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13. SALES MANAGEMENT

13.1 LEARNING OBJECTIVES

At the end of the session, the trainees will be able to learn
● Sales
● Sales Management.
● Sales Cycle.
● Sales Forecasts.
● Sales Funnel.
● Introduction to SFA
● Sales Report
● Sales Pipeline
● Territory
● Fundamental of Sales Success
● Knowledge and Sales
● Sales Performance
● Types of Sales
13.2 SALES
Simply stated it is the Exchange of Goods or Services for an amount of money or its
equivalent. A sale is a process which involves the buying and selling. One buys a product
(or service) which solves his problem or satisfies a need. We do not buy the product as
such; but the benefits that it will bring to us. Thus, SALES is basically a need satisfying
process or a problem-solving activity.

Linkage of Need and Want to Sale: Problem/ discomforts /deprivation means

presence of Need. Need May be Implied/dormant or Active. Active Need turns into
Want/Desire. Want backed by Money Generates Demand Remember! Salesperson
don’t invent or create the Need; they make the Latent Need Obvious…How they do is
their selling skill!
Understanding Sales: Exchange, Need Satisfaction or Problem Solving by exchanging
the Benefits/Solution that the Product or Services offer to money/considerations
which the customer part with. Products or services are Solutions to someone’s
Problem.
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13.3 SALES MANAGEMENT
It is the management process of establishing, directing, and coordinating the sales
development activities for the company products. Strategically plan for, develop and
profitably penetrate the market to which the products, services and capabilities of the
company can be directed ensuring the sales to customers, distributors and resellers
achieve the budgeted target.

The scope of the sales management, in broad terms includes, the following
● Establish Sales force objectives
● Organizing the Sales force
● Recruiting and Selecting Salespeople
● Training Sales Personnel
● Compensating Sales People
● Motivating Sales People
● Developing Sales plans
● Developing Sales development programs

Sales Process:
Six steps can be identified in any type of sales; these are:
● Prospecting: A Prospect is an individual or group capable of making the decision
on the product or service intended to be sold.
● Pre-approach & Approach: Gathering information about the Prospect & his
Organization
● Presentation: Present and propose the product, rather the BENEFITS of the
product.
● Overcoming objections (negotiation): Handle the concern of the customers,
clarify the doubts and apprehensions emphasize the benefit of the products
● Closing and order: To Gain Agreement of the customer to sign the order form and
ensure successful order
● Follow up and maintenance: For ensuring customer satisfaction & repeat
business. Details on delivery time, purchase terms, follow up calls to obtain
feedback, ensuring proper installation, Instructions and servicing, Maintenance &
growth plan for the account etc.
Some important terms associated with sales are explained below:
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13.4 SALES CYCLE
The Sales Cycle term generally describes the time and/or process between first
contacts with the customer to when the sale is made. Sales Cycle times and processes
vary enormously depending on the company, type of business (product/service), the
effectiveness of the sales process, the market and the particular situation applying to
the customer at the time of the enquiry. A typical Sales Cycle for a product might be:
1. Receive Enquiry
2. Qualify Details
3. Arrange Appointment
4. Customer Appointment
5. Arrange Survey
6. Conduct Survey
7. Presentation Of Proposal And Close Sale
13.5 SALES FORECASTS
Also called sales projections, these are the predictions that sales people and sales
managers are required to make about future business levels, necessary for their own
organisation to plan and budget everything from stock levels, production, staffing
levels, to advertising and promotion, financial performance and market strategies.
13.6 SALES FUNNEL
Describes the pattern, plan or actual achievement of conversion of prospects
into sales, pre-enquiry and then through the sales cycle, so-called because it includes
the conversion ratio at each stage of the sales cycle, which has a funnelling effect.
Prospects are said to be fed into the top of the funnel, and converted sales drop out at
the bottom. The extent of conversion success (i.e. the tightness of each ratio) reflects
the quality of prospects fed into the top, and the sales skill at each conversion stage.
Marketing funnel has target market as its input and output as leads. Sales funnel has
leads as inputs and customers as the output.
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Figure 1: Sales funnel

