PersuasionConsultative SellingPartnershipStrategiesBusiness ManagementNegotiation Evolution of personal selling

THE SPECIFIC DUTIES AND RESPONSIBILITIES OF A SALES MANAGER CAN BE SUMMARIZED AS:Determining sales force objectives and goalsFinalizing sales force organization, size, territory, and quotaForecasting and budgeting sales.Selecting,recruiting and training the sales force.Motivating and leading the sales force.Designing compensation plan & control systems.Designing career growth plans and building relationship strategies with key customers.

TYPES OF SELLING

Industrial Selling

Retail Selling

Services Selling

TYPES OF SELLINGSelling functionOrder takersInside Order takerMerchandiseTechnical support salespeopleOrganizational salespeople New business salespeopleMissionary salespeopleOutside order takerDelivery salespeopleConsumer salespeopleOrder creatorsOrder getters

Front lineSalespeople

Sales supportsalespeople

THE SALES MANAGEMENT PROCESSFormulation of a Strategic Management Programme

The strategic sales programme should consider the environmental issues affecting the business. It should organize and plan the company's overall personal selling efforts and integrate these with the other elements of the firms marketing strategy.

THE SALES MANAGEMENT PROCESSImplementation of a Strategic Sales Management Programme.

It involves selecting appropriate sales personnel, training them, leading them and motivating them, designing and implementing of policies and procedures that will direct the efforts of the salespeople towards achieving corporate objectives.

THE SALES MANAGEMENT PROCESSEvaluation and Control of Sales Force Performance.

It involves developing methods and practices for monitoring and evaluating the individual and group sales force performance. This entails talking corrective steps either in formulation or in implementation programmes to achieve the desired corporate goal.

FORMULATION OF A STRATEGIC SALES MANAGEMENT PROGRAMMEThe external environment

Potential customersCompetitionLegal and Political environmentTechnological environmentNatural ResourcesSocial and cultural environmentThe Internal environment

Objectives and missionsHuman resourcesFinancial resourcesCapacity utilization and production processesInnovation cycles and research and development activitiesThe Environment

FORMULATION OF A STRATEGIC SALES MANAGEMENT PROGRAMMEMarketing Strategy

Product and product linesPricing policyDistribution strategyPromotion policyAdvertising and sales promotion

FORMULATION OF A STRATEGIC SALES MANAGEMENT PROGRAMMESales Management Functions

AccountSales forceSales Sales forceMgmt.Organizationforecastingdeployment.policyand quotaterritory designand route planning

EMERGING TRENDS IN SALES MANAGEMENTTechnologyEmerging rends in sales managementRelationship sellingNew Sellingmethods DiversityCustomer OrientationGlobal and ethical issues

SELLING SKILLSThe essential skills for successful selling are communication skills, listening skills, conflict management and resolution skills, negotiation skills, and problem-solving skills.

Selling and buying stylesConcern for the customers(1,9) People OrientedI am customers friend,I want to understand him and respond to his feelings and interests so that he will like me. It is the personal bond that leads him to purchase from me.(5,5) Sales technique OrientedI have tried an effective routine for getting a customer to buy. It motivates through a blended personality and product emphasis(1,1) Take it or Leave itI place the product before the customer and it sells itself as and when it comes.(9,1) Push the product OrientedI take challenge of the customer and hard sell him, polling on all the pressure it takes to make him buy(9,9) Problem Solving OrientedI consult with the customer so as to inform myself of all the needs in his situation that my products can satisfy. We work towards a sound purchase decision on his part, which yield him the benefits he expects from it.

SELLING SKILLSCommunicationsSkillsConflict managementand resolution skillsProblem-solving skillsNegotiation skillsListening SkillsSellingskills

Research has found out that trust between a buyer and a seller largely depends on five elements in the salespersons behaviourTruth of words communicated by the salespersonPredictability of actionCompetency (ability /knowledge/resources)Intent or empathy(placing the customers interest on par with the sellers interest, a commitment to solving the customers problem, and responsive to the customers cause).Likeability (It is an emotional issue and difficult to clearly define, but can be understood as a perception of commonality by both the parties.)

THE COMMUNICATION PROCESSIntendedmessageSent messageEncodingPerceivedmessageDecodingReceived messageFeedbackChannelNoiseSenderss domainReceivers domain

The Listening ProcessAttendanceInterpretationRemembranceEvaluationsResponse action

Levels of ListeningFeedbackPurchasingClarificationsEmpathetic ListeningActive listening

Characteristics of a good and a bad listener

The Bad listener

The Good Listener

Effective listening tips

Tunes out dry subjects

Tunes out if the speaker is not as per his liking.

Tends to start an argument

Listens to facts

Takes extensive notes

Fakes attention

Is distracted easily

Resists difficult expository material

Reacts to emotional words

Tends to daydream while listening to poor speakers

Behaves opportunely; asks, Whats in it for me?

