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Business Marketing Communications: Personal Selling

Business Marketing Communications: Personal Selling. Chapter 17. Personal Selling. Why is it so important in B2B? Costs per sales call Salespeople What do they do For their company? For buyers?. Personal Selling. Relationship Marketing Selling Center

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Business Marketing Communications: Personal Selling

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  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

  4. 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

  5. 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

  6. 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

  7. 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?

  8. 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

  9. 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

  10. 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

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

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