MARKETING CH 16
Terms
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- TEAM SELLING
- USING TEAMS OF PEOPLE TO SERVICE LARGE, COMPLEX ACCOUNTS.
- SELECTING SALESPEOPLE
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1.TEST SCORES
2.PERSONAL CHARACTERISTICS
3.REFERENCES
4.PAST EMPLOYMENT HISTORY
5.INTERVIEWER REACTIONS - ELEMENTS OF COMPENSATING SALESPEOPLE
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1.FIXED AMOUNT (SALARY)
2.VARIABLE AMOUNT (COMMISSIONS, BONUSES)
3.EXPENSES (JOB-RELATED EXPENSES)
4.FRINGE BENEFITS (PAID VACATIONS, SICKNESS & ACCIDENT BENEFITS, PENSIONS, & LIFE INSURANCE) - SUPERVISION
- WHERE THE COMPANY DIRECTS & MOTIVATES THE SALES FORCE TO DO A BETTER JOB.
- ANNUAL CALL PLAN
- SHOWS WHICH CUSTOMERS & PROSPECTS TO CALL ON IN WHICH MONTHS & WHICH ACTIVITIES TO CARRY OUT.
- SALES QUOTAS
- STANDARDS SET FOR SALESPEOPLE, STATING THE AMOUNT THEY SHOULD SELL & HOW SALES SHOULD BE DIVIDED AMONG THE COMPANY'S PRODUCTS.
- POSITIVE INCENTIVES
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1.SALES MEETINGS
2.SALES CONTESTS - GATHERING INFORMATION ON SALESPEOPLE
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1.SALES REPORTS
2.CALL REPORTS
3.EXPENSE REPORTS - SELLING PROCESS
- THE STEPS THAT THE SALESPERSON FOLLOWS WHEN SELLING.
- NAMES OF PEOPLE WHO DO SELLING
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1.SALESPEOPLE
2.SALES REPRESENTATIVES
3.ACCOUNT EXECUTIVES
4.SALES CONSULTANTS
5.SALES ENGINEERS
6.AGENTS
7.DISTRICT MANAGERS
8.MARKETING REPRESENTATIVES
9.ACCOUNT DEVELOPMENT REPS - SALESPERSON
- AN INDIVIDUAL PERFORMING THE FOLLOWING ACTIVITIES: PROSPECTING, COMMUNICATING, SERVICING, & INFORMATION GATHERING.
- SALESPERSON POSITIONS
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1.ORDER TAKER
2.ORDER GETTERS
3.MISSIONARY SELLING - PERSONAL SELLING
- 2-WAY, PERSONAL COMMUNICATION BETWEEN SALESPEOPLE & INDIVIDUAL CUSTOMERS
- CRITICAL LINK BETWEEN COMPANY & CUSTOMERS
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1.REPRESENT THE COMPANY TO CUSTOMERS
2.REPRESENT CUSTOMERS TO THE COMPANY
3.PRODUCE CUSTOMER SATISFACTION & COMPANY PROFIT - SALES FORCE MANAGEMENT
- THE ANALYSIS, PLANNING, IMPLEMENTATION, & CONTROL OF SALES FORCE ACTIVITIES.
- TERRITORIAL SALES FORCE STRUCTURE
- A ORGANIZATION THAT ASSIGNS EACH SALESPERSON TO A TERRITORY IN WHICH THAT SALESPERSON SELLS THE COMPANY'S FULL LINE.
- MAJOR STEPS IN SALES FORCE MANAGEMENT
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1.DESIGN STRATEGY & STRUCTURE
2.RECRUIT SALESPEOPLE
3.TRAIN SALESPEOPLE
4.COMPENSATE SALESPEOPLE
5.SUPERVISE SALESPEOPLE
6.EVALUATE SALESPEOPLE - PRODUCT SALES FORCE STRUCTURE
- A ORGANIZATION UNDER WHICH SALESPEOPLE SPECIALIZE IN SELLING A PROTION OF THE COMPANY'S PRODUCTS OR LINES.
- CUSTOMER SALES FORCE STRUCTURE
- A ORGANIZATION UNDER WHICH SALESPEOPLE SPECIALIZE IN SELLING TO CERTAIN CUSTOMERS OR INDUSTRIES.
- "SINGLE FACE"
- 1 POINT OF CONTACT FOR ALL OF AN ORGANIZATION'S PRODUCTS OR SERVICES
- WORKLOAD APPROACH
- AN APPROACH TO SETTING SALES FORCE SIZE IN WHICH THE COMPANY GROUPS ACCOUNTS INTO CLASSES & THEN DETERMINES HOW MANY SALESPEOPLE ARE NEEDED TO CALL EACH CLASS THE DESIRED NUMBER OF TIMES.
- OUTSIDE SALES FORCE (FIELD SALES FORCE)
- SALESPEOPLE WHO TRAVEL TO CALL CUSTOMERS
- INSIDE SALES FORCE
- SALESPEOPLE WHO CONDUCT BUSINESS FROM THEIR OFFICES VIA TELEPHONE OR VISITS FROM PROSPECTIVE BUYERS.
- TELEMARKETING
- USING THE TELEPHONE TO SELL DIRECTLY TO CUSTOMERS.
- INSIDE SALESPEOPLE
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1.TECHNICAL SUPPORT PEOPLE
2.SALES ASSISTANTS
3.TELEMARKETERS - TECHNICAL SUPPORT PEOPLE
- PROVIDE TECHNICAL INFORMATION & ANSWERS TO CUSTOMERS' QUESTIONS
- SALES ASSISTANTS
- PROVIDE CLERICAL BACKUP FOR OUTSIDE SALESPEOPLE.
