Copyright © 2012 McGraw-Hill Companies, Inc., All right reversed McGraw-Hill/Irwin 21 Personal Selling (online)

Personal Selling Typically under control of Sales Manager 21-2

Promoting Products Direct promotion Through advertising and promotion Direct-marketing efforts Dyadic communication allows for immediate feedback and adjustment Plays critical role in industrial settings Indirect promotion Through resellers Through sales people 21-3

Determining the Role of Personal Selling How cost effective is each alternative? How effective is each alternative in carrying out the needed exchange? What are the alternative ways to carry out these communications objectives? What information must be exchanged between firm and potential customer? 21-4

Determining the Role of Personal Selling 21-5

Stages of Personal Selling Evolution Selling activity limited to order-taking and delivery Provider Attempting to persuade customer to buy Persuader Seeking out buyers perceived to have a need Prospector Buyers identify problems to be met by goods Problem-solver Seller determines buyer needs and fulfills them Procreator 21-6

New Roles for Salespeople Surveying Mapmaking Guiding Fire Starting 21-7

Customer Relationship Marketing An organization’s effort to develop a link with individual customers that is Long-term Cost effective Mutually beneficial 21-8

Customer Relationship Marketing SAS designs software to assist customer relationship management 21-9

Factors in Keeping a Customer Product Uniqueness Customer Service Depth of Product Line Perceived Price to Value Proposition Loyalty/ Reward Program Product Quality 21-10

Salesperson Classifications More casual role Often involves straight rebuying Order Taking Essentially a support role May not actually take orders Missionary Sales Assess situation, determine needs Get order Creative Selling Present ability to satisfy needs 21-11

Personal Selling Responsibilities Follow up and service the account Close the sale Demonstrate product capabilities Recommend a way to satisfy them Determine customers’ needs and wants Locate prospective customers 21-12

Sales People Have Many Duties 21-13

Test Your Knowledge With the evolution of personal selling, an individual salesperson's job requirements may include: A) Determining customers' needs and wants B) Demonstrating the capabilities of the firm C) Following up and servicing the account D) Locating prospective customers E) All of the above 21-14

Traits of Effective Salespeople Good Communicator Knowledgeable Results- oriented Relationship- oriented Professional Reliable Customer- focused Thorough Problem Solver Responsive 21-15

Traits Buyers Like and Dislike Desirable Objectionable 1.Knowledgeable 2.Empathizes 3.Well organized 4.Prompt 5.Follows through 6.Has solutions 7.Punctual 8.Hard working 9.Energetic 10.Honest 1.Unprepared 2.Uninformed 3.Aggressive 4.Undependable 5.No follow through 6.Presumptive 7.Walk-ins 8.Gabbers 9.Problem avoiders 10.Lack of respect 21-16

Pros and Cons of Personal Selling Reach may be very limited Message can be tailored to recipient Two-way interaction with prospect Prospect isn't likely to be distracted Cost is often extremely high Possible management- sales force conflict Messages may be inconsistent Seller involved in purchase decision Source of research information Potential ethical problems Advantages Disadvantages 21-17

Personal Selling + Other Tools AdvertisingPublic RelationsDirect Marketing Sales Promotion The Internet Personal Selling 21-18

Personal Selling + Advertising 21-19

Personal Selling + PR Creates goodwill Involved in community Representative of the organization Rep is often best source of PR 21-20

Personal Selling and Public Relations Sales Force Volunteers at Work 21-21

Test Your Knowledge By servicing an account and by cooperating and empathizing with clients, salespersons are engaging in _____ activities on behalf of their firm. A) Sales promotion B) Advertising C) Public relations D) Direct marketing E) Telemarketing 21-22

Personal Selling + Direct Marketing 21-23

Personal Selling + Sales Promotion ResellerConsumer Sales Force Sales Promotion Targets Sales Promotion Targets 21-24

Personal Selling + the Internet 21-25

Evaluating the Personal Selling Effort Factors to be considered Review of all target accounts Review of all cross-functional selling Review of specific territory objectives Knowledge of products, customers, and customer organizations Ability to apply this market knowledge Development of a favorable attitude Required course corrections 21-26

Characteristics Affecting Performance Strength of the field manager Management processes that drive performance Clear link between company culture/values to sales strategies Consistent training The courage to change 21-27

Evaluating Personal Selling Provision of marketing intelligence Follow-up activities Program implementations Attainment of communications objectives 21-28

Test Your Knowledge The ability of the sales force to feed back information regarding competitive programs and customer reactions contributes to the promotional program by fulfilling which evaluative criterion? A) Attainment of communications objectives B) Program implementation C) Follow-up activities D) Providing market intelligence E) None of the above 21-29

Quantitative Measures of Sales Results OrdersSales VolumeMarginsCustomer Accounts Sales CallsSelling ExpensesCustomer Service Quantitative Measures 21-30

Qualitative Measures of Sales Results Selling Skills Sales Related Activities 21-31