1. The document discusses managing the personal selling function, focusing on key aspects like organizing the sales force, managing key accounts, and selecting and training high-performing account managers.
2. It emphasizes that effective sales force management through planning, organizing, directing, and controlling personal selling efforts is fundamental to a firm's success. This involves tasks like forecasting, determining the size of the sales force, and establishing goals and metrics to monitor performance.
3. Managing key accounts, which are large customers that demand special services, requires a dedicated key account manager and cross-functional team. High performing account managers excel at building relationships within the customer organization to design proposals that meet the customer's needs.
Every sales manager knows that 80% of business comes from 20% of customers... than why is your company not on the right spot... is it so easy to lock-in a customer or to ward-off the competitors efforts to snatch away your key customers
Sales force motivation Designing Territories and Allocating Sales EffortsRavikant Sharma
Sales force motivation Designing Territories and Allocating Sales Efforts ALONG WITH R] factors influencing sales force and how to design sales terriotories
Every sales manager knows that 80% of business comes from 20% of customers... than why is your company not on the right spot... is it so easy to lock-in a customer or to ward-off the competitors efforts to snatch away your key customers
Sales force motivation Designing Territories and Allocating Sales EffortsRavikant Sharma
Sales force motivation Designing Territories and Allocating Sales Efforts ALONG WITH R] factors influencing sales force and how to design sales terriotories
management of key accounts of an organisation. KAM portfolio. hierarchy of key relationships.pricing and negotiation.relationship management with key accounts.decision makers.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/strategic-marketing-and-sales-plan-template-233
This 71-page template is a comprehensive template for a Strategic Marketing and Sales Plan. It is based on the Systems Thinking Approach, and guides the development of the strategic marketing and sales plan in the context of the bigger picture corporate strategies. Using this template will allow the user to follow a rigorous process in developing the marketing plan, that takes into consideration the external business environment, and the internal corporate strategies and goals, then develops clear marketing goals, strategies and action plans to implement effective marketing.
B2B marketing is no longer a matter of delivering support tools and services to the sales organisation. The challenge for marketing is to take more of an independent role in B2B as a positioning driver. The loss of an extremely close, direct connection between sales and marketing also causes a loss in the alignment of sales and marketing investments for driving business. There isn’t necessarily sufficient marketing focus on generating revenue streams, as sales often ignores what will drive future revenue. B2B sales and marketing needs to re-align its objectives and priorities.
Growing your business via strategic account management frameworkPiyush Poddar
This session will take you through our Account Management Practice and share some real-life case studies demonstrating how we hit target sales quota by 2-3x and achieved maximum strategic account objectives within the desired timeline.
We will look at various aspects of a successful Customer Account Management framework like
- Customer onboarding process
- Kickoff meetings
- Routine engagement health check-ins
- Invoicing and collections management
- Satisfaction surveys and testimonials management
- Complaint and grievances management
- Contract renewals and extensions.
- Opportunity exploration via researching client’s organisation, industry, seeking references, social media listening etc.
- Evangelizing client via social, digital marketing and event participations.
Key Customer Account Management is the master-key to quantum sales improvement and retention of key customers.Yet few companies are able to convert good intentions to effective programs. Dr Wilfred Monteiro India's leading sales performance guru share a few insights and ideas.
management of key accounts of an organisation. KAM portfolio. hierarchy of key relationships.pricing and negotiation.relationship management with key accounts.decision makers.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/strategic-marketing-and-sales-plan-template-233
This 71-page template is a comprehensive template for a Strategic Marketing and Sales Plan. It is based on the Systems Thinking Approach, and guides the development of the strategic marketing and sales plan in the context of the bigger picture corporate strategies. Using this template will allow the user to follow a rigorous process in developing the marketing plan, that takes into consideration the external business environment, and the internal corporate strategies and goals, then develops clear marketing goals, strategies and action plans to implement effective marketing.
B2B marketing is no longer a matter of delivering support tools and services to the sales organisation. The challenge for marketing is to take more of an independent role in B2B as a positioning driver. The loss of an extremely close, direct connection between sales and marketing also causes a loss in the alignment of sales and marketing investments for driving business. There isn’t necessarily sufficient marketing focus on generating revenue streams, as sales often ignores what will drive future revenue. B2B sales and marketing needs to re-align its objectives and priorities.
Growing your business via strategic account management frameworkPiyush Poddar
This session will take you through our Account Management Practice and share some real-life case studies demonstrating how we hit target sales quota by 2-3x and achieved maximum strategic account objectives within the desired timeline.
