This research allempted to describe how sales management functions are practiced in MOHArnSoft Drinks Industry S. C. Respondents were drawn judgmf!nlally factory wise. Bothrnquestionnaire and interview were used for primOlY data collection. SecondOlY data wererncollected jt-om company owned sources. Based on the sources the findings indicate that newrnsales people are needed mainly when a vacancy occurs to a sales position. The recruitment andrnselection process is centralized and to fill the vacancies, sales managers consider internalrnemployees as a major source of recruitment. In the sales management unit not all salesrnpersonnel are well-qualified and there are no specialized sales people in each step of thernpersonal selling process at all. When sales forecasting is done by field sales people and toprnmanagers independently, it tends to be inaccurate. Mainly sales volume quotas are set by salesrnmanagers. Once the sales budget is allocated based on the newness of the sales territOlY, itrnfluctuates in response to unforeseen market conditions. The decision-making process in thernsales management unit is not highly participative. Most often, the .sales management unitrnprepares both enl1y level and rejt-esher training to sales staff. Mainly customers ' servicerntraining is given to sales people and training effectiveness is determined by measuring salesrnvolume increment. Sales people are offered an incentive when they meet or exceed sales volumernquotas. All sales personnel are provided financial incentives. Therefore, to address thernaforementioned gaps, the researcher presented possible solutions. The company should preparernreserved sales people prior to any sales vacancy arises. The company should initiate salesrnpeople to upgrade their educational level by joining colleges and universities. On the otherrnhand, the sales managers are supposed to stipulate the required qualifications in the vacancyrnannouncement and employ only eligible sales people. To support their recruitment task, those inrnhiring position should consult field sales managers and field sales people regarding the naturernof the vacant sales position and ask them to recommend prospective sales person. COlporarernmanagers need to adopt decentralized training since it minimizes the cost of sales people travelrnwhile training is given at the central level, allowance for executives who train the sales peoplernand it accommodates individuals' level of understanding. Sales managers should closely workrnwith field sales people in order to develop an accurate sales forecast and sales quota. Salesrnmanagers should go through a comprehensive assessment of sales training effectiveness andrnpel!ormance improvement. The decision making process should be participative to make wellinformedrndecisions.