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Selling and Sales Management

Selling and Sales Management. chapter 13. Harcourt, Inc. Objectives. Identify and understand the critical factors of personal selling Discuss how selling has evolved Evaluate the advantages and disadvantages of sales as a profession. Objectives.

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Selling and Sales Management

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  1. Selling and Sales Management chapter 13 Harcourt, Inc.

  2. Objectives • Identify and understand the critical factors of personal selling • Discuss how selling has evolved • Evaluate the advantages and disadvantages of sales as a profession Dr. Rosenbloom

  3. Objectives • Describe the selling environments and types of personal selling • Understand the sales process • Appreciate the tasks and functions of the sales manager • Recognize legal/ethical issues Dr. Rosenbloom

  4. Personal Selling Payne Webber Draft Worldwide Dr. Rosenbloom

  5. Personal Selling Defined • A form of person to person communication in which a salesperson works with prospective buyer and attempts to influence purchase in the direction of his or her company’s products or services Dr. Rosenbloom

  6. Importance of Personal Selling • Allows the firm to immediately respond to the needs of the prospect • Allows for immediate customer feedback • Results in an actual sale Dr. Rosenbloom

  7. Evolution of Personal Selling • Hard sell: Formerly thought customers had to be forced into making a purchase • Relationship selling: Now selling requires the development of a trusting partnership in which the salesperson seeks to provide long-term customer satisfaction Dr. Rosenbloom

  8. Relationship Selling • WalkerInformation Dr. Rosenbloom

  9. Why choose the sales profession? • Employment in sales is growing • Sales positions offer advantages: • Good compensation • Intrinsic reward from helping customers • Flexible in day-to-day activities • High-visibility career track • Limited supervision • Travel opportunities • Increasing responsibilities Dr. Rosenbloom

  10. Leading Edge Technology • Lawson Software Dr. Rosenbloom

  11. Desirable Salesperson Traits Empathetic Self-motivated Competitive Salesperson Organized Goal-oriented Enthusiastic Adaptive Customer- oriented Dr. Rosenbloom

  12. Selling Environments and Selling Types Dr. Rosenbloom

  13. Over-the-Counter Selling Order taker Order Getter • A salesperson who only processes the purchase that the customer has already selected • Retail outlets that are heavily oriented toward self-service Dr. Rosenbloom

  14. Over-the-Counter Selling Order taker Order Getter • A salesperson who actively seeks to provide information to prospects, persuade prospective customers, and close sales • Personal service oriented stores • May practice suggestion selling Dr. Rosenbloom

  15. Field Selling Professional Salespeople • Help prospective customers to define their needs and then suggest the best means of meeting those needs, even if that requires suggesting that the prospects use a competitive product National account managers Missionary Salespeople Support Salespeople Dr. Rosenbloom

  16. Field Selling Professional Salespeople • Highly skilled salespersons who call on key customers’ headquarters sites, develop strategic plans for the accounts, make formal presentations to top-level executives, and assist with all the product decisions at that level National account managers Missionary Salespeople Support Salespeople Dr. Rosenbloom

  17. Field Selling Professional Salespeople • They do not seek to obtain a direct order from their customers • Primary goal is to persuade customers to place orders with distributors or wholesalers National account managers Missionary Salespeople Support Salespeople Dr. Rosenbloom

  18. Field Selling Professional Salespeople • Support the sales force in a number of ways • Technical support salespeople assist with technical aspects of sales presentations • Merchandisers may set up product displays National account managers Missionary Salespeople Support Salespeople Dr. Rosenbloom

  19. Telemarketing • Utilizing the telephone for prospecting, selling, and/or following up with customers • Outbound: the salesperson uses the telephone to call customers • Inbound: Firms which have customers calling the vendor company to place orders (toll-free phone numbers) Telemarketing Dr. Rosenbloom

  20. The Personal Selling Process Approach Pre-Approach Prospecting Need Identification Follow-Up Handling Objections Gaining Commitment Presentation Dr. Rosenbloom

  21. The Personal Selling Process Prospecting • Prospecting involves finding qualified sales leads • Qualified sales leads: potential customers that have a need for the salesperson’s product, and are able to buy • Referrals: obtained by the salesperson asking current customers if they know of someone else who might have a need for the salesperson’s product • Cold-calling: means contacting prospective customers without a prior arrangement Dr. Rosenbloom

  22. Prospecting Through Advertising • Zip Pak Dr. Rosenbloom

  23. Referrals • Deloitte & Touche Dr. Rosenbloom

  24. The Personal Selling Process Pre-approach • The collection of information about the potential customer and the customer’s company prior to the initial visit • Researching the prospect and the company will assist the salesperson in planning the initial presentation to the prospective customer Dr. Rosenbloom

  25. The Personal Selling Process Approach • The development of rapport with the customer • The chance to make a good first impression • The salesperson should adapt to the potential customer’s social style Dr. Rosenbloom

  26. Social Styles Fact-oriented Analytical Driver Risk Adverse Risk Takers Amiable Expressive People-oriented Dr. Rosenbloom

  27. Social Styles Fact-oriented Analytical Driver Risk Adverse Risk Takers Amiable Expressive People-oriented • Very fact-and-detail oriented • Require time to make decisions • Not interested in socializing • The salesperson should inundate the analytical with facts and figures that can be supported with documentation Dr. Rosenbloom