We will look at various aspects of a successful Customer Account Management framework like
- Customer onboarding process
- Kickoff meetings
- Routine engagement health check-ins
- Invoicing and collections management
- Satisfaction surveys and testimonials management
- Complaint and grievances management
- Contract renewals and extensions.
- Opportunity exploration via researching client’s organisation, industry, seeking references, social media listening etc.
- Evangelizing client via social, digital marketing and event participations.
Key Customer Account Management is the master-key to quantum sales improvement and retention of key customers.Yet few companies are able to convert good intentions to effective programs. Dr Wilfred Monteiro India's leading sales performance guru share a few insights and ideas.
Strategies for Managing Sales Teams: How to find, select and compensate these...MaRS Discovery District
Hiring, managing and compensating effective salespeople is one of the biggest challenges faced by young companies, it can also be the area where most executives have the least experience and the most discomfort from a management perspective. This practical, experience based session will work through the importance of identifying, sourcing and hiring the right person for the needs of your business, considerations in managing them, and structuring compensation plans to incent the right results, and protecting the company's ability to turn a profit.
Helen Robert and Lynn Cameron, Managing Partners of TechEdge, and
Margo Crawford, President & CEO, Business Sherpa
In many companies, sales forces and marketers feud like Capulets and Montagues – with disastrous results. Here’s how to get them to lay down their swords
Training centers need to develop a Business plan to succeed. This set of PPTs provides step by step development process for an effective business plan.
Digital Money Maker Club – von Gunnar Kessler digital.focsh890
Title One is a comprehensive examination of the impact of digital technologies on
modern society. In a world where technology continues to advance rapidly, this article delves into the nuances and complexities of the digital age, exploring Its implications across various sectors and aspects of life.
The What, Why & How of 3D and AR in Digital CommercePushON Ltd
Vladimir Mulhem has over 20 years of experience in commercialising cutting edge creative technology across construction, marketing and retail.
Previously the founder and Tech and Innovation Director of Creative Content Works working with the likes of Next, John Lewis and JD Sport, he now helps retailers, brands and agencies solve challenges of applying the emerging technologies 3D, AR, VR and Gen AI to real-world problems.
In this webinar, Vladimir will be covering the following topics:
Applications of 3D and AR in Digital Commerce,
Benefits of 3D and AR,
Tools to create, manage and publish 3D and AR in Digital Commerce.
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Key Takeaways:
Attendees will learn about LLM platforms, like ChatGPT, and how they work, with preset examples and real time interactions with the platform. Attendees will learn about other AI platforms that are creating graphic design elements at the push of a button...pre-set examples and real-time interactions.Attendees will discuss the pros & cons of AI in marketing + branding and share their perspectives with one another. Attendees will learn about the cost savings and the time savings associated with using AI, should they choose to.
The session includes a brief history of the evolution of search before diving into the roles technology, content, and links play in developing a powerful SEO strategy in a world of Generative AI and social search. Discover how to optimize for TikTok searches, Google's Gemini, and Search Generative Experience while developing a powerful arsenal of tools and templates to help maximize the effectiveness of your SEO initiatives.
Key Takeaways:
Understand how search engines work
Be able to find out where your users search
Know what is required for each discipline of SEO
Feel confident creating an SEO Plan
Confidently measure SEO performance
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
Most small businesses struggle to see marketing results. In this session, we will eliminate any confusion about what to do next, solving your marketing problems so your business can thrive. You’ll learn how to create a foundational marketing OS (operating system) based on neuroscience and backed by real-world results. You’ll be taught how to develop deep customer connections, and how to have your CRM dynamically segment and sell at any stage in the customer’s journey. By the end of the session, you’ll remove confusion and chaos and replace it with clarity and confidence for long-term marketing success.
Key Takeaways:
• Uncover the power of a foundational marketing system that dynamically communicates with prospects and customers on autopilot.
• Harness neuroscience and Tribal Alignment to transform your communication strategies, turning potential clients into fans and those fans into loyal customers.
• Discover the art of automated segmentation, pinpointing your most lucrative customers and identifying the optimal moments for successful conversions.
• Streamline your business with a content production plan that eliminates guesswork, wasted time, and money.
Top 3 Ways to Align Sales and Marketing Teams for Rapid GrowthDemandbase
In this session, Demandbase’s Stephanie Quinn, Sr. Director of Integrated and Digital Marketing, Devin Rosenberg, Director of Sales, and Kevin Rooney, Senior Director of Sales Development will share how sales and marketing shapes their day-to-day and what key areas are needed for true alignment.