13.7 SALES FORCE AUTOMATION SYSTEM (SFA)
It 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 might be
required. 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.
13.8 SALES REPORT
Sales report is a business report of sales results, activities, trends, etc.,
traditionally completed by a sales manager and sales executives.
13.9 SALES PIPELINE
Sales Pipeline is a linear equivalent of the Sales Funnel principle. Prospects need to be
fed into the pipeline in order to drop out of the other end as sales. The length of the
pipeline is the sales cycle time, which depends on business type, market situation, and
the effectiveness of the sales process.
13.10 TERRITORY
Territory is the geographical area of responsibility of a sales person or a team or a
sales organization.
13.10.1 TERRITORY PLANNING
It is the process of planning optimum and most cost-effective coverage (particularly for
making appointments or personal calling) of a sales territory by the available sales
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resources, given prospect numbers, density, buying patterns, etc., even if one territory
by one sales person; for one person this used to be called journey planning, and was
often based on a four- or six-day cycle, so as to avoid always missing prospects who
might never be available on one particular day of the week.
13.11 FUNDAMENTALS OF SALES SUCCESS
To gain credibility and foster customer loyalty, sales professionals must practice
principles of ethical conduct, such as fairness and integrity. These principles increase the
prestige and reputation of the sales profession.
Three principles in particular are fundamental to sales success.
Principle 1: Serve with Fairness and Integrity.
The first principle of ethical conduct is to serve your customers with fairness and
integrity, striving always to subordinate your personal goals and ambitions to those of
your customers.
Principle 2: Gain Trust and Respect.
The second principle of ethical conduct is to gain trust and respect. You demonstrate
respect for your customers and earn their trust by maintaining strict customer
confidentiality.
Principle 3: Pursue Excellence.
The third principle of ethical conduct is to pursue excellence through a regularly
scheduled plan of personal development and continuous improvement.
13.12 KNOWLEDGE AND SALE
In terms of knowledge, the essential elements required to achieve lasting
success are: self-knowledge, product knowledge, market knowledge, industry
knowledge, and professional selling knowledge.
Self-Knowledge
Self-knowledge is the first of the five essential elements of knowledge required to
achieve lasting success. To succeed, you must be aware of your vision, values, presence,
and communication skills.
Product Knowledge
Product knowledge is the second of the five essential elements of knowledge required
to achieve lasting success. Whether you sell products or services, you must possess a
commanding knowledge of the product or service features, function, and value.
Market Knowledge
Market knowledge encompasses a wide range of specific knowledge about the
customer and their buying habits. One of the most important aspects of market
knowledge concerns "buying influencers," such as the champion, economic buyer, end
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user, technical buyer, and the individual responsible for procurement. Each of these
people plays a vital role in the sales process.
Industry Knowledge
A good sales professional must also possess industry knowledge—knowledge of an
industry's history, future trends, competitors, and the strengths and weaknesses of
these competitors.
Professional Selling Knowledge
The fifth of the five essential elements of knowledge are professional selling knowledge.
There are four components of professional selling knowledge.
The first component is understanding the hallmarks of professionalism, which include all
the elements of professional selling knowledge and incorporating them into your
personal and professional demeanour.
The second component is understanding time and territory management. Time and
knowledge are the only real assets you have to sell. Your success will be measured by
how effectively you sell in the time you have to invest and, in the area, you have to
cover.
The third component for success is having a sound base of knowledge in the sales
process. Top professionals understand that there is a process by which their prospective
customers buy.
The fourth component is possessing a firm foundation in the principles and skills of
interpersonal communication, as well as the ability to clearly communicate the value
proposition that you, your firm, and your products or services offer.
13.13 SALES PERFORMANCE:
Sales performance can be measured with the following ratios:
● Contact Ratio
● Lead Generation Ratio
● Lead Conversion Ratio
● Qualification Ratio
● Proposal Ratio
● Closing Ratio
Contact Ratio: Contact ratio is achieved by dividing the number of contacts actually
made to total number of call attempts. If one makes 100 calls and engage ten people in
a conversation, the contact ratio is 10 percent.
Lead Generation Ratio: Lead generation ratio is found by dividing number of sales leads
by the number of sale contacts. If one engages 100 contacts in a substantive
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conversation, from which 20 indicate that they wish to learn more about the offerings,
the lead generation ratio is 20 percent.
Lead Conversion Ratio: It measures the new leads that are converted into sales
opportunities. If we have 20 leads, and 10 of these become prequalified sales
opportunities, the lead conversion ratio is 50 percent.
Qualification Ratio: It measures the success at bringing new sales opportunities through
the initial relationship-building and qualification process. If one has generated ten new
sales opportunities and four become fully qualified and viable prospects, the
qualification ratio is 4:10, or 40 percent.
Proposal Ratio: The proposal ratio measures the number of proposals presented against
the number of viable prospects you've identified in the qualification stage of sales cycle.
If we have fully qualified ten sales opportunities and six of these turn into viable sales
proposals, the proposal ratio is 6:10, or 60 percent.
Closing Ratio: The closing ratio measures the number of closed sales made against the
outstanding proposals. If we have ten viable proposals outstanding and close four of
these, then the closing ratio is 4:10, or 40 percent.
13.14 TYPES OF SALES
On the basis of process, sellers and buyer’s relationship and volume of sales, two types
of sales can be identified. These are:
1. Retail sales
2. Enterprise Sales
Main difference between these two types of Sale processes are:
Table 1.difference between Retail sale and Enterprise sale

