Integrated Marketing Communications: Sales and Sales Management CHAPTER 13 Integrated Marketing Communications: Sales and Sales Management

ROLES OF SALESPEOPLE Selling Function Managing Relationships Gathering Information From Customers From Competitors About Market Forces Chapter 13 - Sales and Sales Management

SALES STRATEGIES SCRIPT-BASED SELLING—Used when all customers’ needs are similar NEEDS SATISFACTION SELLING—Identifying buyers’ needs and selling to them CONSULTATIVE SELLING—Bring specialized expertise for a customized solution STRATEGIC PARTNER SELLING—Seller-Customer joint effort for developing product solutions Chapter 13 - Sales and Sales Management

THE SALESPERSON’S ROLE IN RELATIONSHIP BUILDING STAGES Generate reorders Upgrade Full-line sell Secure complete commitment from both companies Manage change Limited relationships Failure to monitor competitors or industry Complacency Exploration Awareness Commitment Expansion Set correct expectations Ensure proper initial use Follow up Make personal visits Handle complaints Achieve customer satisfaction Dissolution Chapter 13 - Sales and Sales Management

SALESFORCE ORGANIZATION Geographic Product Specialists Sales Teams Outsourcing Chapter 13 - Sales and Sales Management

DO YOU OUTSOURCE THE SALES FORCE? YES NO Establish relationships Salary and selling expenses can be limited Little or no up-front investment Loss of control over sales presentation Products may not be a selling priority with representative TO MAKE IT WORK: Invest in training and Merchandising materials Chapter 13 - Sales and Sales Management

SALES RESOURCES ALLOCATION GRID Relatively fewer resources should be allocated here Low Maintain sufficient resources to continue to reap the sales potential and strong position High Direct more sales resources here Assign to alternative method of communicating, such as telemarketing Weak Strong Sales Potential Market Position Chapter 13 - Sales and Sales Management

SALES FORCE CONTROL MECHANISMS ESTABLISH QUOTAS – Fair and Understandable Activity Quotas – based on actions Performance Quotas – based on outcomes ESTABLISH COMPENSATION PLAN – Equitable, Stable, Understandable Straight Salary Straight Commission Combination Plans Bonus System MOTIVATION ACTIVITIES– Keep Sales Force Producing (contest and recognition) Chapter 13 - Sales and Sales Management

EVALUATING PERFORMANCE & MAINTAINING MOTIVATION 5 Steps to Evaluate Sales Force Performance Review specific sales objectives Obtain appropriate performance data (outcomes and actions) Evaluate what was beyond the salesperson’s control Identify problems and opportunities Create a strategy that resolves problems and seizes opportunities Chapter 13 - Sales and Sales Management