SAL – Planning and managing a sales force in a B2B market

Training course introduction

The implementation of a business strategy in a B2B market always requires a motivated and well-organized sales force, which is essential for company’s competitiveness. However, defining a sales structure, recruiting personnel, implementing and managing a sales force means building a substantial competitive edge and requires specific know-how and competence.


The purpose of the course is to provide participants with a broad overview regarding the subjects that affect the structuring and management of a B2B the sales force, enabling it to actively participate in the related internal processes.


  • Sales/marketing managers, sales managers, area managers
  • Roles involved in Human Resources (managers, organizational development, training professionals, other)

Training languages

English, Italian


The sales department in the strategic and organizational core of the company

  • Sales and intellectual capital: how sales contribute to the company value
  • Sales as a company function
  • The marketing department: definition and areas of interaction with sales

The analysis of business as a tool for planning sales force development

  • The market structure
  • Product, service, solution: how the object of the economic transaction affects the structure of the sales force
  • The Client portfolio and the market coverage

Defining a sales target

  • From budget to sales target
  • General characteristics of objectives
  • Structure of sales objectives

Controlling sales

  • The sales budget
  • Monthly-quarterly sales forecasts
  • Controlling the sales results and reassessing objectives

The managerial roles in the sales force

  • The sales and marketing manager
  • The sales manager
  • The area sales manager
  • Other management roles

The sales professionals

  • The stereotype: the chatterbox salesperson
  • The hunter
  • The farmer
  • The business developer
  • The partner
  • The networker
  • The agent
  • Other professional profiles

The job profile for a sales role

  • Main factors that contribute to a sales profile
  • Assigned responsibilities
  • Experience required
  • Skills and competency
  • Know-how required for managing the role
  • Communication skills

Motivation and remuneration of the sales force

  • Motivating factors
  • Fixed and variable salary, benefits
  • The incentives scheme
  • Sales competitions

Sales and Internet

  • The Internet site
  • E-marketing tools
  • E-management tools
  • Integrated communication
  • Integrated sales

The sales force structure

  • Traditional
  • Based on key accounts

The KAMP (Key Account Management and Planning) method

  • The Client portfolio control
  • From salesperson to sales team
  • The sales plan for the Key Account

Training method

  • Learning by experience
  • The trainer helps participants to “discover” the various topics and to face situations that are technically similar to those they are used to deal with or they are expected to


  • Three days are necessary to acquire a general overview.
  • From three to five days if a more in-depth analysis of the subjects is requested
  • Many of the subjects highlighted above can title a specific training course.


Arduino Mancini

Le definizioni presentate nel glossario non hanno la pretesa di essere esaustive o rigorose: esse sono riportate nella forma impiegata nei contesti in cui mi sono trovato a operare e intendono rappresentare un semplice aiuto per quanti vogliano sapere di più circa il significato di alcuni termini incontrati sul blog.