intTypePromotion=1

Chapter 17: Managing the Sales Force

Chia sẻ: Trinh Huyen | Ngày: | Loại File: PPT | Số trang:17

0
91
lượt xem
14
download

Chapter 17: Managing the Sales Force

Mô tả tài liệu
  Download Vui lòng tải xuống để xem tài liệu đầy đủ

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.

Chủ đề:
Lưu

Nội dung Text: Chapter 17: Managing the Sales Force

  1. 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
  2. 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
  3. 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
  4. 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
  5. 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
  6. 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
  7. 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
  8. 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
  9. 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
  10. 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
  11. 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
  12. 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
  13. 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
  14. 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
  15. 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
  16. 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
  17. 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
ADSENSE
ADSENSE

CÓ THỂ BẠN MUỐN DOWNLOAD

 

Đồng bộ tài khoản
2=>2