1. BA 3750 SALES MANAGEMENT L.P. Chew
INTRODUCTION TO ENVIRONMENT & STRATEGIC PLANNING Your Personal Selling Plan
BA 3750 SALES MANAGEMENT
L.P. Chew

2. The Marketing Process Target Consumers Product Place Price Competitors
This CTR corresponds to Figure 2-5 on p. 45 and to material on pp
Teaching Tip: This material previews the focus on later chapters. You may wish to show this CTR as an introduction to the following discussion on target consumers. The lecture information below is provided if you wish to cover the strategic background information prior to coverage of details.
Target
Consumers
Product
Place
Price
Promotion
& Politics
Implementation
Marketing
Planning
Control
Analysis
Competitors
Intermediaries
Publics
Suppliers
Demographic-
Economic
Environment
Technological-
Natural
Political-
Legal
Social-
Cultural
The Marketing Process
This begins an extended discussion of planning, organization, and specific-actions that includes slide transparencies on the 4 Ps, factors affecting marketing strategy decisions, and a general outline of the contents of a marketing plan. These topics are covered in more detail on subsequent CTRs.
Marketing Analysis (and Planning). Marketing must conduct a complete analysis of its situation and all relevant environmental influences. Further, marketing must provide each functional area of the company with the information from this analysis that affects their area-specific tasks.
Selecting Target Markets. In evaluating analysis, it should become clear that the company cannot service each market opportunity equally well. Target market selection occurs by matching strengths and weaknesses identified in analysis to particular target markets.
Marketing Implementation. Plans must be coordinated and launched with realistic logistical support if they are to succeed. Marketers must be able to translate plans into concrete action.
Marketing Control. The need to measure, assess and evaluate performance all relate to control issues. These are discussed in more detail later.

3. Environment of Marketing & Sales Management
5 Parts of Environment
Controllable Factors
Uncontrollable Factors
Organization’s Level of Success/Failure in Reaching Objectives
Feedback
Adaptation
Controllable
Factors
Uncontrollable
Factors
Organization’s
Level of
Success
Adaptation
Feedback

4. Environment of Marketing & Sales Management
(2)
Uncontrollable Factors
(3)
Consumers
(1)
Organization’s Level of Success or Failure in Reaching Its Objectives
Competition
Controllable Factors
Suppliers & Distributors B
Government
By Top Management A
Economy
Technology
(5)
Independent Media
By Marketing
Adaptation
(4) Feedback
A - Total offering of the organization
B - Impact of uncontrollable factors

5. Types of Environments
Macroenvironment refers to the broad demographic, societal, economic, political, and technological forces that an organization faces.
Microenvironment refers to the forces close to an organization that have a direct impact on its ability to serve its customers

6. Top Management Controls
1. Line of Business
General category
Functions
Geographic coverage
Type of ownership
Specific business
5. Corporate Culture
Customer-service orientation
Time orientation
Flexibility
Risk/innovativeness
Centralized/ decentralized
Interpersonal contact
Promotions from within
4. Role of Other Business Functions
Production
Finance
Accounting
Engineering
Purchasing
Research & development
2. Overall Objectives
Sales
Profit
Long-run existence
Consumer acceptance
3. Role of Marketing
Importance in company
Functions
Integration

7. Uncontrollable Factors
Independent Media
Print
Television
Radio
News organizations
Technology
Advances
Compatibility
Acceptance
Consumers
Changing characteristics
Interpersonal influences
Decision process
Organizations
Factors Not Controlled by Top Management or Marketers
Competition
Structure
Marketing strategies
Domestic/foreign
Company size
Generic
Channel
Economy
Rate of growth
Costs
Inflation rate
Unemployment rate
Suppliers & Distributors
Characteristics
Practices
Resource shortages
Government
Federal
State & local
Politics

8. Marketing Directs 1. Selection of Target Market Size Characteristics
Desires
3. Marketing Organizations
Functions
Types
5. Performance Assessment
Day-to-day
Periodic
2. Marketing Objectives
Image
Sales
Profit
Differential advantages
4. Marketing Mix
Product
Distribution
Promotion
Price

9. Key Environments Marketing Environment
The actors and forces that affect a firm’s ability to build and maintain successful relationships with customers.