Factor Retail Enterprise Remarks

Buyer & Seller Buyer goes to seller Seller goes to Buyer Normally
Interaction

Scale Small value mass selling Big ticket, big value

customised selling

Volume Big Volume, small margin Small Volume, Big

Margin

Selling Process Determined by the seller Determined by the Buyer Normally

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13.15 RETAIL SALES MANAGEMENT
Retailing consists of the sale of goods or merchandise from a fixed location, such as a
department store, boutique or kiosk, or by mail, in small or individual lots for direct
consumption by the purchaser. Retailing may include subordinated services, such as
delivery. Purchasers may be individuals or businesses. In commerce, a "retailer" buys
goods or products in large quantities from manufacturers or importers, either directly or
through a wholesaler, and then sells smaller quantities to the end-user. Retail
establishments are often called shops or stores. Retailers are at the end of the supply
chain. Manufacturing marketers see the process of retailing as a necessary part of their
overall distribution strategy. Shops may be on residential streets, shopping streets with
few or no houses or in a shopping mall. Online retailing, a type of electronic commerce
used for business-to-consumer (B2C) transactions and mail order, are forms of non-shop
retailing. There are several ways in which consumers can receive goods from a retailer:
Counter service, where goods are out of reach of buyers and must be obtained from the
seller. This type of retail is common for small expensive items (e.g. jewellery) and
controlled items like medicine and liquor. In telecom sector FWT, new mobile
connection, recharge vouchers sale happens over the counters now. (activation of
connections may happen later)
Delivery (commerce), where goods are shipped directly to consumer's homes or
workplaces. Ordering by telephone is now common, either from a catalogue,
newspaper, television advertisement or a local restaurant menu, for immediate service
(especially for pizza delivery). Direct marketing, including telemarketing and television
shopping channels, are also used to generate telephone orders. In telecom sector, new
connections can be ordered over phone.
Door-to-door sales, where the salesperson sometimes travels with the goods or takes
order for sale. DSA concept in BSNL is an example of this category.
Self-service, where goods may be handled and examined prior to purchase has become
more common now.
Key issues of concern to a retailer are:
● Location of outlet
● Stock availability
● Layout of outlet
● Margins
● Incentives
● Promotional-Push, Pull techniques
● Exclusive or Multi brand outlet
Key issues of concern to a company appointing retailers are:
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Reach: Number of outlets that need to be opened so that the items are available at
convenient locations.
Retailer service: Activities other than sale to be handled by retailer.
Brand control: Ensuring correct branding and level of service at retail outlets.
Cost of retailing: Incentives, margins, credit stock, replacement terms, product & sales
training to retailer staff, monitoring system etc.
Stock ownership: Whether retailer assumes the title or manages stock on behalf of
company.
Retail Sales structure & system in BSNL: Initially BSNL did not have a well-defined
exclusive sales structure. The concept of commercial officer, CSCs and Marketing agents
was expanded by introduction of franchisees with the launch of BSNL mobile services in
October 2002. Since then, a strong need was felt to strengthen sales channels in BSNL
and also to create sales role specific job structure in BSNL. In October 2009, as part of
Project Shikhar, a new sales setup has been designed. Consumer mobility and Consumer
Fixed Access verticals have dedicated GM/DGM rank officers at Corporate as well as
Circle level to plan, manage and effect retail sales.