Digital marketing is the art and science of promoting products or services using digital channels to reach and engage with potential customers. It encompasses a wide range of online tactics and strategies aimed at increasing brand visibility, driving website traffic, generating leads, and ultimately, converting those leads into customers.
https://nidmindia.com/
SEO as the Backbone of Digital MarketingFelipe Bazon
In this talk Felipe Bazon will share how him and his team at Hedgehog Digital share our journey of making C-Levels alike, specially CMOS realize that SEO is the backbone of digital marketing by showing how SEO can contribute to brand awareness, reputation and authority and above all how to use SEO to create more robust global marketing strategies.
Short video marketing has sweeped the nation and is the fastest way to build an online brand on social media in 2024. In this session you will learn:- What is short video marketing- Which platforms work best for your business- Content strategies that are on brand for your business- How to sell organically without paying for ads.
5 big bets to drive growth in 2024 without one additional marketing dollar AND how to adapt to the biggest shifting eCommerce trend- AI.
1) Romance Your Customers - Retention
2) ‘Alternative’ Lead Gen - Advocacy
3) The Beautiful Basics - Conversion Rate Optimization
4) Land that Bottom Line - Profitability
5) Roll the Dice - New Business Models
Videos are more engaging, more memorable, and more popular than any other type of content out there. That’s why it’s estimated that 82% of consumer traffic will come from videos by 2025.
And with videos evolving from landscape to portrait and experts promoting shorter clips, one thing remains constant – our brains LOVE videos.
So is there science behind what makes people absolutely irresistible on camera?
The answer: definitely yes.
In this jam-packed session with Stephanie Garcia, you’ll get your hands on a steal-worthy guide that uncovers the art and science to being irresistible on camera. From body language to words that convert, she’ll show you how to captivate on command so that viewers are excited and ready to take action.
Monthly Social Media News Update May 2024Andy Lambert
TL;DR. These are the three themes that stood out to us over the course of last month.
1️⃣ Social media is becoming increasingly significant for brand discovery. Marketers are now understanding the impact of social and budgets are shifting accordingly.
2️⃣ Instagram’s new algorithm and latest guidance will help us maintain organic growth. Instagram continues to evolve, but Reels remains the most crucial tool for growth.
3️⃣ Collaboration will help us unlock growth. Who we work with will define how fast we grow. Meta continues to evolve their Creator Marketplace and now TikTok are beginning to push ‘collabs’ more too.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
Unleash the power of UK SEO with Brand Highlighters! Our guide delves into the unique search landscape of Britain, equipping you with targeted strategies to dominate UK search engine results. Discover local SEO tactics, keyword magic for UK audiences, and mobile optimization secrets. Get your website seen by the right people and propel your brand to the top of UK searches.
To learn more: https://brandhighlighters.co.uk/blog/top-seo-agencies-uk/
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
2. Stay Close to the Customer
The sales force has a central role in the firm’s
strategy: managing customer relationships.
In B2B business, personal selling is the
dominant component and a major determinant
of overall company success.
3. Dominance of Personal Selling
Personal selling is dominant because:
1. Compared to consumers, there aren’t as many
potential business customers.
2. The dollar purchases are much larger.
3. The products and services are more technical.
4. Salespeople need to know about their customers’
businesses and about their customers’ customers’
businesses, too!
4. Cost of Personal Selling
Across all industries the average cost of making a sales
call is $200+, although it can cost more in some
industries, less in others.
There is a significant investment in utilizing personal
selling.
To maximize effectiveness and efficiency, the personal
selling function must be carefully managed and
integrated into the marketing mix.
5. Selling is Where the
Tire Meets the Road
The salesperson is the initial link between the
company and the customer.
Personal selling consists of complex tasks
and is a challenging career.
Successful salespeople must have broad
knowledge over and above their product.
They must talk intelligently, know their
competition, understand industry trends, and
be interesting in a worldly and charming way.
6. SALES FORCE MANAGEMENT
Effective sales force management is
fundamental to the firm’s success!
Sales management means:
1. Planning
2. Organizing
3. Directing &
4. Controlling the Personal Selling Efforts
7. SALES FORCE MANAGEMENT
Involves (though not inclusively):
a. Estimating the forecasts
b. Determining size of sales force
and
Selecting
Training
Deploying
Establishing activity & financial goals
Motivating, and
Monitoring sales people’s efforts
8. Sales operations MUST be monitored to:
1. Identify problems.
2. Assess the efficiency, effectiveness and
profitability of the salesperson.
