Personal Selling, Relationship Building, and Sales Management

Slides:



Advertisements
Similar presentations
Chapter 13 The Promotion Strategy: Developing and Managing Sales
Advertisements

Relationship Selling Mark W. Johnston Greg W. Marshall
Part V SALES FORCE LEADERSHIP Chapter 12: Compensating Salespeople.
Evaluating the Performance of Salespeople
An Overview of Strategic Marketing
Planning, Staffing, and Training Successful Salespeople
Learning Goals Understand the role of a company’s salespeople in creating value. Know the six major sales force management steps. Understand the personal.
© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Nature of Personal Selling and Sales ManagementPersonal Selling Sales Management Pervasiveness of.
Personal Selling and Sales Management
Sales and Sales Management Personal Selling
9 Selling Your Product Section 9.1 Principles of Successful Selling
SELLING AND SALES MANGEMENT
The Strategic Role of Information in Sales Management
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 15-1.
SALES FORCE MANAGEMENT 11 TH EDITION MARK W. JOHNSTON GREG W. MARSHALL Routledge 2013.
Marketing for Hospitality and Tourism, 3e©2003 Pearson Education, Inc. Philip Kotler, John Bowen, James MakensUpper Saddle River, NJ Chapter 17.
Chapter 12 selling overview Section 12.1 The Sales Function
UNIT F MANAGEMENT OF DISTRIBUTION, PROMOTION, AND SELLING
Personal Selling and Sales Management
McGraw-Hill/Irwin Copyright © 2009 by the McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2007 McGraw-Hill Ryerson Limited. Objectives To understand: The nature and advantages of the sales function in an organization. The variety.
1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (1) 11 Evaluating the Performance of Salespeople Module 11 Evaluating the Performance of Salespeople.
© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin PERSONAL SELLING AND SALES MANAGEMENT 20 C HAPTER.
Managing within Your Company
McGraw-Hill/Irwin Copyright 2006 by The McGraw-Hill Companies, Inc.
Dr. S. Borna MBA 671. Lecture Outline Conditions under which personal selling effort is more important Sales Force Management Decisions Sales force organization.
Personal Selling and Sales Management
Principles of Marketing Lecture-36. Summary of Lecture-35.
Marketing : An Introduction
Copyright  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy 1 Part 3: The marketing mix Chapter.
For use only with Perreault/Cannon/ McCarthy texts, © 2009 McGraw-Hill Companies, Inc. McGraw-Hill/Irwin Chapter 15 Personal Selling.
Chapter 16 Managing Within Your Company
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 16-1.
© 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Part One Marketing Strategy and Customer Relationships 1 An Overview of Strategic Marketing.
Sales Management. Managing the sales effort n Sales management: Activities of planning, organizing, staffing, motivating compensating, and evaluating.
© 2007 The McGraw-Hill Companies, Inc. All rights reserved.
©2003 Prentice Hall, Inc.To accompany A Framework for Marketing Management, 2 nd Edition Slide 0 in Chapter 17 Chapter 17 Managing the Sales Force PowerPoint.
Arman Arneja Mr. Como. Marketing Managers General Overview Plan, direct, and coordinate marketing programs. (promotion, advertisements, etc.) Identify.
Personal Selling.
© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 20-1.
© 2007 The McGraw-Hill Companies, Inc., All Rights Reserved. McGraw-Hill/Irwin Marketing Management, 8e Chapter Nine Personal Selling, Relationship Building,
Personal Selling The Nature of Personal Selling
Essentials of Health Care Marketing 2 nd Ed. Eric Berkowitz Chapter 13 Sales and Sales Management.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Integrated Marketing Communications: Sales and Sales Management
Chapter 16 - slide 1 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Class Eleven Chapter Sixteen Personal Selling.
Trade Management Module 5 Sales Management Model Learning Objectives:
© McGraw-Hill Companies, Inc., McGraw-Hill/Irwin.
Section Objectives Explain the role of personal selling in businesses.
CHAPTER OVERVIEW  Personal selling: interpersonal influence process involving a seller’s promotional presentation conducted on a person-to- person basis.
©2000 Prentice Hall ObjectivesObjectives ä Designing a Sales Force ä Managing the Sales Force ä Principles of Personal Selling.
©2003 Prentice Hall, Inc.To accompany A Framework for Marketing Management, 2 nd Edition Slide 0 in Chapter 17 Chapter 17 Managing the Sales Force PowerPoint.
MGT301 Principles of Marketing Lecture-36. Summary of Lecture-35.
Chapter 13 The Promotion Strategy: Developing and Managing Sales.
Lecture on Personal Selling
SELLING AND SALES MANGEMENT MARKETING-SALES INTERACTION & THE ROLE of SELLING.
SDM-Ch.4 1 Chapter 4 Management of Sales Territories and Quotas.
McGraw-Hill/Irwin Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved. 2-1 Drivers of Change in Selling and Sales Management Building.
I t ’s good and good for you Chapter Four Personal Selling.
9 Marketing Management Personal Selling SECTION 1 7th Edition menu
9 Selling Your Product Section 9.1 Principles of Successful Selling
Principles of Marketing - UNBSJ
The Nature of Personal Selling
9 Selling Your Product Section 9.1 Principles of Successful Selling
9 Selling Your Product Section 9.1 Principles of Successful Selling
Personal Selling and Sales Management
Evaluating the Performance of Salespeople
Managing within Your Company
Presentation transcript:

