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Sales Management Week 2


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Sales Management - course slides from week 2.

Sales Management - course slides from week 2.

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  • Geiger, Guenze , 2009 future of selling…
  • Geiger, Guenze , 2009 future of selling…
  • Geiger, Guenze , 2009 future of selling…
  • Licata, 2009, loyalty
  • Geiger, Guenzi, 2009, future of sales
  • Transcript

    • 2. Selling and Sales Management Jobber and Lancaster 8th edn,2009
    • 3. Chp 1 Development & Role of Selling in marketing?
    • 4. WHAT'S SELLING?
    • 5. Contrasting Transactional and Relationship Selling Models
      • Transactional selling model
      • Emphasis on sales skills
      • Responsiveness to customer needs
      • Good products, price, and service
      • Narrow customer focus
      • Differentiate through products
      • Sales/revenue focus
      • Traditional customer relationship
      • Relationship selling model
      • Emphasis on general management skills
      • Proactive innovation/opportunity
      • identification and offers
      • Value-based offers/organizational
      • enablers
      • Broadened to customer’s customer
      • Differentiation through people
      • Profit management focus/share of
      • customers
      • Trusted business advisor and partner
    • 6. SALES MANAGEMENT; the management of the personal selling component of an organization’s marketing program. SALES MANAGEMENT RESPONSIBILITIES Organizing the Sales force Recruiting Selection Training & Development Strategic Planing Motivation & Supervision Performance Evaluation Communication Coordination Integration
    • 7.
      • Role of sales management,marketing philosophy management ethics, customer relationship management, building partnership, personal selling process
      • Location of facilities, size
      • Sales forecasting and budgeting, sales force planning and organizing, time and territory management, recruiting and selecting the sales force
      • Training the sales force, sales force leadership, sales force motivation, sales force compensation
      • Sales volume, cost and profitability analysis
      • Sales force performance evaluation (Hair et all.)
    • 8.
      • The Primary Responsibility of a sales manager is to
      • staff the organization with the right people
      • 21 st century’s succesful sales manager;
        • developing profitable customer relationship
        • Monitoring and adjusting long-run trends , opprtunities and challenges to serve new markets and customers as well as current ones
        • Analyzing profitability by customers products, territories and salespeople
        • Using management information system (MIS) to manage the sales force and to carry out CRM
        • Devising plans and strategies to achieve organization goals through effective leadership of the sales force
    • 9.
        • Developing marketing and financial skills to identify assess and recommend market opportunities and strategies to senior management
        • Working closely with internal departments as a member of the total corporate team dedicated to fully satisfying customer profitability
        • Looking for ways to bring added value profitably to ongoing buyer seller relationship
        • Creating a felixible , learning, and adapting environment for all members of the hybrid sales team across multiple sales channels (Hair, et all.)
    • 10. COMPANY TYPES Procedural Procedural Procedural Procedural Personal Personal Personal Personal A B C D
    • 11.
        • Characteristics of Modern Selling
        • * Customer retention and deletion; 80/20, butterflies, barnacles etc.
        • * Database and Knowledge Management;
        • * Customer Relationship Management;
        • * Marketing the Product;
        • * Problem Solving and System Selling;
        • * Satisfying Needs and Adding Value
    • 12.
        • Success Factors for Professional Salespeople
        • Listening skills,
        • follow up skills
        • ability to adapt sales style from situation to situation
        • tenacity
        • organizational skills
        • verbal communication skills,
        • proficiency in interacting with people at all levels within an organisation
        • demonstrated ability to overcome objections
        • closing skills,
        • personal plannıng and time management (Marshall et all,2003)
    • 13.
        • College Students Survey
        • *Selling is a job not a profession or a career.
        • * Salespeople must lie and be deceitful in order to succeed
        • To be a good salesperson, you have to be pyschologically maladjusted
        • One must be arrogant and overbearing to succeed in selling
        • Salespeople lead a degreading and disgusting life because they must be pretending all the time
    • 14.
        • College Students Survey (continue)
        • * The personnel relations involved in selling are repulsive
        • Selling benefits only the seller
        • Salespeople are protitutes because they sell all their values for money
        • Selling is no job for a person for talent and brains
    • 15.
        • College Students Survey (continue)
        • * The personnel relations involved in selling are repulsive
        • Selling benefits only the seller
        • Salespeople are protitutes because they sell all their values for money
        • Selling is no job for a person for talent and brains
    • 16.
      • Innovators who aggressively seek out new technology products, who care about technology per se. Amongst other things their expertise makes them potential very influential
      • Early adopters who are not interested in technology, but can readily see the benefits that it brings. These consumers do not need references to purchase: they can evaluate new products on their own and this for reason their actions may be decisive in starting an information cascade.
      • Early majority who are practical people but do not understand the technology and need references before they will purchase the new product.
      Types of Consumers
    • 17. Types of Consumers (cont.)
      • Late majority who are not comfortable with new technology (or may be new anything) . They are likely to need help and support and will only be reassured if they buy widely accepted products from well established well known firms
      • Laggards who want nothing to do with the new product (or in general with life in the twenty first century)
    • 18.
      • Today’s product
      • (Meets and exceeds
      • expectations)
      • Better quality
      • Larger selection
      • New product
      • improvements
      • Today’s salesperson
      • (Acts as a partner)
      • More courteous and trustworthy
      • More knowledgeable
      • More understanding of customers
      • Provides service after the sale
      • Today’s company
      • (Acts as a team to provide)
      • Delivery and installation
      • Orientation and training
      • Quick response times
      • Credit options
      • Customer service