Business Marketing Communications: Personal Selling

1. Business Marketing Communications: Personal Selling Chapter 17

2. Personal Selling • Why is it so important in B2B? • Costs per sales call • Salespeople • What do they do • For their company? • For buyers?

3. Personal Selling • Relationship Marketing • Selling Center • “initiate and maintain relationships with industrial customers” • Objectives • Buying Center • “participate in the purchasing decision and share goals and risks of that decision.” • Objectives • Relationship quality • Two dimensions

5. Managing the Sales Force • What is Sales Management? • Role of strategy and forecasts • Organizing the Effort • Depends on: • Types • Geographical organization • Advantages • Disadvantages • Product organization • Advantages • Disadvantages • Market-centered organization • Advantages • Disadvantages

6. Managing Key Accounts • 80/20 rule • What is a key account? • Purchases a significant volume as a percentage of sales • Involves several organizational members in the process • Buys for an organization with geographically dispersed units • Expects a carefully coordinated response and specialized services • Differences between key accounts and regular accounts- See next slide • Selecting Key Accounts • Look at profit potential and degree to which customer values support services • Look at Phase 1 companies with unique support requirements that can generate $$$ • Consider degree to which transaction complements seller’s business

8. Isolating the Account Management Process • What do account managers do? • What makes them successful? • Building internal relationships • Forging relationships with customer organization • Aligning and crafting • Enhanced internal reputation

9. Sales Administration • Recruiting and Selecting • Trade-offs • Experience v. inexperience • Quantity v. quality • Recruiting • What to demonstrate? • Advantages of good recruiting efforts • Training • What to teach people • Increasing focus on global skills • Why is training so important?

10. Sales Administration • Supervision and Motivation • Motivation • “amount of effort salesperson desires to expend on each of the activities or tasks associated with his of her job.” • Model on next slide • Three factors • Two types of rewards • Intrinsically mediated rewards • Extrinsically mediated rewards • Job performance • Motivation • Aptitude • Role perception

12. Sales Administration • Evaluation and Control • “Monitor and control salesforce to see if objectives are being met.” • Performance measures • Behavior-based • Subjective • Characteristics • Outcome-based • Objective • Characteristics • Setting performance standards

13. Sales Administration • What makes Job Performance decline? • Organizational Climate and Job Satisfaction • What can make job performance increase? • Clearly state objectives and performance requirements • Manager watching over • Manager giving assistance • Perceptions of influencing company policy • Satisfied employees positive salespeople ?? • Turnover • Less likely to leave if job satisfaction is high

14. Models for Industrial Sales Force • How to Deploy? • Territory Sales Response • Potential • Concentration • Dispersed • Territory workload • Sales Opportunity Grid • Internet • Self-service • Seminars