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

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

3. 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

4. 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

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

6. 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

7. 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

8. 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

9. 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