  28. Social Styles Fact-oriented Driver Analytical Risk Adverse Risk Takers Amiable Expressive People-oriented • Action-and goal oriented, and makes quick decisions • Basic facts and not big on socializing • The sales person should provide the bottom-line information first and then work backward to fill-in essential details Dr. Rosenbloom

  29. Social Styles Fact-oriented Driver Analytical Risk Adverse Risk Takers Expressive Amiable People-oriented • A visionary with big ideas for the future but not a detail-oriented individual • Hesitant to make quick decisions and will seek consensus from others • Seeks to socialize with the salesperson • The salesperson should provide assurances that will reduce the amiable’s feeling of risk Dr. Rosenbloom

  30. Social Styles Fact-oriented Driver Analytical Risk Takers Risk Adverse Amiable Expressive People-oriented • Loves to socialize and will frequently base the purchase decision on the relationship with the salesperson • The salesperson should establish a personal relationship with the expressive by telling anecdotal stories, by socializing outside the office and by relating personal information Dr. Rosenbloom

  31. The Personal Selling Process Need Identification • Requires asking probing questions of the prospective customer to determine needs • The salesperson should ask open-ended questions • Make sure that the customer’s needs and potential concerns are addressed Dr. Rosenbloom

  32. The Personal Selling Process Presentation • The focus of the sales presentation is the salesperson’s explanation of how the features of the product provide “benefits” • Presentation may be flexible or memorized • The salesperson should be prepared to provide documentation for any statements of fact that are made Dr. Rosenbloom

  33. The Personal Selling Process Handling Objections • The salesperson may have failed to provide adequate information, or have not demonstrated how the product meets the needs of the prospect • Objection as a sign of interest on the part of the prospect • Provide information that will ensure the prospect’s confidence in making the purchase Dr. Rosenbloom

  34. The Personal Selling Process Gaining Commitment • Commitment is gained when the prospect agrees to take the action sought by the salesperson • The salesperson must ask for commitment Dr. Rosenbloom

  35. The Personal Selling Process Follow- Up • The salesperson complete any agreed upon actions • The salesperson should stay in touch after the sale by writing thank-you notes, clipping and mailing newspaper articles of interest to the prospect and calling on the customer to ensure the customer’s satisfaction Dr. Rosenbloom

  36. Sales Certification • Several organizations now offer certification programs that are designed to increase the professionalism and expertise of the salespeople • Sales and Marketing Executives International (SMEI) • Hospitality Sales and Marketing Association International (HSMAI) • National Association of Sales Professionals (NASP) Dr. Rosenbloom

  37. Sales Management • Recruit, train, motivate, and evaluate their sales representatives • Manage territories • Develop sales plans and sales forecasts • Identify business opportunities and create appropriate strategies • Encourage the sales team to create added-value for the customer Dr. Rosenbloom

  38. Recruiting Empathetic Self-motivated Competitive Salesperson Organized Goal-oriented Enthusiastic Adaptive Customer- oriented Sales Management • Individuals with desirable salesperson traits • Individuals whose values and goals match those of the firm Dr. Rosenbloom

  39. Sales Force Training Sales Management • Train the new sales representatives on product and customer knowledge and selling skills • Sales training is expensive but the pay off is worth it. • All sales representatives should periodically receive training to keep up-to-date and to keep their skills honed Dr. Rosenbloom

  40. Motivating the Sales Force Sales Management • Provide further motivation to salespeople and to encourage salespeople to focus on the priories of the company • Reward when the pre-specified performance level (quota) is reached Sales Force Quotas Dr. Rosenbloom

  41. Motivating the Sales Force Sales Management • Regular praising of salespeople and let them know their efforts are appreciated • Rapport-building, open communication, and modeling behavior • Good sales management feedback Sales Coaching Dr. Rosenbloom

  42. Sales Management Sales Force Compensation Regional Salaries Dr. Rosenbloom

  43. Sales Management Sales Force Compensation • The sales force have greater security but no desire to put extra efforts Sales Productivity Straight Salary Plan Dr. Rosenbloom

  44. Sales Management Sales Force Compensation • A great deal of insecurity due to uncontrollable factors like economic recession Sales Productivity Commission Plan Dr. Rosenbloom

  45. Sales Management Sales Force Compensation • Salary plus Commission Bonus paid on this difference Dr. Rosenbloom

  46. Evaluation of Performance Sales Management • Sales managers should provide continual guidance and feedback • Use more quantitative methods of evaluation to reduce bias in the evaluation process Dr. Rosenbloom

  47. Territory Organization and Management Sales Management • Which method to organize the territory? • By product line or by geographical area • Around customer • The salesperson calls on customers that represent dozens of different industry (more traditional) • The salesperson is asked to call on customers in one or two specific industries, regardless of where the customer is located geographically Dr. Rosenbloom

  48. Territory Organization and Management Sales Management • Each salesperson should feel his/her territory offers as much potential as each colleagues’ territory • Each salesperson should feel the territory division does not require that he/she work any harder than any other salesperson Territory Allocation Dr. Rosenbloom

  49. Territory Organization and Management Sales Management • The sales manager should help the sales force maximize their territories’ potential • Make sure that the salespeople are not meeting their quotas from the large purchases of one key buyer • Utilize market research to ensure no potential accounts are being overlooked in any given territory Territory Potential Dr. Rosenbloom

  50. Sales Force Technology • The use of technology among sales forces is growing • Sales managers must be computer literate • Notebook computers, cellular phones, and portable fax machines Dr. Rosenbloom

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