This chapter discusses personal selling and sales management. It covers the roles of salespeople in meeting customer expectations and providing market information to support marketing. The key steps in personal selling depend on developing relationships with customers. Sales management activities include developing sales strategies and channels, designing the sales organization, developing and directing the salesforce, and evaluating performance. The chapter also addresses ethical issues for salespeople and competencies for both salespeople and sales managers.
Chapter 1 Consumer Behavior: Its Origins & Strategic ApplicationsNishant Agrawal
Overview of Consumer Behavior
The Marketing Concept
The Marketing Mix and Relationships
Consumer Behavior: Its Origins & Strategic Applications
Overview of Consumer Behavior
Value of joint sales & mktg strategy clarificationDiane Kontra
In today’s “new normal” business environment, expectations to increase revenue and market share continue to accelerate with no room for shortfalls. Sales believes marketing is willfully disconnected from what’s happening in the field, while marketing fears that sales is focused solely on quota performance without truly grasping the larger market opportunity. So how can sales and marketing professionals who are jointly responsible for achieving aggressive growth goals ensure success? It’s time to roll up your sleeves and examine this critical impasse and the potential impact on your organization in more depth.
Chapter 1 introduction to sales and distribution managementNishant Agrawal
To understand evolution, nature and importance of sales management
To know role and skills of modern sales managers
To understand types of sales managers
To learn objectives, strategies and tactics of sales management
To know emerging trends in sales management
To understand linkage between sales and distribution management.
SALES MANAGEMENT
• Sales management means planning, direction and control of personal selling, including recruiting, selecting, equipping, assigning, routing, supervising, paying and motivating as these tasks apply to the personal Sales force. • “The management of Sales force” by American Marketing Association.
Objectives of sales management are derived from the organizations marketing objectives.
Ultimate sales objective of an organisation is to have a decent growth in sales.
More specifically, sales management objectives can be grouped under:
Quantitative Objectives (Short-term)
Qualitative Objectives (Long-term)
Chapter 1 Consumer Behavior: Its Origins & Strategic ApplicationsNishant Agrawal
Overview of Consumer Behavior
The Marketing Concept
The Marketing Mix and Relationships
Consumer Behavior: Its Origins & Strategic Applications
Overview of Consumer Behavior
Value of joint sales & mktg strategy clarificationDiane Kontra
In today’s “new normal” business environment, expectations to increase revenue and market share continue to accelerate with no room for shortfalls. Sales believes marketing is willfully disconnected from what’s happening in the field, while marketing fears that sales is focused solely on quota performance without truly grasping the larger market opportunity. So how can sales and marketing professionals who are jointly responsible for achieving aggressive growth goals ensure success? It’s time to roll up your sleeves and examine this critical impasse and the potential impact on your organization in more depth.
Chapter 1 introduction to sales and distribution managementNishant Agrawal
To understand evolution, nature and importance of sales management
To know role and skills of modern sales managers
To understand types of sales managers
To learn objectives, strategies and tactics of sales management
To know emerging trends in sales management
To understand linkage between sales and distribution management.
SALES MANAGEMENT
• Sales management means planning, direction and control of personal selling, including recruiting, selecting, equipping, assigning, routing, supervising, paying and motivating as these tasks apply to the personal Sales force. • “The management of Sales force” by American Marketing Association.
Objectives of sales management are derived from the organizations marketing objectives.
Ultimate sales objective of an organisation is to have a decent growth in sales.
More specifically, sales management objectives can be grouped under:
Quantitative Objectives (Short-term)
Qualitative Objectives (Long-term)
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This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
3. 1-3
After studying this chapter
you should be able to:
• Understand the role and importance of
personal selling in the marketing
communications mix.
• See how the key steps in personal selling
depend on a relationship perspective.
• Identify the similarities and differences in the
job responsibilities of salespeople and sales
managers.
4. 1-4
• Describe the key activities in sales
management.
• Appreciate important ethical issues face
by salespeople and sales managers.
After studying this chapter
you should be able to:
5. 1-5
Personal Selling and Sales
Management
• Personal Selling:
– The face-to-face
interaction
between a seller
and a buyer for the
purpose of
satisfying buyer
needs to the
benefit of both
• Sales
Management:
– Provides leadership
and supervision of
an organization’s
personal selling
function.
6. 1-6
The Multiple Roles of
Salespeople
– Contributions of Personal
Selling to Marketing:
• Producing Sales Revenue
• Meeting Buyer Expectations
• Providing Marketplace
Information
7. 1-7
Job Roles of Salespeople
Business-to-Business
Sales Support: Promote product or provide technical
support.
New Business: Sales growth by selling new products
or gaining new customers.
Existing Business: Maintain and build relationships with
established customer base.
Direct-to-Consumer
Represent seller in transactions with
ultimate consumers. Includes sales
people in retail, direct selling, real
estate and financial services.
9. 1-9
Sales Management Activities
Develop a
Sales Strategy
Design the
Sales
Organization
Develop the
Salesforce
Direct the
Salesforce
Determine
Effectiveness &
Performance
10. 1-10
Developing a Sales Strategy
Developing a
Relationship
Strategy
Developing a
Sales Channel
Strategy
11. 1-11
Designing the Sales Organization
• Should salesforce be
generalists or specialists?
• If specialists, should they be
product, market, customer,
or functional specialists?
• Should centralized or
decentralized control be
used?
12. 1-12
Designing the Sales
Organization
• How large should the salesforce
be?
• How should customers and
geographic areas be assigned to
form sales territories?
• How should salesforce turnover
be factored into sales
organization design decisions?
13. 1-13
Developing the Salesforce
• Recruiting and Selecting
• Training: Initial and
Continual
• Directing the Salesforce
– Motivation
– Supervision
– Leadership
15. 1-15
Ethical and Legal Issues in Personal
Selling
• Strict codes of ethics for sales people.
• Sales managers must take responsibility for the
proper behavior of their salespeople, and they
must lead by example.
• Salespeople should be honest in their dealings
with customers and be informed of relevant
laws governing their business situation.
16. 1-16
Unethical Sales Behaviors Include:
• Exaggerating features and benefits
• Lies about availability
• Lies about competition
• Sells something people don’t need
• Giving false answers to questions
• Falsifying product testimonials
• Passing blame for their own mistakes
• Pose as market researcher when doing phone sales
• Misrepresent warranties & guarantees
• Make nonbinding oral promises
• Bending company rules
• Selling dangerous or hazardous products
17. 1-17
Salesperson Competencies Involve
the Ability to:
1. Go beyond product needs to assess business
potential and add value to the relationship.
2. Understand the financial impact of the
decisions made by your company and the
client’s organization.
3. Organize company resources to build
customer-focused relationships.
18. 1-18
4. Organize company resources to build
customer-focused relationships.
5. Develop consultative problem solving and a
willingness to change.
6. Establish a vision of a committed
customer/supplier relationship.
7. Utilize self-appraisal and continuous learning
by requesting feedback from customers,
colleagues, and managers.
Salesperson Competencies Involve
the Ability to:
19. 1-19
Sales Manager Competencies
Involve the Ability to:
1. Provide strategic vision
2. Organize company
resources by leveraging
relationships
3. Influence company
strategy
4. Coach effectively
20. 1-20
Sales Manager Competencies
Involve the Ability to:
5. Diagnose performance
6. Select high-potential
salespeople
7. Leverage technology
8. Demonstrate personal
selling effectiveness
