Level 06 – Sales The Rules of the assignments Tutor must stick to Guide file instructionsTutor must answer all questions and do all requirementTutor must guarantee the passing score + 75 ٪Tutor must

Level 06 – Sales The Rules of the assignments Tutor must stick to Guide file instructionsTutor must answer all questions and do all requirementTutor must guarantee the passing score + 75 ٪Tutor must
Please note that this sample assignment is for our new suite of level 6 qualifications in management which became available on October 1st 2016. Unit R/615/2720 Sales Level 6 15 Credits Related Qualifications ATHE Level 6 Diploma in Management 603/0627/0ATHE Level 6 Extended Diploma in Management 603/0628/2 Sample Assignment You are employed as a business advisor by a business enterprise centre run by the local government. The centre supports new and growing businesses providing training and consultancy advice to businesses. You have been asked to write a sales training manual that will be used to train people in new or growing businesses on the principles of selling and the sales process, sales technologies, the financial aspects of sales and sales structures in organisations. Your manual should give practical examples and advice as well as explaining theoretical aspects of selling. Task 1 – Section 1: Selling The first section of your training manual is an introductory section and should explain the principles of selling and the different methods of selling. You should include: a definition of the term ‘Sales’ an explanation of why it is important for an organisation to have a sales policy an analysis of the sales function within an organisation an explanation of the role of selling in the marketing mix an explanation of the differences between marketing, negotiating and selling with examples a description of the different methods of selling explaining the characteristics of each Extension activities: To gain a merit grade you must also: evaluate the impact of one method of selling on the performance of a chosen organisation. To gain a distinction grade you must also: make recommendations to improve the sales performance of a specific organisation or product.. LO1 AC1.1, 1.2, 1.3, 1.4 1M1, 1D1 Task 2 – Section 2: The sales process This section should explain the sales process and look at the differences (and similarities) for businesses selling to other businesses and selling to consumers. The section should include: a description of the characteristics of the sales process an analysis of the steps in the customer-buying process a comparison of business-to-business and business-to-consumer selling. Extension activities: To gain a merit grade you must also: create a sales analysis for a specific organisation to show how an organisation’s sales change over time. To gain a distinction grade you must also: develop a strategic sales plan to improve the sales of a specific product as an example for trainees. LO2 AC2.1, 2.2, 2.3 2M1, 2D1 Task 3 – Section 3: Sales technologies The aim of section 3 of your training manual is to introduce trainees to advances in sales technologies. You should include: explanations of the developments in sales technologies which are available and how they can be used in organisations an analysis of the benefits and drawbacks of different sales technologies an evaluation of the differences between online and offline selling Extension activities: To gain a distinction grade you must also: make and explain recommendations for a specific organisation to improve sales through the use of advances in technology LO3 AC3.1, 3.2, 3.3 3D1 Task 4 – Section 4: Financial dimension of sales In this section, you should explain the financial dimension of sales for trainees and how this can be managed. You should include explanations of: the financial dimension of sales and the role of portfolio management the purpose of sales budgeting the difference between top-down and bottom-up forecasting. You must also analyse the role of sales variance in performance management Extension activities: To gain a merit grade you must also: evaluate how financial principles and portfolio management can increase organisational profitability and competitiveness LO4 AC4.1, 4.2, 4.3 4M1 Task 5 – Section 5: Sales structures In this final section, you should cover the different sales structures in organisations and the benefits of account management. You should include: an analysis of different sales structures in organisations an explanation of the deployment of the sales force and an analysis of the different ways they can be managed an evaluation of the benefits of account management within sales structures. LO5 AC5.1, 5.2, 5.3, 5.4 Guidelines for assessors The assignments submitted by learners must achieve the learning outcomes and meet the standards specified by the assessment criteria for the unit. To achieve a merit or distinction grade, the learners must demonstrate that they have achieved all the criteria set for these grades. Where work for the pass standard is marginal, assessors can take account of any extension work completed by the learners. The suggested evidence listed below is how learners can demonstrate that they have met the required standards. Task number LOs and AC Suggested evidence PASS Suggested additional evidence MERIT Suggested additional evidence DISTINCTION 1. LO1 AC1.1, 1.2, 1.3, 1.4, 1M1 1D1 The definition of sales should include the purpose and objectives of sales. The learner should give relevant reasons why a sales policy is important to an organisation. The analysis of the sales function should include an explanation of the 7 Ps and strategies used for selling. Marketing, negotiating and selling should be clearly defined and compared giving examples to illustrate the differences. There should be a clear explanation of a range of different methods of selling. Explanations should be suitable for trainees who are unfamiliar with sales and selling techniques. The learner should use an example of a specific organisation and evaluate how one method of selling can impact on an organisation. The impacts should be explained with evidence and they should be linked to the method of selling. The learner should make recommendations for improving sales performance. The recommendations must be linked to a specific organisation or product and clearly explain how improvements could be achieved. 2. LO2 AC2.1, 2.2, 2.3 2M1 2D1 This section should include a comprehensive description of the sales process. The learner should explain the selling cycle and each step within it. Influences on buyer behaviour should be identified and explained along with the process of buyer decision-making. The comparison of business-to-business and business-to-consumer selling should explain the differences in types of customer, market structures, demand and buying processes. The sales analysis should be clear with each point analysed in detail to show trends in sales for an organisation over time. Strategic plan should include SMART objectives to improve sales of a specific product. Objectives and the associated plan must be product/organisation related. LO3 AC3.1, 3.2, 3.3 3D1 The learner should identify and clearly explain a range of developments in selling technologies and their use in organisations including the benefits and issues related to technologies in general (e.g. acceptance of technologies) as well as those linked to specific technologies. The evaluation of online/offline selling should identify differences in customer relationships and customer experience and the benefits and drawbacks of each. This should lead to judgements. Recommendations must be for a specific organisation and include explanations of how/why the application of advances in technology should improve sales. LO4 AC4.1, 4.2, 4.3 4M1 The learner should explain product portfolio management and how this is used to maximise sales within an organisation. There should be an explanation of return – increasing, diminishing and negative marginal returns. The purpose of budgeting should be identified with explanations of how sales can be forecast and the elements of a sales budget. The use of budgets in planning, co-ordination and control should be explained and the learner must provide a clear analysis of the role of sales variances in managing performance. Using examples the learner must produce a balanced evaluation of how financial principles and portfolio management can lead to increased profitability and competitiveness. LO5 AC5.1, 5.2, 5.3, 5.4 The learner should analyse the objectives of different sales structures, ways of organising the sales force within an organisation (including role of sales manager) and how the optimal size of the sales force can be determined. The learner should analyse each point in turn. Ways to manage and motivate the sales force should be identified. At least two motivational theories should be explained and applied (e.g. Maslow, McClelland, Equity theory, Expectancy theory). The learners should also identify how the sales force can be demotivated. An evaluation of account management should be included along with the reasons why this is important and the benefits it brings. The learner should also identify the drawbacks of this approach. © ATHE Ltd 2016 315112016 Version 1.0