9. Organize the sales force
Manage key accounts
Select high-performing account
managers (salespeople)
10. Organizing the Personal Selling Effort
Geographical Organization
Advantages:
1. Most common form
2. Reduces travel distance and time between
customers
3. Usually minimizes costs
Major disadvantages:
1. Each salesperson must perform all selling tasks
for all firm’s products and for all customers in
territory.
2. Salesperson may not know about all products or
only emphasize certain (high commission)
products.
11. Product Oriented Sales Organizations
Salespersons specialize in relatively narrow
components of total product line. Appropriate with
huge product offerings (e.g., General Electric).
Prime benefit: Enables sales force to develop
deeper product knowledge level--enhances value
of firm’s total offering to customers.
Disadvantage: Expensive and sometimes confusing
for customers.
12. Organizing the Personal Selling Effort
Market-Centered Organizations
Salespeople learn specific
requirements of industry or customer
type (e.g., specializing in the banking
industry)
Salespeople are better prepared to
identify and respond to buying
influentials
13. Large Accounts are referred to as:
Key Accounts
Major Accounts
National Accounts
Strategic Accounts
14. Key Account Management
14
A Key Account:
1. Purchases a significant volume as a % of
sales
2. Involves several organizational members in
the purchasing decision
3. Buys for a geographically dispersed
organization
4. Expects carefully coordinated response
and specialized services from suppliers
such as:
1. Logistical support
2. Inventory management
15. Research suggest that companies can get
higher returns & profitability by:
Segmenting their customers into tiered groups
from high to low
Developing different value propositions for
each tier
Effects:
This had a positive effect on sales and profits
from top-tier customers, and no adverse effect
on lower-tiered customer relationships.
Reduces sales and marketing costs.
16. Many companies find that 80% or their business or profits
comes from 20% of their accounts.
Large firms have central procurement offices.
Often, selling firms have offices located inside the buying
firm’s facilities.
Large firms expect their suppliers to provide coordinated and
uniform services for all its geographically dispersed divisions.
In exchange for large orders, they expect additional services
& support (e.g., JIT).
17. Key Account Management
Consists of a Key Account Manager
and a team composed of Sales,
Marketing, Finance, Logistics,
Engineering and other Functional
Areas.
Key Account Managers may work on
several accounts, or on ONE
account, and will report to a senior
executive.
18. Traditional Selling vs. Key Account Selling
Traditional selling emphasizes
maximizing revenues.
Key account selling is multi-faceted,
emphasizing:
1. Closer long term relationships
2. Partnerships to reduce overall costs or
advance performance for the customer
19. Traditional Selling Focus Key Account Selling Focus
Sales Volume Varies Large volume of purchases by the customer often
across multiple business of the seller
Nature of Product/
Service Offering
Core product/service Core product/service plus customized applications
and value-added services
Time Horizon Short-Term Long-Term
Benefits to Customer Lower prices & higher quality Lower total costs; Broader set of strategic benefits
Information Sharing Limited: Narrow focus on
price
and product features
Extensive: Broader focus as firms share strategic
goals
Sales Force
Objectives
Maximize revenue
Satisfied customers
Become preferred supplier; Lower customer firm’s
total costs; Enhance learning in the relationship
Structure of Selling
Center
Individual salesperson is
primary
link to customer organization
Many individuals from multiple functional areas on
the selling side interact with counterparts in the
customer organization
Structure of Buying
Center
Purchasing Manager and a
few other individuals are
involved in buying decisions
Many individuals within the customer organization
interact in making decisions and evaluating the
relationship
Table 14.1 Traditional Selling vs. Key Account Selling
Source: Adapted with modifications from Joseph P. Cannon and Narakesari Narayandas,
“Relationship Marketing and Key Account Management,“ in Handbook of Relationship Marketing,
Jagdish N. Sheth and Atul Parvatiyar, eds. (Thousand Oaks, Ca.; Sage Publications, 2000), p. 409; and
Frank V. Cespedes, Concurrent Marketing: Integrating Products, Sales and Service (Boston: Harvard
Business School Press, 1995,) pp. 186-202
20. Joint Efforts
If uncertainty is high, or
If product adaptation's are required, then…
Customer organization should initiate a joint
effort with the selling organization…
to create the desired solution.