10. Key Environments Microenvironment: Actors close to the company
Aspects of the marketing environment:
Microenvironment:
Actors close to the company
Macroenvironment
Larger societal forces

11. Strategic Planning Strategic planning is defined as:
“The process of developing and maintaining a strategic fit between the organization’s goals and capabilities and its changing marketing opportunities.”

12. Steps in the Strategic Planning Process

13. Strategic Planning Process
Strategic Planning involves developing
an overall company strategy for long-run
survival and growth.
This process involves:
Defining a Mission: Statement of an organization’s purpose; should be market oriented.
Setting Company Objectives: Supporting goals
and objectives to guide the entire company.
Designing a Business Portfolio: Collection of
businesses and products that make up the company.
Planning Functional Strategies: Detailed planning
for each department designed to accomplish strategic objectives.

14. Managing the Marketing Effort

15. Elements of a Marketing Plan
Executive Summary
Current Marketing Situation
Threats and Opportunities
Objectives and Issues
Elements of a Marketing Plan
Marketing Planning
This CTR relates to the material on pp and corresponds to the information in Table 2-2 on p. 51.
Teaching Tip: If you are using a term marketing project in the course, you may wish to handout the assignment at this time.
Marketing Strategy
Action Programs
Budgets
Marketing Plan Components
Executive Summary. This opening section provides a short summary of the main goals and recommendations for action. It should prepare the reader in anticipation of full explanations later.
Teaching Tip: Hint for students: Write this section after completing the plan.
Current Marketing Situation. This section describes the market and the company's position in it. A product review should compare all market entries. A distribution section reports sales trends and channel developments.
Threats and Opportunities. This section distills environmental scanning efforts into an appraisal of how those forces and trends affect the company. Marketing plans should both identify and rank threats and opportunities.
Objectives and Issues. This section begins the process whereby the manager translates analysis into terms for action. Based upon the preceding two steps the manager can set goals that will successfully implement company strategy.
Marketing Strategies. Just as the company has strategies for growth, the manager must define the marketing logic or "game plan" to be used in running the specific business or product. The marketing plan here must provide specific strategies for target markets, the marketing mix, expenditures, and how strategies complement and support overall marketing goals.
Action Programs. This section tells the who, what , when, and how much of the plan.
Budgets. This section is essentially a projected profit-and-loss statement. You may wish to use it as part of a diagnostic if student plans are used with a simulation.
Controls. All marketing plans must specify the means for evaluating their effectiveness. Financial goals by market by quarter are common.
Controls

16. The Marketing Process Target Consumers Product Place Price Competitors
This CTR corresponds to Figure 2-5 on p. 45 and to material on pp
Teaching Tip: This material previews the focus on later chapters. You may wish to show this CTR as an introduction to the following discussion on target consumers. The lecture information below is provided if you wish to cover the strategic background information prior to coverage of details.
Target
Consumers
Product
Place
Price
Promotion
& Politics
Implementation
Marketing
Planning
Control
Analysis
Competitors
Intermediaries
Publics
Suppliers
Demographic-
Economic
Environment
Technological-
Natural
Political-
Legal
Social-
Cultural
The Marketing Process
This begins an extended discussion of planning, organization, and specific-actions that includes slide transparencies on the 4 Ps, factors affecting marketing strategy decisions, and a general outline of the contents of a marketing plan. These topics are covered in more detail on subsequent CTRs.
Marketing Analysis (and Planning). Marketing must conduct a complete analysis of its situation and all relevant environmental influences. Further, marketing must provide each functional area of the company with the information from this analysis that affects their area-specific tasks.
Selecting Target Markets. In evaluating analysis, it should become clear that the company cannot service each market opportunity equally well. Target market selection occurs by matching strengths and weaknesses identified in analysis to particular target markets.
Marketing Implementation. Plans must be coordinated and launched with realistic logistical support if they are to succeed. Marketers must be able to translate plans into concrete action.
Marketing Control. The need to measure, assess and evaluate performance all relate to control issues. These are discussed in more detail later.

