영업과 영업관리 직무의 차이점

Core distinction: Sales vs. Sales Management

Sales (영업)

• Primary responsibility: Sell your company’s manufactured products directly into customer “sales channels,” and ensure they sell as much as possible.
• Common in: Manufacturing companies.

Sales Management (영업관리)

• Primary responsibility: Maximize revenue (and profits) by managing/owning the company’s sales channels and ensuring the best products are sold at the right conditions/prices through those channels.
• Common in: Companies that own their distribution/sales channels.
• Also described as: A “sales support” layer that coordinates and enables frontline selling.

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Business example (department store ramen category)

Scenario

Selling ramen via department stores, comparing:

• Brand-side sales staff: e.g., Ottogi / Nongshim
• Channel-side decision makers: department store MD (Merchandising) sales management within chains like Shinsegae / Lotte

How the process works (channel optimization + profit maximization)

• Meetings with MDs include shared inputs such as:
  • current sales trends
  • market research
  • product strengths
  • price proposals
  • new product descriptions
• Sales teams propose:
  • max supply quantity for promotion periods
  • requests for high-visibility shelf placement
• The MD sales manager then:
  • maximizes sales and profits within the food category
  • negotiates prices across branches
  • decides whether to accept restrictions (promo/display/sales terms)

Headquarters involvement (sales management can include “hands-on” coordination)

• Headquarters sales reps prepare/agree:

  • price and promotion restrictions
  • display restrictions
  • new product benefits with MDs.

• After meetings, HQ disseminates promotion/display/new product info nationwide to sales reps.

• When branches escalate issues:
  • collect branch feedback
  • if logistics is blocked, contact logistics center managers
  • if a store refuses stocking new products, escalate to HQ MD to negotiate or offer support

Takeaway: Sales and sales management overlap. Sales management often focuses on enabling and coordinating sales execution, not operating independently.

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What qualities to highlight in applications (and what not to overclaim)

Common required competencies (for both sales and sales management)

• Mental fortitude & perseverance
  • Works under monthly sales quotas
  • Must keep pushing despite pressure when targets aren’t met
• Problem-solving ability
  • Sales execution can face unpredictable issues (examples):
    • logistics problems
    • issues related to country of origin
  • Goals must be met despite disruptions
• Communication ability + relationship management
  • Negotiation requires giving concessions and getting value, not just demanding
  • Relationships matter because you may need urgent support

What candidates often misunderstand

• Don’t claim you can do sales/sales management based only on:
  • convenience store part-time experience
  • basic communication/persuasion anecdotes
  • enduring difficult customers
  • generic traits like “I like people” or being extroverted
• For sales management, emphasize capabilities beyond personal selling.

Sales management “appeal” differentiator

• Salespeople can reach targets via individual selling.
• Sales managers achieve targets via team aggregation:
  • collaboration across branches, agencies, and sales teams
  • requires team strength + leadership
• Example emphasized: Chuseok holiday gift sets
  • Sales management must coordinate:
    • encouraging branch sales teams
    • aligning promotional pricing
    • securing inventory
  • The target is achieved by summing branch execution, not by one person.

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Operational logic & organization tactics (implied “playbook”)

While no named framework (e.g., OKRs/SWOT) is mentioned, the video describes a repeatable operating pattern for sales management:

• Channel negotiation + constraint handling
  • align promos/display/supply limits with MD/channel partners
  • decide on accepting restrictions to maximize category profit
• Information cascade to the field
  • HQ plans → communicate promos/display/new product benefits to all branches
• Field issue resolution loop
  • listen to grievances → escalate to logistics/HQ decisions
• Cross-sell execution using mix of existing + new products
  • when new products are neglected, sales management must coach/persuade agencies/representatives to sell:
    • existing products
    • new product launches

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Metrics / KPIs mentioned (targets & timelines)

• Monthly sales quotas are explicitly referenced as the core performance metric.
• Seasonal target purchase volume is referenced (example: Chuseok gift sets).
• No specific numeric KPI values (e.g., revenue, CAC, LTV) are provided.

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Management risk / retention insight

• Sales management is described as having high turnover.
• Suggested reason: people can’t withstand sales pressure or join without fully understanding the role.

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Presenters / sources

• Presenter/source: Not explicitly named in the subtitles (no identifiable person or organization beyond examples of companies and roles).
• Companies used as examples:
  • Ottogi
  • Nongshim
  • Shinsegae
  • Lotte Department Store (10-item MD division referenced)