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Coordinate and develop the sales team
Level
5
Credits
7
Purpose
People credited with this unit standard are able to: identify needs of the sales
team; develop the sales team; coordinate sales team activities; and report on
coordination and development of the sales team.
Subfield
Retail, Distribution, and Sales
Domain
Wholesale
Status
Registered
Status date
20 June 2008
Date version published
20 June 2008
Planned review date
31 December 2013
Entry information
Open.
Accreditation
Evaluation of documentation and visit by NZQA and
industry.
Standard setting body (SSB)
ServiceIQ
Accreditation and Moderation Action Plan (AMAP) reference
0225
This AMAP can be accessed at http://www.nzqa.govt.nz/framework/search/index.do.
Special notes
1
Evidence is required of competent performance in a sales management context.
2
This unit standard may be assessed against in a work-based environment, or in an
education and training environment if simulated business conditions are provided, or
in a combination of both environments.
3
Definitions
Organisational procedures refer to instructions to staff on policy and procedures
which are formally documented, or generally accepted within the workplace.
Agreed indicates a course of action that is accepted between two or more people
(including the candidate) and which follows organisational procedures.
 New Zealand Qualifications Authority 2016
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4
Performance of the elements of this unit standard must comply with the requirements
of the following legislation: Consumer Guarantees Act 1993, Fair Trading Act 1986,
Privacy Act 1993, Credit Contracts and Consumer Finance Act 2003, and the Sale of
Goods Act 1908.
Elements and performance criteria
Element 1
Identify needs of the sales team.
Performance criteria
1.1
Performance requirements for sales team are identified in accordance with
organisational procedures.
Range
1.2
Ability of sales team to meet performance requirements is assessed in
accordance with organisational procedures.
Range
1.3
may include but is not limited to – analysis of results, consultation,
feedback, observation, performance appraisal.
Development needs for all members of sales team are identified, agreed to and
documented in accordance with organisational procedures.
Range
1.4
may include but is not limited to – knowledge of organisation,
market, clients, products, procedures, standards; sales skills;
customer service skills; communication skills; self-management
skills; personal qualities; compliance with legislative requirements;
support; feedback; resources; environment; leadership;
management; documentation.
may include but is not limited to – consultation, discussion,
negotiation, feedback, budgeting, approval.
Development plans are prepared for all members of sales team to meet identified
skills gaps in accordance with organisational procedures.
Range
may include but is not limited to – objectives, goals, performance
requirements, focus, development activities, responsibilities, timeframes, budget, feedback and reporting procedures.
 New Zealand Qualifications Authority 2016
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Element 2
Develop the sales team.
Performance criteria
2.1
Development plans for all members of sales team are implemented in
accordance with organisational procedures.
Range
may include but is not limited to – researching, coaching, training,
provision of resources, support, encouragement, feedback,
compliance with organisational procedures, adjustment of
procedures, revision of systems.
2.2
Accurate and constructive feedback is provided on performance and
development.
2.3
Development plans are reviewed and adjusted to ensure focus on current
performance requirements in accordance with organisational procedures.
Range
may include but is not limited to – analysis of results, consultation,
discussion, feedback, reporting, negotiation, budgeting, approval.
Element 3
Coordinate sales team activities.
Performance criteria
3.1
Goals and objectives of sales team are identified in accordance with
organisational procedures.
Range
3.2
may include but is not limited to – market analysis; forecasting,
consultation with sales team, management, potential and actual
customers; establishment of targets, standards, performance
requirements, outputs, time-lines; planning; budgeting;
documenting; agreement; approval.
Specific tasks and responsibilities are assigned to members of sales team in
accordance with organisational procedures.
Range
may include but is not limited to – consultation, discussion,
negotiation, feedback, recognition of interdependence of members
of sales team, knowledge of organisational procedures, knowledge
of performance requirements, knowledge of goals and objectives,
planning, budgeting, documenting, agreement, approval.
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3.3
Activities of sales team are monitored in terms of achievement of goals and
objectives.
Range
3.4
Sales team activities are coordinated to facilitate communication and maximise
achievement of goals and objectives.
Range
3.5
may include but is not limited to – observation, analysis of results,
feedback from sales team, management, other business functions,
customers, markets.
may include but is not limited to – feedback, negotiation, revision,
adjustment, flexibility, results focus, customer focus.
Sales team activities are coordinated with other business functions to facilitate
communication and maximise achievement of organisational goals and
objectives.
Range
may include but is not limited to – management, administration,
marketing, product development, sales development and
maintenance, new business development.
Element 4
Report on coordination and development of the sales team.
Performance criteria
4.1
Reports provide accurate and relevant information on sales team activities in
accordance with organisational procedures.
Range
may include but is not limited to – marketing, selling, customer
service, customer satisfaction, sales results, resources, personnel
and their development, effectiveness, changes, issues,
implications, need for adjustments, forecasts.
4.2
Reports are produced in agreed formats within established timeframes in
accordance with organisational procedures.
4.3
Reports contribute to effective management of the sales team.
Range
may include but is not limited to – information on sales
organisation, sales team, sales environment, products, policies and
procedures, factors that may impact on achievement of sales team
objectives.
Please note
Providers must be accredited by NZQA, or an inter-institutional body with delegated
authority for quality assurance, before they can report credits from assessment against
unit standards or deliver courses of study leading to that assessment.
 New Zealand Qualifications Authority 2016
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Industry Training Organisations must be accredited by NZQA before they can register
credits from assessment against unit standards.
Accredited providers and Industry Training Organisations assessing against unit standards
must engage with the moderation system that applies to those standards.
Accreditation requirements and an outline of the moderation system that applies to this
standard are outlined in the Accreditation and Moderation Action Plan (AMAP). The
AMAP also includes useful information about special requirements for organisations
wishing to develop education and training programmes, such as minimum qualifications for
tutors and assessors, and special resource requirements.
Comments on this unit standard
Please contact the ServiceIQ qualifications@serviceiq.org.nz if you wish to suggest
changes to the content of this unit standard.
 New Zealand Qualifications Authority 2016