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CHAPTER 13
Integrated Marketing Communications:
Sales and Sales Management
Chapter 13 - Sales and Sales Management
ROLES OF SALESPEOPLE
1. Selling Function
2. Managing Relationships
3. Gathering Information From Customers From Competitors About Market Forces
Chapter 13 - Sales and Sales Management
SALES STRATEGIES
1. SCRIPT-BASED SELLING—Used when all customers’ needs are similar
2. NEEDS SATISFACTION SELLING—Identifying buyers’ needs and selling to them
3. CONSULTATIVE SELLING—Bring specialized expertise for a customized solution
4. STRATEGIC PARTNER SELLING—Seller-Customer joint effort for developing product solutions
Chapter 13 - Sales and Sales Management
THE SALESPERSON’S ROLE INRELATIONSHIP 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
SALESFORCE ORGANIZATION
Geographic
Product Specialists
Sales Teams
Outsourcing
Chapter 13 - Sales and Sales Management
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
SALES RESOURCES ALLOCATION GRID
Relatively fewerresources shouldbe allocated here
Low
Maintain sufficientresources to continueto reap the salespotential and strongposition
High
Direct more salesresources here
Assign toalternative methodof communicating,such astelemarketing
Weak
Strong
Sales Potential
MarketPosition
Chapter 13 - Sales and Sales Management
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
EVALUATING PERFORMANCE & MAINTAINING MOTIVATION
5 Steps to Evaluate Sales Force Performance1. Review specific sales objectives
2. Obtain appropriate performance data(outcomes and actions)
3. Evaluate what was beyond the salesperson’s control
4. Identify problems and opportunities
5. Create a strategy that resolves problems and seizes opportunities
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