Personal Selling, Relationship Building, and Sales Management Chapter 9 Personal Selling, Relationship Building, and Sales Management Key Terms Information Provision, Persuasion, After-sale Service, Prospecting, Random Lead Generation, Lead, Selected-lead Searching, Planning the Sales Call, Presenting, Responding to Objections, Obtaining Commitment, Long-term Relationship, Functional Relationships, Strategic Alliances, Missionary Salespeople, Technical Sales Specialist, Cross-functional Sales Team, Sales Force Organization, Forecasting Sales, Sales Territories and Quotas, Salary, Commission

Personal Selling – Definition Defined as a two-way flow of communication between a potential buyer and a salesperson Use of personal selling depends partially on the nature of product Key role played by salesperson in providing information about product Use personal selling when products are New and different Technically complex Expensive and require negotiation

Sales Process Refers to two basic factors The objectives the salesperson is trying to achieve while engaged in selling activities The sequence of stages or steps the salesperson should follow to achieve the objectives (relationship-building process)

Sales Force Objectives Information provision Persuasion After-sale service

The Sales Relationship-Building Process

The Evolution of Personal Selling

Prospecting – Locating Potential Customers Lead – A candidate to whom a sale can be made – target of prospecting process Random lead generation – Mass appeals that require a high number of contacts to generate qualified leads Selected-lead searching – Uses existing contact to generate new ones – often called referrals

Prospecting – A Screening Process Does the lead have a want or need that can be satisfied by the purchase of the firm’s products or services? Does the lead have the ability to pay? Does the lead have the authority to pay? Can the lead be approached favorably? Is the lead eligible to buy?

Common Sources of Sales Leads

Planning the Sales Call Thorough knowledge of representative company, including past history Thorough knowledge of products and product lines Good working knowledge of competitor’s products and product line In-depth knowledge of the market for their merchandise Accurate knowledge of buyer, or prospect

Presenting Be well prepared and set a goal for your presentation Develop a checklist of items for discussion Development of good interpersonal skills Adapt your style to the prospect

Overcoming Objections Expect objections to occur at any time During efforts to secure appointments During the presentation and subsequent relationship During attempts to obtain a commitment During the after-sale follow-up In response to an objection, a sales person should not challenge the customer Make the necessary presentation in order to help the client make an intelligent decision

Obtaining Commitment Important to know how and when to close a sale Not all sales end in a successful closing – Salespeople should analyze the reasons and determine whether More sales calls are necessary to obtain commitment Currently, there just does not exist a good match between customer needs and seller offerings

Building Long-Term Relationships After-marketing activities include Establishing and maintaining a customer information file Monitoring order processing Ensuring initial proper use of product or service Providing customers ongoing guidance and support Analyzing customer feedback and responding quickly to questions and complaints Continually conducting customer satisfaction research and responding to it

Relationships Can Lead to Partnerships Functional relationships – When a buyer and a salesperson has a problem, they work together to solve it Strategic relationships (strategic alliances) – Long-term, formal relationships in which both parties make significant commitments and investments in each other in order to pursue mutual goals and to improve the profitability of each other

People Who Support the Sales Force Missionary salespeople – Focus solely on promoting existing products and introduction of new products (e.g.: pharmaceuticals) Technical sales specialists – Support the sales staff by providing training or other technical assistance Cross-functional sales team – Increased in popularity since products increase in technical complexity, and units of the buying organization require specialized knowledge

Why Cross-Functional Sales Teams Are Growing in Popularity

Managing the Sales and Relationship-Building Process Efficient and effective sales tools, continuous sales training, and adequate support from promotional tools Efficient delivery and reorder system Equitable compensation plan to reward and motivate performance, and promote company loyalty Adequate supervision and evaluation of performance for continual improvement

Organizing the Sales Force

Sales Management Task – Sales Force Organization Geographic structure – Provides practical benefit of limiting the distance each salesperson must travel Product structure – Useful when sales force must have specific technical knowledge about products Customer structure – Works best when different types of buyers have large or significantly different needs Major account management – Use of team selling to focus on major customers to establish long-term relationships

Forecasting Sales Estimate of how much of the company’s output, either in dollars or in units, can be sold during a specified future period under a proposed marketing plan and under an assumed set of economic conditions Used to Establish sales quotas Plan the personal selling efforts and other types of promotional activities Budget selling expenses Plan and coordinate production, logistics, inventories, personnel, and so forth

Forecasting Methods Jury of executive opinion method – Combines and averages views of top management from different departments Sales force composite method – Sales force becomes the jury Customer expectations method – Asks customer about the quantity they expect to purchase

Forecasting Methods Time-series analysis – Analyzes past sales data and the impact of factors influencing sales Correlation analysis – Measures relationship between dependent and independent variables Other quantitative techniques – Growth functions and simulation models

Sales Territories and Quotas Sales territories can be segmented on the bases of Geography Product specialization Sales quotas Provide incentives for salespeople Provide a quantitative standard for performance measurement Evaluate and control the efforts of the sales force Activity quotas – Allows monitoring of whether salespersons are engaging in activities to the extent desired

Sales Territories and Quotas Sales quotas represent specific sales goals assigned to each territory or unit over designated time period Management needs to consider these key factors All territories will not have equal potential and, hence, compensation must be adjusted All salespeople will not have equal ability and assignments may have to be made accordingly Sales task in each territory may differ from time period to time period Analyzing expenses – Sales forecasts should include a sales expense budget

Effort- and Results-Oriented Measures for Evaluating Salespeople

Medi-test Company Sales Activity Evaluation

Motivating and Compensating Performance Salary – Refers to a specific amount of monetary compensation at an agreed rate for definite time periods Commission – Is monetary compensation provided for each unit of sales and expressed as a percentage of sales May be computed on the bases of Volume of sales in units of product Gross sales in dollars Net sales after returns Sales volume in excess of a quota

Types of Incentives and Their Possible Performance Outcomes