BSNL Products are defined for channel partners. It includes both primary products and
secondary products of BSNL. Primary Products for the channel partners include GSM 3G
/ 2G, Wi-Max, Data Cards, EVDO, NIC, Blackberry, CDMA, WLL, FWT, IFWT, Value added
services etc. and any other future product/ service that may be launched by BSNL from
time to time. Other products such as Landline, broadband, ITC, etc. shall be Secondary
Products for the channel partners, which may also be allowed by BSNL.
BSNL has put in place Franchisee Sales & Distribution policy 2009. The Sales &
Distribution Policy has amended time to time and an integrated “CM Sales and
Distribution Policy -2018” to be effective from 01.01.2018. This Policy is divided in four
parts:
1. Franchisee Sales & Distribution Policy:
Franchisee will be responsible for selling of all BSNL Products to BSNL subscribers
directly or through Rural Distributors (RDs) / retailers within a defined territory. To
facilitate retailers, provision of three tier structure has been made by including Rural
Distributor between franchisee and retailers only in rural territories to serve the area
within the rural BTS. The salient features of policy are:
 Franchisees are appointed through EoI route by respective SSAs.
 Well defined geographical area for franchisee called as primary area
 Exclusive franchisee showroom as per design specified by BSNL
 Franchisees to appoint Feet on Street (FoS)
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 Franchisee shop to open 0800h to 2200h
 Financial penalty for not meeting cut off performance score
 Selling of all BSNL Products purchased by Franchisee directly or through Rural
Distributors (RDs) or retailers.
 Two tier structure for urban and three tier structure for rural areas by
incorporating intermediate channel of RDs.
 Franchisee must appoint sufficient numbers of retailers in the territory such that:
i. Each Urban BTS areas & Rural BTS areas should have at least 8 retailers and 4
Retailers respectively.
ii. One retailer in urban commercial area at every 200 meter
iii. One retailer in urban residential area at every 500 meter
iv. At least one retailer in every Village
 Retailers in the rural areas will be appointed and served by RDs.

2. e-Distributor Policy:
e-Distributor will be responsible for selling of BSNL Products to customers through web-
portal/ Kiosk/ ATMs/ POS (Retailers) and other electronic mode on Zonal/ PAN India
basis.

The salient features of policy are:

 Serve BSNL customers through web portal / Kiosk /ATMs /POS (Retailers) and
other electronic mode.
 e-Distributors will be selected on non-exclusive basis.
 The proposals from companies/ firms shall be scrutinized by Sales & Marketing–
CM Cell of the BSNL corporate office, New Delhi.
 Successful firms shall be declared as empanelled in BSNL as e-Distributor and the
concerned zone(s) will be intimated accordingly.
 There will be three types of e-Distributors:
I. Cat -1 : who is applying for single zone
II. Cat -2 : who is applying for two zones.
III. Cat-3 : who is applying for all four zones i.e. on PAN India basis
 e-Distributor shall integrate its system with BSNL‟s zonal C-top up systems
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3. DSA Policy:
Direct Selling Agents (DSAs) are individuals having direct agreement with BSNL. DSAs are
responsible for selling of all BSNL Products, as assigned to them, to the customers at
their door steps. Selection of DSAs will be done by SSA Head.
4. Rural Distributor Policy:
Rural Distributors are individuals having agreement directly with BSNL or through
franchisee. Rural Distributors will be responsible for selling of all BSNL Products in Rural
BTS areas through retailers. Rural Distributor will be preferably served by concerned
franchisee or by BSNL directly.
To improve BSNL-external channel partners, monthly meetings are to be held by SSAs
with franchisees along with retailers and separately with DSAs/PCOs/other channel
partners.
BSNL owned Sales setup:
Customer Service Centres: BSNL has about 3000 CSCs across the country. CSCs are
supposed to act as single window service centres and open from 8AM to 8PM.
Appropriate arrangements need to be done to ensure that even cash transactions are
handled till the closing hours.
BSNL has opened following dialup service across the country. This service is supposed to
be centralized for whole circle and handle queries related to various services of BSNL
such as billing, new facilities, on demand areas, new bookings etc. Customer queries can
be made over either to BSNL sales team/franchisees/DSAs for follow up and converting
it into sales.
1500/1800-345-1500 : For Landline/Broadband
1503/1800-180-1503 : For Mobile service

