‭SELLING‬ ‭Introduction‬ I‭n‬ ‭this‬ ‭c hapter,‬ ‭attention‬ ‭will‬ ‭be‬ ‭paid‬ ‭to‬ ‭the‬ ‭administrative‬ ‭information‬ ‭provision‬ ‭regarding‬ ‭the‬ ‭sales‬ ‭of‬ ‭only‬ ‭those‬ ‭companies‬ ‭that‬ ‭sell‬ ‭goods‬ ‭from‬ ‭stock‬ ‭by‬ ‭means‬ ‭of‬ ‭representatives‬‭,‬‭or‬ ‭direct‬ ‭written,‬ ‭telephone‬ ‭or‬ ‭automated‬ ‭order‬‭by‬ ‭c ustomers.‬ ‭The function and activities of the sales department‬ ‭T he place within the organization‬ ‭ he Organizational‬ ‭position of the sales department‬‭In a functionally classified‬ T ‭organization, it is normally directly under the highest management. Within a sales‬ ‭department a distinction can be made between the field‬ ‭s ales force and‬‭the sales‬ ‭office.‬‭The first-mentioned department is responsible for commercial contacts with‬ ‭customers, the administrative handling of the transactions is then carried out by the‬ ‭internal sales department.‬ ‭ he commercial policy‬ T ‭The activities to be performed by the sales department are largely determined by monitoring‬ ‭commercial policy.‬‭This policy, as well as the quantitative‬‭relationships and the possibilities‬ ‭offered by information technology, in turn determine the structure of the administrative‬ ‭information management system. The service policy and the need to be able to deliver quickly‬ ‭or not are important criteria for the stock policy as well as for the question of whether a‬ ‭geographical‬‭distribution of stocks is‬‭desired.‬ ‭ elegation of powers‬ D ‭It is an important tool for delegating the relevant sales authority and assessing its‬ ‭use‬‭system of sales and gross profit budgeting.‬‭Naturally,‬‭this involves repressive‬ ‭c ontrol. But many types of preventive control measures on the use of powers can‬ ‭also be identified. In this context, consideration could be given to recording the‬ ‭price and delivery conditions discussed above in the‬‭condition cart library which‬ ‭is built up on the basis of the guidelines established by the management.‬ ‭ ctivities‬ A ‭In order to realize the policy, activities must be carried out which can initially be divided‬ ‭into:‬ ‭-‬ ‭Management in the narrower sense (policy formulation, multi-year budget, annual‬ ‭ udget and the sales budgets based on it as well as the control of implementation),‬ b ‭and‬ ‭-‬ ‭Other activities (such as operational activities: functioning, controlling, accounting).‬ ‭T he information needs‬ ‭Information needs regarding governance in the narrower sense‬ ‭ he information needs regarding governance in the narrower sense primarily relate‬ T ‭to the need to determine longer-term policy. That means, first of all, a reflection on‬ ‭the critical‬‭success factors from‬‭the organization. The‬‭strategy formulation‬ ‭precedes‬‭analysis‬‭of opportunities and threats for‬‭the company as well as analysis‬ ‭of strengths and weaknesses‬‭of the organization in general and of the commercial‬ ‭sector, including the representative apparatus, in particular.‬