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Chapter 17: Managing the Sales Force
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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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Nội dung Text: Chapter 17: Managing the Sales Force
- Chapter 17 Managing the Managing Sales Force Sales PowerPoint by Karen E. James Louisiana State University - Shreveport ©2003 Prentice Hall, Inc. To accompany A Framework for Slide 1 in
- 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 Slide 2 in
- 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 Slide 3 in
- 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 Slide 4 in
- Designing the Sales Force Steps in Process Types of sales force structures: Objectives and – Territorial strategy – Product Structure – Market – Complex Sales force size Key accounts Compensation ©2003 Prentice Hall, Inc. To accompany A Framework for Slide 5 in
- 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 – Calculate average Sales force size number of calls/year – Calculate number of Compensation sales representatives ©2003 Prentice Hall, Inc. To accompany A Framework for Slide 6 in
- Designing the Sales Force Steps in Process Four components of compensation: – Fixed amount Objectives and – Variable amount strategy – Expense allowances – Benefits Structure Compensation plans Sales force size – Straight salary Compensation – Straight commission – Combination ©2003 Prentice Hall, Inc. To accompany A Framework for Slide 7 in
- 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 Slide 8 in
- 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 Slide 9 in
- 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 Slide 10 in
- 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 Slide 11 in
- 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 Slide 12 in
- 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 Slide 13 in
- Personal Selling Principles Sales-oriented Major Aspects approach – Stresses high Sales pressure techniques Customer-oriented professionalism approach Negotiation – Stresses customer problem solving Relationship Steps in industrial marketing selling process ©2003 Prentice Hall, Inc. To accompany A Framework for Slide 14 in
- Personal Selling Principles Steps in Industrial Selling Process Overcoming Prospecting and qualifying objections Preapproach Closing Approach Follow-up and maintenance Presentation and demonstration (servicing) ©2003 Prentice Hall, Inc. To accompany A Framework for Slide 15 in
- Personal Selling Principles Reps need skills for Major Aspects effective negotiation Negotiation is useful Sales when certain factors professionalism characterize the sale Negotiation Negotiation strategy – Principled Relationship – BATNA marketing ©2003 Prentice Hall, Inc. To accompany A Framework for Slide 16 in
- Personal Selling Principles Building long-term Major Aspects suppler-customer relationships has grown in importance Sales Companies are professionalism shifting focus away Negotiation from transaction marketing to Relationship relationship marketing marketing ©2003 Prentice Hall, Inc. To accompany A Framework for Slide 17 in
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