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Coordinate, develop, and manage the sales team to achieve objectives
Level
6
Credits
10
Purpose
People credited with this unit standard are able to: develop objectives for
sales team; evaluate and select structures for sales team; develop strategies
for sales team; coordinate, monitor, and control activities of sales team;
evaluate performance of 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
Definitions
Product refers to goods and/or services in this unit standard.
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.
Manage may include but is not limited to – self-management, teamwork, planning,
communication, consultation, negotiation, compromise, direction, leadership,
coordination, control, respect, ethics, supervision, monitoring, evaluation, feedback,
reporting.
 New Zealand Qualifications Authority 2016
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3
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,
Credit Contracts and Consumer Finance Act 2003, Sale of Goods Act 1908, Privacy
Act 1993, Employment Relations Act 2000, Health and Safety in Employment Act
1992, and the Human Rights Act 1993.
4
Evidence is required for coordination, development and management of a sales team
in two different contexts.
Elements and performance criteria
Element 1
Develop objectives for sales team.
Performance criteria
1.1
Procedures for development of objectives for sales team are identified in
accordance with organisational procedures.
Range
1.2
Factors influencing achievement of objectives by sales team are identified in
accordance with organisational procedures.
Range
1.3
may include but is not limited to – specific; measurable;
achievable; results focused; time-bound; linked to organisation’s
overall objectives; consistent with organisational strategic
directions.
Objectives for sales team match requirements of customers.
Range
1.5
may include but is not limited to – new or existing customers;
customer needs, preferences, loyalty, openness to sales
strategies; size, makeup, nature, skills, experience, motivation,
preferences of sales team; competition; market access, location,
expectations, fit with organisation and its products; market share;
organisational culture and image; brand loyalty; price sensitivity;
servicing requirements; legislation.
Objectives for sales team are developed in accordance with organisational
procedures.
Range
1.4
may include but is not limited to – planning, consultation,
negotiation, documentation, presentation, adjustment, approval.
may include but is not limited to – products, sales approaches,
sales volume, customer service, relationships, strategies,
incentives, timing, coverage, responsiveness.
Objectives for sales team are agreed to and documented in accordance with
organisational procedures.
 New Zealand Qualifications Authority 2016
10469 version 4
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Element 2
Evaluate and select structures for sales team.
Performance criteria
2.1
Strengths and weaknesses of alternative sales team structures are evaluated in
accordance with organisational procedures.
Range
2.2
may include but is not limited to – evaluation of markets; products;
sales; nature of the sales operation; policies and procedures;
goals and objectives; needs of customers; locations; size,
makeup, nature, skills, experience, motivation of sale team;
relationships; responsibilities; accountabilities; legislative
requirements.
Requirements of roles, functions and activities of sales team are identified in
terms of achievement of agreed objectives.
Range
may include but are not limited to – identifying desirable
characteristics, specifying competencies, job analysis, job design,
job description, person specification.
2.3
Structure of sales team is selected in accordance with organisational
procedures.
2.4
Structure of sales team is relevant for achievement of agreed objectives.
Range
2.5
may include but is not limited to – meeting of customer needs;
meeting of organisational needs; efficiency; cost effectiveness;
suitability for products; size, nature, composition and method of
operation of sales team; ease of management; ease of
administration; meeting of legislative requirements.
Structure of sales team maximises skills, motivation and experience of current
and potential members of sales team.
Range
may include but is not limited to – workload analysis, trend
analysis, job design, job analysis, performance review,
forecasting, quality management, recruitment, selection, nature of
employment contract, remuneration, incentives, work allocation,
career planning, succession planning, equal employment
opportunities, delegation, induction, motivation, recognition,
encouragement, training and development, coaching, mentoring,
health and safety, employee relations.
2.6
Structure of sales team matches requirements of customers and target markets.
2.7
Structure of sales team ensures sales team is aligned with other business
functions and organisational strategic directions.
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2.8
Structure of sales team is agreed and documented in accordance with
organisational procedures.
2.9
Structure of sales team is communicated to relevant parties in accordance with
organisational procedures.
Range
may include but is not limited to – management, sales team, other
business functions, suppliers, customers, stakeholders.
Element 3
Develop strategies for sales team.
Performance criteria
3.1
Ability of sales team to achieve agreed objectives is evaluated in accordance
with organisational procedures.
Range
3.2
may include but is not limited to – skills, experience, motivation
and preferences of the sales team; ability to meet customer needs;
ability to counter competition; efficiency of management and
administration; cost effectiveness; profitability; costs; overheads;
resources.
Strategies for effective performance of sales team are developed in accordance
with organisational procedures.
Range
may include but is not limited to – prospecting; contacting
customers; time management; scheduling; location; travel; selling;
meeting customer needs; building customer relationships;
administrating; managing; communicating; product storage, supply
and distribution; managing public relations and market
perceptions; receiving payments; invoicing; customer follow-up
and support; identifying and developing new business;
documenting; feedback; training; upskilling; reporting; evaluating.
3.3
Strategies for sales team match skills, experience and motivation of members of
sales team.
3.4
Strategies for sales team integrate activities of individual team members with
sales team, other business functions and organisational strategic directions.
3.5
Strategies for sales team match requirements of customers and target markets.
3.6
Strategies for sales team enable achievement of agreed objectives in
accordance with organisational procedures.
Range
may include but is not limited to – sales volume, profit contribution,
new business, repeat business, customer satisfaction.
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Element 4
Coordinate, monitor, and control activities of sales team.
Performance criteria
4.1
Responsibilities and accountabilities for activities of sales team are assigned in
terms of agreed objectives.
Range
4.2
may include but is not limited to – prospecting, marketing,
administration of client base, scheduling and making sales calls,
achievement of sales volumes and product targets,
communication, development of new business, management of
customer relations, reporting.
Activities of sales team are monitored in terms of compliance with policies and
procedures and achievement of agreed objectives.
Range
may include but is not limited to – observation, results, profitability,
customer relationships, feedback, performance management.
4.3
Activities of sales team are monitored in terms of customer satisfaction,
relevance for the sales environment, and ongoing business development.
4.4
Activities of sales team are coordinated and controlled to ensure compliance
with policies and procedures, achievement of agreed objectives, customer
satisfaction, relevance for the sales environment and ongoing business
development.
Range
may include but is not limited to – leadership, problem solving,
communication, flexibility, adjustment, re-orientation,
responsiveness.
Element 5
Evaluate performance of sales team.
Performance criteria
5.1
Procedures for measuring performance of sales team are identified in
accordance with organisational procedures.
Range
5.2
may include but is not limited to – observation; research;
monitoring of sales; analysis of results; self-evaluation; feedback
from customers, manufacturers, suppliers, staff.
Performance of sales team is evaluated in accordance with agreed procedures.
Range
may include but is not limited to – targets, products, approaches,
structures, personnel, focus, resources, incentives, value to
customers, responsiveness, achievement of objectives,
profitability, variations, implications.
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5.3
Procedures for improving performance of sales team are implemented in
accordance with organisational procedures.
Range
may include but is not limited to – review of approaches,
structures, objectives, resources, personnel; setting development
objectives; providing resources; changing strategies; adjusting
procedures; providing incentives; seeking feedback; providing
professional advice and assistance, linking with mentor.
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.
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