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