WEB self Care: Sales are possible through link provided on BSNL website www.bsnl.co.in
. Customer can book service, pay their bills & recharge their mobile through BSNL
website.
Sales Teams:
Nodal officer: Heads of SSA have to appoint a suitable BSNL executive preferable CSC in
charge to act as single window interface for the franchisees. Nodal officer is required to
maintain inventory, stock register and reconcile revenue and sales made by franchisees.
Minimum three months inventory has to be stocked by SSAs.
Sales staff: As per BSNL Sales policy BSNL has to appoint sufficient number of Retailer
Managers, Retailer Manager Coordinator (RMC), and Franchisee Managers for providing
time-to-time guidance, and addressing issues/ concerns raised by franchisees. BSNL
shall also appoint other members of the Sales & Marketing team at Circle and SSA level.
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Special teams are being appointed under Project Udaan and Project Vijay. Very
lucrative reimbursement schemes have been put in place for sales people.
Training Sales Personnel
A strong emphasis is being given to training of sales personnel including franchisees.
Different training centres organize special sales training programs for executives and
staff. Professional agencies were also engaged to impart training to BSNL officials as part
of Project Vijay and Project Udaan. BSNL HQ has given a directive to provide training to
all franchisee of BSNL in a time bound manner and also keep organizing such trainings to
update franchisees on latest developments in BSNL. Sales training in following attributes
is provided:
i) Knowledge: About:
● The organization,
● The products,
● The customer,
● Technical and commercial aspects,
● Similar products of the competitor.
ii) Communication skills: Verbal, non-verbal, listening.
iii) Administrative skills: Organizing, planning and prioritizing, coordinating.
iv) Strategies or “Game plan”: Building long-term relationship, sensing customer
reactions, Managing customer perception and expectations
v) “YOU” factor: Personal appearance, Interpersonal skills. The Sales personnel
serve as the company’s link to customers. In fact, “They are the Company for the
customers and the Customers for the company”.

