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Chapter 13 Topics How important is service after the sale? How should salespeople stay in contact with customers? What sales strategies stimulate repeat sales and new business in current accounts? What techniques are important to use when handling complaints? 13- 2

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Chapter 13 Topics

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Chapter 13 topics l.jpg

Chapter 13 Topics

  • How important is service after the sale?

  • How should salespeople stay in contact with customers?

  • What sales strategies stimulate repeat sales and new business in current accounts?

  • What techniques are important to use when handling complaints?

13-2


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  • Why would you partner with someone else in business?

Becoming a Business Partner

  • Assume for a moment that you are going to enter into a business partnership with the person sitting next to you.

  • What are the benefits of entering into a partnership?

  • What would be your attitude toward your partner?

  • When should you try to enter into a partnership?

13-3


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Ways to Build Partnerships and Goodwill

  • Maintain the perspective that the customer’s interest is paramount.

  • Remember customers between calls.

  • Build perceptions of trust.

  • Monitor order processing

  • Ensure proper initial use of the product or service.

  • Help in servicing the product.

  • Provide expert guidance and suggestions.

  • Provide any necessary special assistance.

  • Handle customer complaints efficiently and effectively.

13-4


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Major Components of Trust and Their Relationship to Partnerships

Honesty

Trust

Bond neededfor apartnership

Dependability

Customer Orientation

Competence

Likeability

Identify specific actions you could take as a salesperson to provide evidence of your expertise, reliability, and concern for the buyer.

13-6


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Thinking It Through

  • Some customers take advantage of salespeople by trying to have them perform almost all of the routine maintenance on a product for free.

  • What can you as a salesperson do to curb such a request?

  • How do you know where to draw the line?

13-8


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Assessing Service Failure

  • Attributions

  • Who is at fault?

  • Justice

  • Fairness

Satisfaction

Loyalty

  • Recovery

  • “Recovery

  • Paradox”

Service

Failure

Intent to

Repurchase

Word-of-Mouth

  • Expectations

  • Expectations of failure

  • Expectations of recovery


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Handling Rude or Irate Customers

Follow the Golden Rule

Prove you listened

Don’t justify, excuse or blame others

Do the hard things first

Call back if they hang up

Don’t pass the buck

13-10


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What types of special assistance can a salesperson offer?

  • Serve as consultants, offering advice on store layout.

  • Set up special displays.

  • Provide free demonstrations.

  • Tidy up the shelves and physically restock them.

  • Train a reseller’s employees in how to sell the product to final consumers.

13-11


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Guide to Handling Complaints

  • Listen carefully, sympathetically, and without interrupting.

  • Express regret for any inconvenience suffered.

  • Reassure the customer that the company wants to do what is fair.

  • Talk about points of agreement.

  • Inquire, investigate, and examine to get the facts.

  • Try to get agreement on responsibility for the difficulty.

  • Gain agreement on a solution.

  • Take action as promptly as possible.

  • Educate and resell the customer to forestall future claims.

  • Follow through to see that the action promised has been taken.

13-12


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Effects of Customer Retention

  • Retaining 2% to 5% more customers has the same effect on profits as does cutting costs 10%.

  • It takes 7 sales calls (on average) to close a new account, but only 3 to 4 to close a subsequent sale.

  • 65% of the average company’s sales comes from current customers.

  • The average cost of acquiring a new customer is 5 times that of serving a current customer, largely due to demonstrations, trials, and samples.

13-13


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Buyer/Supplier Interface: Traditional

Exhibit 13.7

Buyer

Supplier

Source: Ginger Conlon, Lisa Napolitano, and Mike Pusateri, Unlocking Profits: The Strategic Advantage of Key Account Management

13-14


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Buyer/Supplier Interface Team

Exhibit 13.7

Buyer

Supplier

What is the role of the salesperson when you have achieved a partnership and you have direct communication between members of the two firms?

Source: Ginger Conlon, Lisa Napolitano, and Mike Pusateri, Unlocking Profits: The Strategic Advantage of Key Account Management

13-15


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Moderate

Resistance

Major

Resistance

Little

Resistance

Moderate

Resistance

Change and Resistance

Scope of Change

Narrow Broad

Fast

Rate of Change

Slow


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Any questions about the terminology?

  • Champion

  • Change agent

  • Complacency

  • Corporate culture

  • Cross-selling

  • Full-line selling

  • Preferred supplier

  • Rate of change

  • Scope of change

  • Upgrading

13-17


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