- TELEMARKETERS
- USE THE PHONE TO FIND NEW LEADS & QUALIFY PROSPECTS FOR THE FIELD SALES FORCE.
- TRAINING PROGRAM GOALS
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1.SALESPEOPLE NEED TO KNOW & IDENTIFY WITH THE COMPANY
2.SALESPEOPLE NEED TO KNOW THE COMPANY'S PRODUCTS
3.SALESPEOPLE NEED TO KNOW CUSTOMERS' & COMPETITORS'CHARACTERISTICS
4.SALESPEOPLE ARE TRAINED IN THE PRINCIPLES OF SELLING
5.SALESPEOPLE NEED TO UNDERSTAND FIELD PROCEDURES & RESPONSIBILITIES - TIME-&-DUTY ANALYSIS
- WHERE THE SALESPERSON SPENDS TIME TRAVELING, WAITING, EATING, TAKING BREAKS, & DOING ADMINISTRATIVE CHORES IN ADDITION TO TIME SPENT SELLING.
- BOOSTING SALES FORCE MORALE & PERFORMANCE
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1.ORGANIZATIONAL CLIMATE
2.SALES QUOTAS
3.POSITIVE INCENTIVES - TEAM SELLING PITFALLS
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1.SELLING TEAMS CAN CONFUSE OR OVERWHELM CUSTOMERS.
2.SALESPEOPLE MAY HAVE TROUBLE LEARNING TO WORK WITH OTHERS ON A TEAM.
3.DIFFICULTIES IN EVALUATING INDIVIDUAL CONTRIBUTIONS TO THE TEAM SELLING EFFORT . - 4 BASIC TYPES OF COMPENSATION PLANS
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1.STRAIGHT SALARY
2.STRAIGHT COMMISSION
3.SALARY PLUS BONUS
4.SALARY PLUS COMMISSION - SALES FORCE AUTOMATION SYSTEMS
- COMPUTERIZED SALES FORCE OPERATIONS FOR MORE EFFICIENT ORDER-ENTRY TRANSACTIONS, IMPROVED CUSTOMER SERVICE, & BETTER SALESPERSON DECISION-MAKING SUPPORT.
- TYPES OF FORMAL EVALUATIONS
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1.COMPARE & RANK THE SALES PERFORMANCE OF 1 SALESPERSON AGAINST OTHERS.
2.COMPARE A SALESPERSON'S CURRENT PERFORMANCE WITH PAST PERFORMANCE. - SELLING PROCESS STEPS
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1.PROSPECTING & QUALIFYING
2.PREAPPROACH
3.APPROACH
4.PRESENTATION & DEMONSTRATION
5.HANDLING OBJECTIONS
6.CLOSING
7.FOLLOW-UP - PROSPECTING
- THE STEP IN THE SELLING PROCESS IN WHICH THE SALESPERSON IDENTIFIES QUALIFIED POTENTIAL CUSTOMERS.
- QUALITATIVE EVALUATION
- LOOKING AT A SALESPERSONS KNOWLEDGE OF THE COMPANY, PRODUCTS, CUSTOMERS, COMPETITORS, TERRITORY, & TASKS.
- QUALIFY LEADS
- HOW TO IDENTIFY THE GOOD ONES & SCREEN OUT THE POOR ONES.
- CALL OBJECTIVES
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1.QUALIFY THE PROSPECT
2.GATHER INFORMATION
3.MAKE AN IMMEDIATE SALE - PREAPPROACH
- THE STEP IN THE SELLING PROCESS IN WHICH THE SALESPERSON LEARNS AS MUCH AS POSSIBLE ABOUT A PROSPECTIVE CUSTOMER BEFORE MAKING A SALES CALL.
- PRESENTATION
- THE STEP IN THE SELLING PROCESS IN WHICH THE SALESPERSON TELLS THE PRODUCT "STORY" TO THE BUYER.
- APPROACH
- THE STEP IN THE SELLING PROCESS IN WHICH THE SALESPERSON MEETS & GREETS THE BUYER TO GET THE RELATIONSHIP OFF TO A GOOD START.
- CLOSING
- THE STEP IN THE SELLING PROCESS IN WHICH THE SALESPERSON ASKS THE CUSTOMER FOR AN ORDER.
- FOLLOW-UP
- THE LAST STEP IN THE SELLING PROCESS IN WHICH THE SALESPERSON FOLLOWS UP AFTER THE SALE TO ENSURE CUSTOMER SATISFACTION & REPEAT BUSINESS.
- RELATIONSHIP MARKETING
- THE PROCESS OF CREATING, MAINTAINING, & ENHANCING STRONG, VALUE-LADEN RELATIONSHIPS WITH CUSTOMERS.
- TRANSACTION ORIENTATED
- AIM IS TO HELP SALESPEOPLE CLOSE A SPECIFIC SALE WITH A CUSTOMER.
- EVALUATING SALESPEOPLE
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1.QUALITATIVE EVALUATION
2.FORMAL EVALUATION - NEED-SATISFACTION APPROACH
- WHERE THE SALESPERSON STARTS WITH A SEARCH FOR THE CUSTOMER'S NEEDS BY GETTING THE CUSTOMER TO DO MOST OF THE TALKING.
- ORGANIZATIONAL CLIMATE
- DESCRIBES THE FEELING THAT SALESPEOPLE HAVE ABOUT THEIR OPPORTUNITIES, VALUE, & REWARDS FOR A GOOD PERFORMANCE WITHIN THE COMPANY.
- QUALIFYING PROSPECTS
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1.LOOKING AT FINANCIAL ABILITY
2.VOLUME OF BUSINESS
3.SPECIAL NEEDS
4.LOCATION
5.POSSIBILITY FOR GROWTH