21. Because key accounts…
1. Possess buying power
2. Demand special services
3. Are more costly to serve
…companies need to consider sales and
profit potential, as well as long-term
resource commitments.
21
22. 1. Centers on:
a. Profit potential
b. Degree customer is willing to pay for extra services
2. Select customers from requiring a unique support
function that is marketable to other customers.
3. Consider transactions with the customer that
complements the economics of the seller’s business.
Considering these points first allows the seller the
opportunity to consider whether or not to take on a
particular key account.
23. Successful programs occur when:
1. There is senior management support.
2. Objectives, assignments and implementation
procedures are well defined.
3. They are staffed by experienced people knowledgeable
about company’s capabilities.
4. Staff know how to create customer solutions.
24. The Account Manager is responsible for:
1. Diagnosing customer needs.
2. Identifying matching set of internal experts.
3. Recruiting these experts onto an ad hoc team
as customer or opportunities require.
25. High Performing Account Managers:
Assemble the right people and gather the right
information to solve their customer’s unique
problems.
Excel at building and maintaining strong
relationships.
Use these relationships to design and align
proposals that meet the selling firm’s capabilities
(solutions) to the buying firm’s needs (problems).
26. The Cycle of Account Management Success
Identify Resources
Internally Aligned
with the Client
Manage Client
Relationships at
Multiple Levels
Prioritize
Relationship
Building as
Key Role Develop
Strong
Internal
Links
Forge Multiple
Connections in
Client
Organization
Initiate
Involvement
with Client
Early Involvement
in Client
EngagementPartner with
Client to
Shape New Business
Proposal
Successful
Engagement
Outcome
Internal
Reputation
Enhanced
Knowledge of
Profitability
Drivers
Knowledge of
Competitive
Strategies
Fig. 14.2
27. Building internal relationships
Aligning resources to client needs
Forging relationships with the customer
organization
Managing the customer engagement process
Knowing the customer
Build strong relationships within the selling
firm and customer organization
28. Recruitment and Selection
Training
Supervision and Motivation
Evaluation and Control
29. Recruitment & Selection
Q: Should the company hire experienced
salespeople or hire and train inexperienced
people?
A: It depends upon:
a. Size of firm
b. Nature of selling task
c. Firm’s training capability
d. Market experience
30. Recruiting
Recruiting is a negotiation between two parties.
A successful process should include
procedures to weed out unqualified people and
assure that good candidates are considered.
Most selection is done by the 1st line manager
in conjunction with 2nd line manager.
In larger corporations, the personal selling
function is often used as a training ground for
higher level marketing and management
functions.
31. Salespeople need knowledge about the:
1. Firm
2. Product
3. Customer(s) & organizational buying behavior
4. Competition
5. Market & industry information
6. Effective interpersonal communication skills
31
32. Sales Training Skills:
Effective Interpersonal Communication Skills
• Includes:
A. Communication skills
B. Listening skills
C. Influencing skills
D. Complaint handling skills
E. Cultural diversity skills
• Many companies have found that as training increases,
productivity increases and turnover decreases.
33. Supervision’s functions include:
continued training
counseling
assistance
time management verification
setting financial & activity quotas, etc.
Supervision also integrates sales activities with
upper management.
34. Motivation
Orville Walker Jr., Gilbert Churchill Jr., and Neil
Ford define motivation as:
The amount of effort the salesperson “desires
to expend on each of the activities or tasks
associated with his (her) job such as:
1. calling on potential new accounts,
2. planning sales presentations, and
3. filling out reports.”
35. Motivation
Walker, Churchill & Ford’s model (fig. 16.3)
hypothesizes that a salesperson’s performance is a
function of three factors:
1. Level of motivation
2. Aptitude or ability
3. Perception about how to perform the role
36. Motivation is strongly related to:
A. Individual’s perception of the types and
amounts of rewards from various degrees
of job performance.
B. The value the salesperson places on those
rewards.
37. Rewards can be:
Internal: Personal feelings of accomplishment or
self-worth
External: Financial incentives and/or recognition
See Fig. 16.3 (next frame)
39. To be effective, incentive rewards:
1. Must be well conceived.
2. Be based on what salespeople value.
3. Are tied to achieving a desired behavior.
4. Recognizes the salesperson.
5. Recognizes the team.
40. Incentives
Usually consist of:
Recognition
Financial rewards
Recognition is usually competitive in
nature and often coupled to a sports theme
such as: “Big Hitter of the Month”
Financial incentives may include:
Salary
Commission
Bonus
Expenses
Contest winnings
Other perks
41. Job dissatisfaction occurs when the
salesperson does not know:
1. What is reasonably expected
2. Is subject to conflicting demands that
s/he cannot possibly resolve
3. Surrounded by uncertainty due to lack of
information concerning expectations
42. TURNOVER
Turnover is an important issue because
the cost for it is extensive:
A. Cost to hire and train new people
B. Cost due to loss of customer
C. Cost due to non-performance
To reduce turnover, management will try
many things to satisfy, motivate and
reward good people.