Judges content; skips over delivery errors

Does not judge until comprehension is not built up, interrupts for the purpose of clarification.

Listens for central and main theme

Takes a few useful notes

Works very hard to understand what the speaker is saying and exhibits positive body language

Avoids distractions, and knows how to concentrate

Takes on difficult material as an exercise for the mind

Interprets emotional words, does not get hooked to them

Listens between the lines, weighs the evidence, and summarizes in mind

Find areas of interest

Judge content and not delivery

Hold your fire

Listen for ideas

Take selective notes only when desired

Work for listening

Block our competing thoughts.

Paraphrase the speakers idea

Stay open-minded

Capitalize on the fact that thought moves faster than speech

The conflict management processStage-IPotential opposition orincompatibilityStage-IICognition and PersonalizationStage-IIIIntentionsStage -IVBehaviourStage-VOutcomeAntecedentconditionsCommunicationPersonalVariablesStructureFelt ConflictPerceivedconflictConflict handlingintentionsCompetingCollaborationCompromisigAvoiding AccommodatingIncreasedgroupperformanceDecreased group performanceOvert conflict Partys behaviour others reaction

Methods of Conflict Resolution

CompetingCollaboratingAvoidingAccommodatingCompromising

Eight procedures usually used to handle conflict as identified by Nader and Todd in their book The Designing Process of Law in ten SocietiesLumpingAvoidanceCoercionMediationConciliationArbitrationAdjudicationNegotiation

Characteristics of ineffective/effective problem-solver

Characteristics

Ineffective problem-solver

Effective problem-solver

Attitude

Actions

Accuracy

Solutions procedures

Thinks nothing can be done; gives up easily

Lies back and expects that a solution will come naturally; unable to re-describe the problem; jumps to conclusions very fast.

Does not check

Does not break the problem, lets it be as it is.

Does not know here to start from; fails to identify key concepts; relies on guess; does not use any special plan; quits or withdraws

Believes the problem can be solved

Re-evaluates the problem several times to look at the issue from different angles Re-describes the problem; asks himslef questions; creates a mental picture; draws sketches, and writes equations

Checks and rechecks

Breaks the problem into smaller problems leading to the larger problem; starts at a point where he understands better; uses a few fundamental concepts as building blocks; uses decision heuristics; perseveres when help up or struck; uses quantitative formula and equations to solve the problems; keeps a track of changes and progress.

PROBLEM SOLVING SKILLSBe proactive

Begin with an end in mind

Put first things first.

Think win - winSeek first to understand , then to be understood.

Synergize

Renewal

The problem-solving processDefine the problemGenerate alternative solutionsRemembranceEvaluationsResponse action

Problem Definition Techniques1.Find out origin of the problem 2. Explore the problem3. Present desired state analysis6. Evaluate problem statement5. Statement andRestatement4. Dunkers diagramProblem definition techniques

Dunkers diagramAchieve the desired statePossible path to the desired statePath 1Path 2Path 3Solutions to implement & paths to desired solutionsSolution 1Solution 2Solution 3General SolutionFunctional SolutionSpecific Solution

Stages in the selling processPre-sale preparationSales PresentationHandling Customer ObjectionsClosing the SaleFollow up actionApproach to the customerPre- approachbefore the interviewProspecting

Salespersons knowledge universeProduct KnowledgeFeature BenefitsStylesOriginPrice

Company KnowledgeHistoryFinancesManagementSizePolicies and Procedures

CompetitorsKnowledgeIndustry structureMarket shareMarket behaviourOther policies

A Salespersons Product Information ChecklistWhat led to the development and launch of the product by the company? What is the product made of?How is the product made? What processes are followed?What is so special about the product itself so that it stands out or has a potential to standout in the market? What are its features and style? How unique are they?What the use of the product? What will theproduct do to the customer?How can it be used? Arethere any other ways in which the product can be used ?What is the price? Is it cheaper then the competitor;s price? Is it more expensive? If so, what is the relevance of such prices, being what they are?Is after-sales service readily available?Is there any recognition by an outside agency like the govt? Are there quality certifications for the org. and its processes?

ProspectingSuccessful prospecting50 potential prospects15 Qualified prospects6 Interviews1 sale50 potential prospects25 Qualified prospects17 Interviews7 salesSuccessful prospectingNoYes

Process of prospectingIdentify and define prospectsSearch for sources of potential accountsQualify the prospects from the suspects

Methods of prospecting Cold canvassing Endless chain customer referral Prospect pool ( leads , referrals , orphans ( customers whose salespersons have left the orgn.company records are only source of information for such customers ) , customers. Centers of influence Non competing sales force Observation Friends and acquaintances Lists and directories Direct mail Telemarketing Trade shows and demonstrations

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