Copyright © 2003 Prentice-Hall, Inc Chapter 21 Managing The Sales Force by PowerPoint by Milton M. Pressley University of New Orleans

Copyright © 2003 Prentice-Hall, Inc Đội ngũ bán hàng, đầu tiên là phục vụ khách hàng, sau đó là chăm chút sản phẩm. Đội ngũ bán hàng, đầu tiên là phục vụ khách hàng, sau đó là chăm chút sản phẩm. The successful salesperson cares first for the customer, second for the products. Kotler on Marketing

Copyright © 2003 Prentice-Hall, Inc Chapter Objectives  Công ty phải làm gì để thiết lập 1 đội nghũ bán hàng?  Làm thế nào để tuyển dụng, chọn lựa, huấn luyện, kích thích và đánh giá đội ngũ bán hàng?  Làm thế nào để nhân viên bán hàng nâng cao khả năng bán hàng, thuyết phục và thực hiện việc tiếp thị dựa trên việc tạo dựng mối quan hệ.

Copyright © 2003 Prentice-Hall, Inc Đại diện bán hàng Sales Representative  Các loại đại diện bán hàng:  Người giao hàng Deliverer  Người nhận đơn hàng Order taker  Nhân viên kỹ thuật Technician

Copyright © 2003 Prentice-Hall, Inc Nhiệm vụ của nhân viên bán hàng Common tasks for salespeople  Điều tra thăm dò Prospecting  Xác định mục tiêu Targeting  Giao tiếp Communicating  Bán hàng Selling  Cung cấp dịch vụ Servicing  Thu thập thông tin Information gathering  Sử dụng nguồn lực Allocating ( quyết định xem khách hàng nào sẽ có hàng khi nguồn hàng thiếu hụt)

Copyright © 2003 Prentice-Hall, Inc Hai loại quản lý lực lượng bán hàng  Quản lý trực tiếp Direct (company) sales force  Hợp đồng, trung gian Contractual sales force

Copyright © 2003 Prentice-Hall, Inc Sales Force Size  The total number of sales representatives needed is determined

Copyright © 2003 Prentice-Hall, Inc Internet đã tạo điều kiện cho các công ty giảm bớt đội ngũ bán hàng. -Bằng cách nào Internet đã hỗ trợ các doanh nghiệp? -Quá trình giao tiếp giữa doanh nghiệp và khách hàng sẽ thay đổi như thế nào?

Copyright © 2003 Prentice-Hall, Inc Managing the Sales Force  Recruiting and Selecting Reps  Training Sales Reps

Copyright © 2003 Prentice-Hall, Inc Managing the Sales Force  Training Programs Have Several Goals  Sales representatives need to:  Know and identify with the company  Know the company’s products  Know customers’ and competitors’ characteristics  Know how to make effective sales presentations  Understand field procedures and responsibilities

Copyright © 2003 Prentice-Hall, Inc Managing the Sales Force  Supervising Sales Reps  Norms for Customer Calls  Norms for Prospect Calls  Using Sales Time Efficiently

Copyright © 2003 Prentice-Hall, Inc Managing the Sales Force  Time-and-duty analysis  Preparation  Travel  Food and breaks  Waiting  Selling  Administration

Copyright © 2003 Prentice-Hall, Inc Managing the Sales Force  Sales Quotas  Supplementary Motivators  Sales meetings  Sales contests  Evaluating Sales Representatives  Sources of Information  Formal Evaluation

Copyright © 2003 Prentice-Hall, Inc Table 21.2: Form for Evaluating Sales Representative’s Performance Territory: Midland Sales Representative: John Smith Net sales product A $251,300$253,200$270,000$263, Net sales product B 423,200439,200553,900561, Net sales total 674,500692,400823,900825, Percent of quota product A Percent of quota product B Gross profits product A $50,260$50,640$54,000$52, Gross profits product B 42,32043,92055,39056, Gross profits total 92,58094,560109,390108,810

Copyright © 2003 Prentice-Hall, Inc Figure 21.3: Managing the Sales Force: Improving Effectiveness Principles of Personal Selling

Copyright © 2003 Prentice-Hall, Inc Figure 21.4: Major Steps in Effective Selling

Copyright © 2003 Prentice-Hall, Inc Principles of Personal Selling  Negotiation  When to negotiate  When factors bear not only on price, but also on quality of service  When business risk cannot be accurately predetermined  When a long period of time is required to produce the items purchased  When production is interrupted frequently because of numerous change orders

Copyright © 2003 Prentice-Hall, Inc Figure 21.5: The Zone Agreement

Copyright © 2003 Prentice-Hall, Inc Principles of Personal Selling  Formulating a Negotiation Strategy

Copyright © 2003 Prentice-Hall, Inc Table 21.3: Classic Bargaining Tactics Acting Crazy Put on a good show by visibly demonstrating your emotional commitment to your position. This increases your credibility and may give the opponent a justification to settle on your terms. Big Pot Leave yourself a lot of room to negotiate. Make high demands at the beginning. After making concessions, you will still end up with a larger payoff than if you started too low. Get a Prestigious Ally The ally can be a person or a project that is prestigious. You try to get the opponent to accept less because the person/object he or she will be involved with is prestigious. The Well Is Dry Take a stand and tell the opponent you have no more concessions to make.

Copyright © 2003 Prentice-Hall, Inc Principles of Personal Selling  Relationship Marketing