43. Job Satisfaction Increases When:
1. Salespeople perceive that 1st line supervisors
closely direct and monitor performance.
2. Management provides assistance to resolve
unusual problems.
3. Salespeople feel they have an active part in
determining company policies and standards.
4. There is a good relationship between
salesperson and manager.
Customer satisfaction increased as salesperson’s
job satisfaction increased.
44. Job Satisfaction
Relationship between job satisfaction and
customer satisfaction is strong when:
a. Customer interactions are frequent
b. Customer assumes a central role in
the value-creation process
c. When innovative products or services
are involved
46. Management needs to:
a. Determine if objectives are being achieved
b. Identify problems
c. Recommend corrective action
d. Keep salespeople informed about changes
(internally) such as new products or
(externally) such as competitive or market
conditions
48. Behavior-Based Performance Measures
Include:
Having the sales manager monitor and direct
salespeople activities by using subjective measures to
evaluate performance such as:
1. Application of product and company technology
knowledge.
2. Quality of customer relationships.
Compensation is more salary driven.
49. Behavior-Based Performance Measures (con’t)
Is good for:
A. Salespeople who lack experience
B. Companies that need to control how their
productsservices are presented
C. When salespeople are asked to perform
“non-sales” activities
50. Includes:
Less direct control
Uses objective measures such as activity,
sales quotas, % share market quotas, profits,
etc.
Compensation is more performance based
such as large commission structure
51. It is good for:
A. When sales efforts are a major determinate of
organizational sales success.
◦ Erin Anderson & Vincent Onyemah state, “When
sales reps make that big of a difference to the
bottom line, it is worth it to give them autonomy
and to pay them handsomely to do what they do.”
52. Successful managements use both behavior
and performance measures to motivate and
control their sales force.
Other things to consider are selling situations
from territories to types of customers.
Transactional selling is much different than
relationship selling, and measurements need
to be appropriate for the selling situation.
53. The objective of utilizing a sales force is to
deploy them in the most profitable way.
That means:
1. Effectively allocating resources to
accomplish the task creating sales
territories.
2. Employing sales people to serve
customers within those territories.
Deploying the Sales Force
54. PCU
Planning and Control Units (PCU)
consists of:
Prospects
Customers
Territories
Districts
Products
These are units where resources and
controls are needed to facilitate sales.
56. THREE IMPORTANT
SALES TERRITORY TRAITS
Potential: Measure of total business opportunity
(commissions or compensation) for all salespeople
in particular market
Concentration: Degree to which potential confined
to few larger accounts in territory
Geographic Dispersion: If high, sales effort will be
wasted in travel time
57. 57
Table 14.3 Selected Determinants of Territory Sales Response
1. Environmental factors (e.g., health of the economy)
2. Competition (e.g., number of competitive
salespersons)
3. Company marketing strategy and tactics
4. Sales force organization, policies and procedures
5. Field sales manager characteristics
6. Salesperson characteristics
7. Territory characteristics (e.g., potential)
8. Individual customer factors
Source: Adapted from Adrian B. Ryans and Charles B. Weinberg,
“Territory Sales Response,”
Journal of Marketing Research 16 (November 1979): pp. 453-465.
58. PCU opportunity
includes: total potential
that PCU represents for
all sellers
Sales organization
strength includes:
competitive advantages
or distinctive
competencies that firm
enjoys within PCU
Deployment analysis
matches sales resources
to market opportunities
Sales resource
opportunity grid can
classify industrial firm’s
PCU portfolio
Fig. 14.3
59. By understanding where PCU potentials exists on
the opportunity grid, marketing and sales
managers can make better decision on:
a. Size of territory
b. Allocation of salespeople to customer
segments
This method helps isolate deployment problems
or opportunities worthy of management attention.
60. GE’s Sales Force Effectiveness Initiative
1. Customer Potential and Prioritization
2. Territory Alignment
3. Variable Incentive Compensation
4. Implementation