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Chapter 1. Introduction to sales force management . ( Figure 1-1) Top Five Customer Complaints About Salespeople. Percent of Customers with Complaint. Source: The HR Chally Group, Ten Year Research Report, 2002. ( Figure 1-2). Types of Outside Sales Forces. Transaction Selling

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Chapter 1

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Chapter 1

Introduction to sales force management


( Figure 1-1)Top Five Customer Complaints About Salespeople

Percent of Customers with Complaint

Source: The HR Chally Group, Ten Year Research Report, 2002.


( Figure 1-2)

Types of Outside Sales Forces


Transaction Selling

Get new accounts

Get the order

Cut the price to get the sale

Manage all accounts to maximize short-term sales

Sell to anyone

Relationship Selling

Retain existing accounts

Become the preferred supplier

Price for profit

Manage each account for long-term profit

Concentrate on high-profit-potential accounts

The Nature of Personal Selling


6 Categories of Sales Jobs

  • Consultative seller

  • Key account seller

  • New business seller

  • Sales support

  • Missionary seller

  • Delivery seller


(Figure 1-3)

Selected Activities of Salespeople

Salesperson

  • Generate sales:

  • Precall planning

  • Prospecting

  • Make sales presentations

  • Overcome objections

  • Close by asking for the orders

  • Arrange for delivery

  • Entertain

  • Arrange for credit/financing

  • Collect payments

  • Participate in trade shows

  • Provide service to customers:

  • Provide management/technical consulting

  • Oversee installations and repairs

  • Check inventory levels

  • Stock shelves

  • Provide merchandising assistance:

  • Co-op advertising, point-of-purchase displays, brochures

  • Oversee product and equipment testing

  • Train wholesalers’ and retailers’ salespeople

  • Territory management:

  • Gather and analyze information on customers, competitors’ general market developments

  • Disseminate information to appropriate personnel within salesperson’s company

  • Develop sales strategies and plans, forecasts, and budgets.

  • Company service:

  • Train new salespeople

  • Perform civic duties

  • Professional development:

  • Participate in:

  • Sales meetings

  • Professional associations

  • Training programs


Sales jobs differ from other jobs because salespeople…

  • implement a firm’s marketing strategies in the field.

  • are authorized to spend company funds.

  • represent their company to customers and to society in general.

  • represent the customer to their companies.

  • operate with little or no direct supervision and require a high degree of motivation.

  • frequently face rejection.

  • need more tact and social intelligence.

  • travel extensively, which takes time from home and family.

  • have large role sets.

  • face role ambiguity, role conflict, and role stress.


Sales Management Responsibilities

Strategic planning

(Figure 1-5)

Organizing the sales force

Performance evaluation

Communication

Coordination

Integration

Recruiting, selection, assimilation

Motivation and supervision

Training and development


(Figure 1-6)

Executive Ladder in Personal Selling

President

Vice president of sales

National sales manager

Regional/divisional sales manager

District sales manager

Staff assistants available for adviceand support at anystep along the ladder.

Sales supervisor

Salesperson


(Figure 1-7)

Executive Ladder in Team Selling

President

Vice president of marketing

Distributionlogisticsspecialist

Productengineer

Client-teamleader

Customer sales/service representative


Sales Force Management Challenges in the 21st Century

  • Selling by executives

  • Customer relationship management (CRM)

  • Sales force diversity

  • Complex channels of distribution

  • An international perspective

  • Ethical behavior and social responsibility


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