Develop a Sales Plan

Running head: DEVELOP A SALES PLAN
Develop a Sales Plan
Name of the student:
Name of the university:
Author note:

1DEVELOP A SALES PLAN
Table of Contents
1.Formative Assessments................................................................................................................4
Activity 1.....................................................................................................................................4
Activity 2.....................................................................................................................................5
Activity 3.....................................................................................................................................5
Activity 4.....................................................................................................................................6
Activity 5.....................................................................................................................................8
Activity 6...................................................................................................................................10
Activity 7...................................................................................................................................10
Activity 8...................................................................................................................................11
Activity 9...................................................................................................................................11
Activity 10.................................................................................................................................12
Activity 11.................................................................................................................................14
Activity 12.................................................................................................................................14
Activity 13.................................................................................................................................15
Activity 14.................................................................................................................................16
Activity 15.................................................................................................................................17
Activity 16.................................................................................................................................18
Activity 17.................................................................................................................................19

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Activity 18.................................................................................................................................20
Activity 19.................................................................................................................................21
Activity 20.................................................................................................................................21
2. Summative Assessment 1..........................................................................................................23
Q1:.............................................................................................................................................23
Q 2:............................................................................................................................................24
Q3:.............................................................................................................................................24
Q4:.............................................................................................................................................25
3. Summative Assessment 2: Project 1..........................................................................................26
Section 1: Organisational context..................................................................................................26
The nature of the goods/services sold:.......................................................................................26
The size of the organisation:......................................................................................................26
Vision/mission of the organisation:...........................................................................................27
Values of the organisation:........................................................................................................27
Section 2: Background to the sales plan........................................................................................28
The organisational strategic planning documents:....................................................................28
Reviewing the previous sales performance and determining the strategies:.............................28
An assessment of market needs:................................................................................................29
Identify new opportunities:........................................................................................................29
Target market and profile of customers:....................................................................................30

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Section 3: Sales objectives and targets..........................................................................................31
Organisational strategic objectives and corporate image:.........................................................31
Assumptions to base the plan:...................................................................................................31
Sales indicators and their associated targets:.............................................................................32
Timeline for each of the targets:................................................................................................32
Monitoring the plan:..................................................................................................................32
Section 4: Sales plan action plan...................................................................................................33
Approaches to meet sales objectives:........................................................................................33
Selling approach:.......................................................................................................................34
Human resource requirements:..................................................................................................35
Non-human resource requirements:...........................................................................................35
Budget allocations:....................................................................................................................35
Potential risks and risks controls to be used:.............................................................................36
The advertising and promotional strategy:................................................................................37
Distribution channels:................................................................................................................37
References......................................................................................................................................42

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1. Formative Assessments
Activity 1
Q1:
A company profile is made up of various organisational factors such as organisations’
culture and intentions. Organisational culture is growing to importance these days mostly
because it has a huge effect on organisational practice and its stakeholders. Indeed, an
organisational culture is composed of values, beliefs, ideologies and principles. It means the
culture has a significant influence on how employees behave to different organisational practice
and interact with people outside of the organisation. These are some of the reasons why the
global managers are growing with their concerns for a positive organisational culture
(Agnihotriet al., 2016). This also illustrates why a company profile in terms of its culture and
intentions are considered while developing sales plans. Moreover, a sales plan not in line with a
company’s profile may fail in meeting with their preferences for range of products and services.
Q2:
According to the principles of marketing, it is important to identify the target market to
avoid unnecessary expenses being made on making products and offering services that are not
feasible to the marketplace. Indeed, operating according to the target market helps keep the costs
in control and offering relevant products to customers (Ahearne, 2017). Fred’s was able to
identify his customers. This is why he made adjustments to products’ cost and the operating
hours. Local people will prefer visiting to the store as the prices are comparatively low. The
narrow margin in profit could be managed with the extended hours of operations.

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Activity 2
It is necessary to review previous sales performance and successful approaches during the
planning process as it produces a lot of useful information needed to improve the sales
performance. These are customer touch point, help in improving the marketing strategies, key
areas for developing sales plan and information about the customers’ need. Customer touch point
comes from the data on interacting with customers. Marketing strategy will become more
effective if it is based on the data received from the sales people. Employee feedback will inform
on key areas for developing sales plan.Customers’ need could be known from analyzing the
customers’ feedback.
Activity 3
Q1:
There are certain market-based information that are needed by a sales team to be able to
make sound sales and marketing strategy related decisions. These are but not limited to product
information, market share and penetration, pricing strategy, win/loss analysis, and competitive
positioning and messaging. Product information helps to know about what features in popular
market products are the point of attraction for customers. Pricing strategy could be used as a
benchmark (Aydin & Kaya, 2016). Moreover, this will help offering products at the most
competitive price provided that the employer has effective controls on its overall costs.
Marketing share will help to know about the leading companies in the target market sector.
Competitive positioning will communicate the competitive keywords that the competitor

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companies use to dominate search engines. Win/loss will help to understand the features of the
products and services being liked and disliked by customers.
Q2:
A market segment is a group of people who have one or more thing on common. Each
market segment is unique as it follows behaviours different from that of another.
Segmenting a market is essential to identify who are the actual customers (Bolander&
Richards, 2018). One product cannot be offered to people of all age groups, geography etc. For
an example, ‘Chocolates’ may not be a preferred choice of foods to the old people as they may
be suffering from diabetes. Again, luxury cars cannot have its target market set to locations that
mostly have people making average income. These examples illustrate the fact that segmenting a
marketing is an essential part of a sales strategy. It must be analysed appropriately to produce the
maximum of impact with it.
Activity 4
Q1:
There are many benefits of basing assumptions on quantifiable data. It is used to identify
and know the most important assumptions of to be able to deal with uncertainty. This also helps
to know the most important of assumptions in business plans of a company. Moreover, these
assumptions can also be tested. Such tests will produce a piece of information to be used to
create a database. The database will help to know about the assumptions that worked or else

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(Datta,Ailawadi& van Heerde, 2017). Moreover, this also helps to accommodate the unexpected
outcomes.
Q2:
A sales forecast entail many a thing like developing a unit sales projection, past sales
data, factors for a new product, project prices and a split up of purchase into factors. These all
are used to analyse the past performance, current competency of the employer and market trends.
A sales forecast can be based upon many factors such as those mentioned below:
 Past Economic Performance
 Current Industry Conditions
 Current Global Conditions
 Rate of Inflation
 Marketing efforts
 Internal Organisational Changes
 Seasonal Demands
Q3:
Sales target should be both achievable and practical as it keeps the motivation level high
in employees. Realistic time frames help the sales people believe that the sales’ target is
achievable. Setting realistic and achievable targets will help employees believe in themselves.
On the contrary if sales target is not achievable and realistic as well employees may get
demotivated. They may question about the realism of the targets. A low motivation due to