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Evolution of personal selling
Partnership Strategies Business Management Consultative Selling Negotiation Persuasion
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THE SPECIFIC DUTIES AND RESPONSIBILITIES OF A SALES MANAGER CAN BE SUMMARIZED AS:
Determining sales force objectives and goals Finalizing sales force organization, size, territory, and quota Forecasting and budgeting sales. Selecting,recruiting and training the sales force. Motivating and leading the sales force. Designing compensation plan & control systems. Designing career growth plans and building relationship strategies with key customers.
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TYPES OF SELLING Industrial Selling Retail Selling Services Selling
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TYPES OF SELLING Inside Order taker Delivery salespeople
Order takers Outside order taker Order creators Missionary salespeople Front line Salespeople Selling function New business salespeople Order getters Organizational salespeople Sales support salespeople Consumer salespeople Technical support salespeople Merchandise
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THE SALES MANAGEMENT PROCESS
Formulation of a Strategic Management Programme The strategic sales programme should consider the environmental issues affecting the business. It should organize and plan the company's overall personal selling efforts and integrate these with the other elements of the firm’s marketing strategy.
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THE SALES MANAGEMENT PROCESS
Implementation of a Strategic Sales Management Programme. It involves selecting appropriate sales personnel, training them, leading them and motivating them, designing and implementing of policies and procedures that will direct the efforts of the salespeople towards achieving corporate objectives.
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THE SALES MANAGEMENT PROCESS
Evaluation and Control of Sales Force Performance. It involves developing methods and practices for monitoring and evaluating the individual and group sales force performance. This entails talking corrective steps either in formulation or in implementation programmes to achieve the desired corporate goal.
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FORMULATION OF A STRATEGIC SALES MANAGEMENT PROGRAMME
The Environment The external environment Potential customers Competition Legal and Political environment Technological environment Natural Resources Social and cultural environment The Internal environment Objectives and missions Human resources Financial resources Capacity utilization and production processes Innovation cycles and research and development activities
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FORMULATION OF A STRATEGIC SALES MANAGEMENT PROGRAMME
Marketing Strategy Product and product lines Pricing policy Distribution strategy Promotion policy Advertising and sales promotion
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FORMULATION OF A STRATEGIC SALES MANAGEMENT PROGRAMME
Sales Management Functions Account Sales force Sales Sales force Mgmt. Organization forecasting deployment. policy and quota territory design and route planning
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EMERGING TRENDS IN SALES MANAGEMENT
Technology Customer Orientation Emerging rends in sales management Relationship selling Global and ethical issues Diversity New Selling methods
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SELLING SKILLS The essential skills for successful selling are communication skills, listening skills, conflict management and resolution skills, negotiation skills, and problem-solving skills.
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Selling and buying styles
9 8 7 6 5 4 3 2 1 (1,9) People Oriented I am customer’s friend, I want to understand him and respond to his feelings and interests so that he will like me. It is the personal bond that leads him to purchase from me. (9,9) Problem Solving Oriented I consult with the customer so as to inform myself of all the needs in his situation that my products can satisfy. We work towards a sound purchase decision on his part, which yield him the benefits he expects from it. Concern for the customers (5,5) Sales technique Oriented I have tried an effective routine for getting a customer to buy. It motivates through a blended personality and product emphasis (9,1) Push the product Oriented I take challenge of the customer and hard sell him, polling on all the pressure it takes to make him buy (1,1) Take it or Leave it I place the product before the customer and it sells itself as and when it comes.
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SELLING SKILLS Communications Problem- Skills solving skills Selling
Listening Skills Negotiation skills Conflict management and resolution skills
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Research has found out that trust between a buyer and a seller largely depends on five elements in the salesperson’s behaviour Truth of words communicated by the salesperson Predictability of action Competency (ability /knowledge/resources) Intent or empathy(placing the customer’s interest on par with the seller’s interest, a commitment to solving the customer’s problem, and responsive to the customer’s cause). Likeability (It is an emotional issue and difficult to clearly define, but can be understood as a perception of commonality by both the parties.)
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THE COMMUNICATION PROCESS
Feedback Perceived message Intended message Noise Encoding Decoding Sent message Received message Channel Senders’s domain Receiver’s domain
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The Listening Process Attendance Interpretation Remembrance
Evaluations Response action
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Levels of Listening Feedback Purchasing Clarifications
Empathetic Listening Active listening
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The conflict management process
Stage-I Potential opposition or incompatibility Stage-II Cognition and Personalization Stage-III Intentions Stage -IV Behaviour Stage-V Outcome Increased group performance Perceived conflict Conflict handling intentions Competing Collaboration Compromisig Avoiding Accommodating Antecedent conditions Communication Personal Variables Structure Overt conflict Party’s behaviour others reaction Decreased group performance Felt Conflict
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Methods of Conflict Resolution
Competing Collaborating Avoiding Accommodating Compromising
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Eight procedures usually used to handle conflict as identified by Nader and Todd in their book “The Designing Process of Law in ten Societies Lumping Avoidance Coercion Mediation Conciliation Arbitration’ Adjudication Negotiation
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PROBLEM SOLVING SKILLS
Be proactive Begin with an end in mind Put first things first. Think win - win Seek first to understand , then to be understood. Synergize Renewal
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The problem-solving process
Define the problem Generate alternative solutions Remembrance Evaluations Response action
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Problem definition techniques
4. Dunker’s diagram 5. Statement and Restatement 3. Present desired state analysis Problem Definition Techniques 6. Evaluate problem statement 2. Explore the problem 1.Find out origin of the problem
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Solutions to implement & paths to desired solutions
Dunker’s diagram Achieve the desired state General Solution Possible path to the desired state Functional Solution Path 1 Path 2 Path 3 Solutions to implement & paths to desired solutions Specific Solution Solution 1 Solution 2 Solution 3
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Stages in the selling process
Pre- approach before the interview Pre-sale preparation Prospecting Approach to the customer Handling Customer Objections Closing the Sale Sales Presentation Follow up action
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Salesperson’s knowledge universe
Product Knowledge Feature Benefits Styles Origin Price Company Knowledge History Finances Management Size Policies and Procedures Competitor’s Knowledge Industry structure Market share Market behaviour Other policies
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A Salesperson’s Product Information Checklist
product do to the customer? How can it be used? Are there any other ways in which the product can be used ? What is the price? Is it cheaper then the competitor;s price? Is it more expensive? If so, what is the relevance of such prices, being what they are? Is after-sales service readily available? Is there any recognition by an outside agency like the govt? Are there quality certifications for the org. and its processes? What led to the development and launch of the product by the company? What is the product made of? How is the product made? What processes are followed? What is so special about the product itself so that it stands out or has a potential to standout in the market? What are its features and style? How unique are they? What the use of the product? What will the
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Successful prospecting
50 potential prospects 50 potential prospects 15 Qualified prospects 25 Qualified prospects 6 Interviews 17 Interviews 1 sale 7 sales No Yes Successful prospecting
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Process of prospecting
Identify and define prospects Search for sources of potential accounts Qualify the prospects from the suspects
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Methods of prospecting
Cold canvassing Endless chain customer referral Prospect pool ( leads , referrals , orphans ( customers whose salespersons have left the orgn.company records are only source of information for such customers ) , customers. Centers of influence Non competing sales force Observation Friends and acquaintances Lists and directories Direct mail Telemarketing Trade shows and demonstrations
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