17. Developing a Personal Selling Plan2.
Assigning Responsibility 3.
Establishing a Budget 4.
Determining Types of Sales Positions 1.
Setting Objectives 5.
Selecting a Sales Technique 7.
Applying the Plan 6.
Outlining Sales Tasks
Feedback

18. Developing a Personal Selling Plan2.
Assigning Responsibility 3.
Establishing a Budget 4.
Determining Types of Sales Positions 1.
Setting Objectives 5.
Selecting a Sales Technique 7.
Applying the Plan 6.
Outlining Sales Tasks
Feedback

19. Personal Selling Plan: Setting Objectives
Selling goals can be demand- and/or image-oriented.
When image-oriented, they involve public relations.
Although many firms have some interest in information, reminder, and image goals, the major goal usually is persuasion: converting consumer interest into a sale. 1.
Setting Objectives

20. Assigning Responsibility
Personal Selling Plan: Assigning Responsibility 2.
Assigning Responsibility
Sales Manager Responsibilities
Understand goals and strategies of firm
To determine sales philosophy
To prepare sales forecasts
To allocate resources
To supervise sales personnel
To synchronize selling tasks
To assess all aspects of sales performance
To monitor competition’s actions
To maintain ethical standards
To convey the image sought by firm 1.
Setting Objectives

21. Personal Selling Plan: Budgeting2.
Assigning Responsibility 3.
Establishing a Budget 1.
Setting Objectives
The sales-expense budget allots selling costs among salespeople, products, customers, and geographic areas for a given period. It is usually tied to a sales forecast.
Budget items include sales forecast, overhead, sales force compensation, travel expenses, sales meetings, selling aids, and sales management costs.

22. Determining Types of Sales Positions
Developing a Personal Selling Plan 2.
Assigning Responsibility 3.
Establishing a Budget 4.
Determining Types of Sales Positions 1.
Setting Objectives 5.
Selecting a Sales Technique 7.
Applying the Plan 6.
Outlining Sales Tasks
Feedback

23. Determining Types of Sales Positions
Personal Selling Plan: Sales Positions 2.
Assigning Responsibility 3.
Establishing a Budget 4.
Determining Types of Sales Positions 1.
Setting Objectives
Salespeople are often classified as order takers, order getters, or support personnel.

24. CONTRASTING (don’t forget missionary-support) Order Takers and Order Getters
Generate customer leads and persuade consumers
Process routine orders and reorders
Provide clerical functions
Are creative
Handle high-priced/complex items and increase sales
Basic Differ ences
Handle pre-sold items and maintain sales.
Arrange displays, restock items, answer simple questions, & complete transactions
Are less involved with routine tasks
Require a lot of training and compensation
Require little training and compensation
Are highly expert and enthusiastic
Have limited expertise and enthusiasm

25. Selecting a Sales Technique
Personal Selling Plan: Sales Technique 2.
Assigning Responsibility 3.
Establishing a Budget 4.
Determining Types of Sales Positions 1.
Setting Objectives 5.
Selecting a Sales Technique
Two basic techniques for selling are the canned sales presentation (memorized and repetitive), and the need satisfaction approach (that is customized to individual consumer attributes).

26. Personal Selling Plan: Sales Tasks2.
Assigning Responsibility 3.
Establishing a Budget 4.
Determining Types of Sales Positions 1.
Setting Objectives
The selling process remembers the cost effective prospecting 5.
Selecting a Sales Technique 6.
Outlining Sales Tasks

27. Personal Selling Plan: Sales Tasks2.
Assigning Responsibility 3.
Establishing a Budget 4.
Determining Types of Sales Positions 1.
Setting Objectives
The selling process outlines the sequential tasks sales personnel should perform. 5.
Selecting a Sales Technique 6.
Outlining Sales Tasks

28. Personal Selling Plan: Applying the Plan2.
Assigning Responsibility 3.
Establishing a Budget 4.
Determining Types of Sales Positions 1.
Setting Objectives
Sales Management involves planning, implementing, & controlling the personal sales function. 5.
Selecting a Sales Technique 7.
Applying the Plan 6.
Outlining Sales Tasks
Feedback

29. Sales Management Responsibilities BUILDING AND MANAGING
(Figure 1-5)
Sales Management Responsibilities BUILDING AND MANAGING
Strategic Planning
Organizing the sales force
Performance Evaluation
Communication
Coordination
Integration
Motivation and supervision
Recruiting, selection, assimilation
Training
and development

30. Executive Ladder in Personal Selling
(Figure 1-6)
President
Vice president of sales
National sales manager
Regional/divisional sales manager
District sales manager
Staff assistants available for advice and support at any step along the ladder.
Sales supervisor
Salesperson