13.16 ENTERPRISE SALES

This sales initiative can happen from either party. Purchasers usually float request for
proposal (RFP) or Expression of Interest (EOI) or Tenders. Other possibility is the seller
suggesting a solution to a company for their unfulfilled need or a better solution than
the existing in use.
Goal is to help a client find value in offered solutions on a long-term basis ensuring win-
win for the company & client. While marketing is for masses, EB specifically targets
select clients where high revenue is expected either through sale of its own services or
Introduction of joint products/services. The emphasis is to make more money by selling
solutions rather than just plain vanilla services.
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Since it is usually a high-volume business, purchaser expects volume discounts. Seller
agrees to appropriate discounts depending on the contract value and the term. Thumb
rule is Higher the discount, longer is the contract period
Enterprise Customer segmentation: BSNL has segmented enterprise customers into
following three categories:
Platinum customers: These customers are large corporate entities (with indicative
turnover greater than Rs. 500 cr p.a.), with significant telecom spend across several
locations and sophisticated product needs. It is desired that BSNL should provide highest
degree of focus to these accounts through a dedicated national team.
Gold customers: These are medium-sized corporate entities (with indicative turnover of
Rs. 50-500 cr p.a.). It is desired that BSNL will provide higher service levels to these
customers through an in-house account management team based in the circles.
Silver customers: All corporate customers that are not a part of the Platinum or Gold
accounts are designated as Silver accounts (with indicative turnover greater than Rs. 10
cr p.a.). Since the number of companies in this segment is very large, it is proposed that
BSNL should use appropriate channel partners to ensure that sufficient attention is
devoted to these accounts.
Enterprise Sales structure in BSNL
Career Wholesale: This unit is responsible for generation of Carrier Wholesale revenues
for on BSNL’s National Long Distance (NLD) network and International Long Distance
(ILD) network. Primarily GM (Business Planning) at BSNL HQ deals with it with back-end
support from maintenance regions.
Enterprise Business: The role of this wing, which has been created at corporate as well
as circle levels is to identify the specific needs of enterprise customer which can be a
mix of Voice, Data and Managed Services solutions. To give proper focus to such
customers based on their potential, such customers are categorized as platinum, Gold
and Silver. Another important segment of enterprise customer is BFSI i.e. banking,
financial services and Insurance sector companies. Main function of this wing is to
achieve profitable and sustainable growth of enterprise business by creating sales policy
& strategy for Platinum, Gold and Silver enterprise customers and monitoring
performance for the same. Promotion of Enterprise business to platinum customers
through marketing activities such as advertisements and promotions based on focused
market research is also its responsibility. This wing is supported by other related units
such as leased circuit, Network operations, Core Network planning and field units of
CFA, CM for execution of enterprise projects. A key difference from previous approach
to enterprise sales is the creation of DGM (Service Delivery/Service Assurance) post at
Circle level. Earlier this work was handled by DGM Enterprise sales thereby overloading
the post with dual responsibility of bringing new business as well as handling project
management for such business. Concept of National Account Manager (NAM) and Key
Account Manager (KAM) has also been introduced to provide focused attention to
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corporate customers. Reimbursement of travel/meal/sundry expenses is allowed to
NAM/KAM depending on their role and quantum of work.
System Integrators: Many of the Telecom project requirements of customers consist of
a mix of following elements
• Hardware
• Software
• Bandwidth
• Integration
While BSNL has strong hold in bandwidth, yet for other three elements no in-house
expertise exists. Since most customers ask for single window contact for all above items,
BSNL decided to appoint system integrators for leveraging their expertise in hardware,
software and integration. SI is appointed at national as well as Circle level. While BSNL
can seek the help of System integrators, they can also bring business to BSNL. Depend
upon situation, concept of front-end bidding (BSNL at front end) or back-end bidding is
followed.
BSNL Channel Partners: BSNL has decided to deal with Platinum & Gold customers
directly. BSNL executives have been appropriately trained in enterprise sales. For
capturing silver customers, BSNL has started appointing Channel partners in the circles.
These channel partners are given an exclusion list mentioning Platinum & Gold
customers so that they don’t waste their efforts on these customers. Two types of
Channel partners are appointed:
Tier 1 Channel Partners (Tier 1 CPs’)
Tier 1 CPs’ will be primarily engaged in the Sales and Marketing of BSNL Voice and Data
services to targeted Silver customers. In addition, CPs’ may also be engaged for supply,
configuration and maintenance of customer’s end equipments, their network on LAN /
WAN etc.
A prospective Tier 1 Channel Partner (Tier 1 CP) shall be a direct supplier of technology,
hardware, telecom products or shall have a direct agreement with each of the
Technology Companies, OEM’s (Original equipment manufacturer) that form the core
building blocks of the project. The core IT and Telecom building blocks may be classified
as Routers, LAN Switches, Leased Line Modems & Converters, PC’s and Servers etc. Tier
1 CP is required to have Minimum 5 number of sales personnel and 10 number of field
engineers.
Tier 2 Channel Partners (Tier 2 CPs’)
Tier 2 CPs’ will be primarily engaged in the Sales and Marketing of BSNL Voice products.
In addition, these CPs’ will also be allowed to deal in a limited range of data services
(e.g. 2G and 3G data cards, broadband services etc.).
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Tier 2 CPs’ showing exceptional growth may be given the opportunity to sell additional
BSNL products / services like MPLS VPN, leased circuits etc. on a trial basis. This will be
at the sole discretion of BSNL.
A prospective Tier 2 Channel Partner (Tier 2 CP) shall be a direct supplier of hardware
and telecom products (e.g., Computer systems, Servers, Routers, EPABX systems etc.) to
Silver customers.
Tier 2 CP is required to have Minimum 5 number of sales personnel/field engineers.
13.17 SALES MANAGEMENT SOFTWARE IN BSNL
Sales software in CRM module of CDR project: As part of BSNL CDR/Convergent billing
project under commissioning, a centralized CRM module having sales features is also
being put in place for handling all BSNL service as a single window concept. Functions
like lead generation, lead qualification, selling to a retail new/existing Customer will be
available.
Sancharsoft: This software has been developed and made operational by IT project
circle for retail/bulk Inventory Management which is a web-based module for
management of Sales & Distribution Channels. Software provides various reports for
planning and redistribution of inventory, manages stock issuing, invoice management,
commission pay-outs, sales data on geographical as well franchisee/retailer/DSA wise
for analysis.
Sales & Distribution Module in ERP: ERP under implementation in BSNL will have this
module enabling integrated handling of PBG, order management, stock issue at various
levels such as Direct sales (CSC), Franchisees, Post office etc.
EB PORTAL: The Enterprise Business Portal is developed by ITPC Hydrabad. It provides
the Enterprise Business Team of BSNL with a end to end web based software solution
that delivers a secure, scalable and reliable tool to enter, update, manage various
Enterprise Business activities with in BSNL and facilities to track and report the various
activities of EB Team. This software is used enter the lead, Opportunity Data, generate
Quotation, Service Orders and also keep track of the stages an opportunities are.
13.18 CONCLUSION
Sales management is a vital part of any business organization. It not only makes the
products or services available to the customers but also supports the organization to
sustain competition in the long run.