet the customers need.
There are many SFA systems in the market. Small to medium size business and individual users have the choice of using the Open Source SFA solutions, online or cloud SFA solutions, and licensed SFA software solution. Open Source solutions regardless of application have become extremely popular over years.
A huge number of sales managers are always on the go. The growth of smartphones has reignited the creation of mobile sales force automation systems. Most companies IT departments are aware that adopting new abilities requires extensive testing. Despite the time needed to test such a new product, it will pay off in the future for the sales department. Smartphones appeal to salespeople, a part of a company's department that is extremely resistant to new technologies. Smartphones are easy to carry and easy to use, great interface design, touchscreens and fast wireless network abilities like 4G and 3G phones.more than 55% of global 2000 organization will deploy mobile SFA project by 2011 and newer Smartphone platforms, such as Apple's iOS and Google's Android, point to a future of increasing diversity in device selecting and support for sales force. When implementing the mobile sales force automation application or during the first stage of systems development life cycle, project teams will need to evaluate how prospective solutions comprising mobile devices, software and support infrastructure and carrier services are packaged to deliver optimal system usability, manageability and integrative abilities, as well as high scalability, reliability and performance. It’s always good to put in mind that just like any new technology, success comes with usability.
Sales force automation systems can also create competitive advantage:
The major disadvantages in Sales Force Management Systems are:
For all the reasons stated above many organisations have found it difficult to persuade sales people to enter data into the system. For this reason many have questioned the value of the investment. Recent developments have embedded sales process systems that give something back to the seller within the CRM screens. Because these systems help the sales person plan and structure their selling in the most effective way they give a reason to use the CRM.