Bài giảng Marketing - Chương 17: Managing the sales force

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Chapter 17 help learners review the types of decisions firms face in designing a sales force; learn how companies recruit, select, train, supervise, motivate, and evaluate a sales force; understand how salespeople improve their selling, negotiation, and relationship-building skills.

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Chapter 17 Managing the Sales Force PowerPoint by Karen E. James Louisiana State University - Shreveport ©2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 1 in Chapter 17
Objectives  Review the types of decisions firms face in designing a sales force.  Learn how companies recruit, select, train, supervise, motivate, and evaluate a sales force.  Understand how salespeople improve their selling, negotiation, and relationship-building skills. ©2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 2 in Chapter 17
Designing the Sales Force Types of Sales Representatives  Deliverer  Technician  Order taker  Demand creator  Missionary  Solution vendor ©2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 3 in Chapter 17
Designing the Sales Force Steps in Process  Objectives – Sales volume and profitability  Objectives and – Customer strategy satisfaction  Strategy  Structure – Account manager  Sales force size  Type of sales force  Compensation – Direct (company) or contractual ©2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 4 in Chapter 17
Designing the Sales Force Steps in Process  Types of sales force structures:  Objectives and – Territorial strategy – Product  Structure – Market  Sales force size – Complex  Compensation  Key accounts ©2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 5 in Chapter 17
Designing the Sales Force Steps in Process  Workload approach: – Group customers by volume  Objectives and – Establish call strategy frequencies – Calculate total yearly  Structure sales call workload  Sales force size – Calculate average number of calls/year  Compensation – Calculate number of sales representatives ©2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 6 in Chapter 17
Designing the Sales Force Steps in Process  Four components of compensation: – Fixed amount  Objectives and – Variable amount strategy – Expense allowances  Structure – Benefits  Compensation plans  Sales force size – Straight salary  Compensation – Straight commission – Combination ©2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 7 in Chapter 17
Managing the Sales Force Steps in Sales Force Management  Recruitment  Supervising and selection  Motivating  Training  Evaluating ©2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 8 in Chapter 17
Managing the Sales Force  Recruiting begins with the development of selection criteria – Customer desired traits – Traits common to successful sales representatives  Selection criteria are publicized  Various selection procedures are used to evaluate candidates ©2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 9 in Chapter 17
Managing the Sales Force  Training topics include: – Company background, products – Customer characteristics – Competitors’ products – Sales presentation techniques – Procedures and responsibilities  Training time needed and training method used vary with task complexity ©2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 10 in Chapter 17
Managing the Sales Force  Successful firms have procedures to aid in evaluating the sales force: – Norms for customer calls – Norms for prospect calls – Using sales time efficiently Tools include configurator software, time-and-duty analysis, greater emphasis on phone and Internet usage, greater reliance on inside sales force ©2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 11 in Chapter 17
Managing the Sales Force  Motivating the Sales Force – Most valued rewards Pay, promotion, personal growth, sense of accomplishment – Least valued rewards Liking and respect, security, recognition – Sales quotas as motivation tools – Supplementary motivators ©2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 12 in Chapter 17
Managing the Sales Force  Evaluating the Sales Force – Sources of information Sales or call reports, personal observation, customer letters and complaints, customer surveys, other representatives – Formal evaluation Performancecomparisons Knowledge assessments ©2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 13 in Chapter 17
Personal Selling Principles  Sales-oriented Major Aspects approach – Stresses high  Sales pressure techniques professionalism  Customer-oriented approach  Negotiation – Stresses customer problem solving  Relationship  Steps in industrial marketing selling process ©2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 14 in Chapter 17
Personal Selling Principles Steps in Industrial Selling Process  Prospecting and  Overcoming qualifying objections  Preapproach  Closing  Approach  Follow-up and  Presentation and maintenance demonstration (servicing) ©2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 15 in Chapter 17
Personal Selling Principles Major Aspects  Reps need skills for effective negotiation  Negotiation is useful  Sales when certain factors professionalism characterize the sale  Negotiation  Negotiation strategy  Relationship – Principled marketing – BATNA ©2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 16 in Chapter 17
Personal Selling Principles  Building long-term Major Aspects suppler-customer relationships has  Sales grown in importance professionalism  Companies are shifting focus away  Negotiation from transaction marketing to  Relationship relationship marketing marketing ©2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 17 in Chapter 17