The document discusses different sales presentation methods that a salesperson can use - memorized, formula, need-satisfaction, and problem-solution. It provides details on the characteristics and steps of each method. The key takeaways are that the salesperson must carefully select the presentation method based on their prior knowledge of the customer, the sales call objective, and their customer benefit plan in order to have an effective presentation.
The document discusses various sales presentation methods including memorized, formula, need-satisfaction, and problem-solution approaches. It provides details on when each method is best to use based on factors like knowledge of the customer, sales objective, product type, and complexity of the selling situation. Guidelines are provided for group presentations, negotiating techniques, and selecting the optimal presentation method and approach.
This document discusses marketing channels and supply chain management. It defines marketing channels and intermediaries. It describes different types of marketing channels for consumer goods, business goods, and services. It discusses channel strategy decisions around selection, control, and determining distribution intensity. It also covers topics like logistics, transportation, warehousing, inventory control, and the integration of marketing channels into vertical marketing systems.
The document discusses different types of sales presentations and their objectives, methods, and advantages/disadvantages. It describes memorized, formula, needs-satisfaction, and problem-solution presentation methods. Memorized presentations involve the salesperson doing most of the talking, while needs-satisfaction allows for more buyer-seller interaction to understand customer needs. The key is selecting the appropriate presentation style based on the customer and sales objectives.
Promotion involves communicating with customers to inform, influence, and persuade them to buy a product. The promotional mix includes advertising, sales promotions, personal selling, public relations, direct marketing, and merchandising. The optimal promotional mix depends on the product's life cycle, nature, competition, marketing budget, strategy, and target market. Promotion aims to increase awareness, change attitudes, and encourage purchase. Effectiveness is measured by whether objectives are achieved, while efficiency considers objectives achieved relative to costs.
This document discusses building and sustaining relationships in retailing. It covers defining value from both the customer and channel perspectives, examining the differences between goods and services retailers, and the impact of technology. It emphasizes that value is the perception of benefits versus price. Retailers must nurture customer relationships through augmented services and analyze customer bases. Effective category management and sharing data with suppliers contributes to strong channel relationships. Services retailing has unique characteristics around intangibility, inseparability, perishability and variability that impact customer perceptions.
Kotler's Marketing Management: Connecting with CustomersNadia Tantuco
The document discusses the importance of connecting with customers for effective marketing. It outlines that (1) good marketing starts with strong customer relationships built on trust and loyalty over time, (2) understanding how consumers think and feel is key to offering value tailored to each customer segment, and (3) success in business markets requires understanding organizational needs, resources, policies, and purchasing procedures. The conclusion emphasizes that good marketing is based on thoroughly understanding target customers and satisfying their needs better than competitors.
Chapter 2 strategic sales force managementLo-Ann Placido
The document discusses strategic sales force management. It covers integrating marketing and sales functions, with sales providing market intelligence and marketing providing sales tools. Strategic planning involves setting objectives, strategies, and tactics at the company, marketing, and sales force levels. As marketing strategies are developed, corresponding sales force strategies and tactics are determined. Relationship marketing and multiple sales channels/relationships are also discussed.
The document discusses various sales presentation methods including memorized, formula, need-satisfaction, and problem-solution approaches. It provides details on when each method is best to use based on factors like knowledge of the customer, sales objective, product type, and complexity of the selling situation. Guidelines are provided for group presentations, negotiating techniques, and selecting the optimal presentation method and approach.
This document discusses marketing channels and supply chain management. It defines marketing channels and intermediaries. It describes different types of marketing channels for consumer goods, business goods, and services. It discusses channel strategy decisions around selection, control, and determining distribution intensity. It also covers topics like logistics, transportation, warehousing, inventory control, and the integration of marketing channels into vertical marketing systems.
The document discusses different types of sales presentations and their objectives, methods, and advantages/disadvantages. It describes memorized, formula, needs-satisfaction, and problem-solution presentation methods. Memorized presentations involve the salesperson doing most of the talking, while needs-satisfaction allows for more buyer-seller interaction to understand customer needs. The key is selecting the appropriate presentation style based on the customer and sales objectives.
Promotion involves communicating with customers to inform, influence, and persuade them to buy a product. The promotional mix includes advertising, sales promotions, personal selling, public relations, direct marketing, and merchandising. The optimal promotional mix depends on the product's life cycle, nature, competition, marketing budget, strategy, and target market. Promotion aims to increase awareness, change attitudes, and encourage purchase. Effectiveness is measured by whether objectives are achieved, while efficiency considers objectives achieved relative to costs.
This document discusses building and sustaining relationships in retailing. It covers defining value from both the customer and channel perspectives, examining the differences between goods and services retailers, and the impact of technology. It emphasizes that value is the perception of benefits versus price. Retailers must nurture customer relationships through augmented services and analyze customer bases. Effective category management and sharing data with suppliers contributes to strong channel relationships. Services retailing has unique characteristics around intangibility, inseparability, perishability and variability that impact customer perceptions.
Kotler's Marketing Management: Connecting with CustomersNadia Tantuco
The document discusses the importance of connecting with customers for effective marketing. It outlines that (1) good marketing starts with strong customer relationships built on trust and loyalty over time, (2) understanding how consumers think and feel is key to offering value tailored to each customer segment, and (3) success in business markets requires understanding organizational needs, resources, policies, and purchasing procedures. The conclusion emphasizes that good marketing is based on thoroughly understanding target customers and satisfying their needs better than competitors.
Chapter 2 strategic sales force managementLo-Ann Placido
The document discusses strategic sales force management. It covers integrating marketing and sales functions, with sales providing market intelligence and marketing providing sales tools. Strategic planning involves setting objectives, strategies, and tactics at the company, marketing, and sales force levels. As marketing strategies are developed, corresponding sales force strategies and tactics are determined. Relationship marketing and multiple sales channels/relationships are also discussed.
The document discusses several key considerations for retailers in setting prices, including customer price sensitivity, competition, costs, and legal/ethical issues. It explains that value is perceived benefits divided by price, so retailers can increase sales by raising benefits or lowering prices. It also discusses factors like competition, economic conditions, price adjustments, and strategies like everyday low pricing, odd pricing, and using gross margin return on investment to evaluate product profitability.
Personal selling involves face-to-face communication between a seller and buyer with the goal of making a sale. It is one of the oldest forms of promotion. The personal selling process typically involves prospecting, pre-approach planning, the approach, presentation, handling objections, closing the sale, and follow-up. It is most useful for small businesses, concentrated markets, complex products, and those requiring demonstrations. Benefits include customized messaging, feedback, and building long-term relationships, though it also has higher costs than other promotional methods.
This presentation is about distribution channel management, the role of intermediaries, tasks, management, paradigm, strategy, dimensions. Solutions for management: ARMS Enterprise
This document discusses distribution channels and strategies. It defines distribution channels as the set of organizations involved in making a product available to consumers. Common channel members discussed include manufacturers, distributors, retailers, and consumers. The document also summarizes the functions of marketing intermediaries like brokers and wholesalers in facilitating the flow of products. These intermediaries help reduce the number of transactions needed to make a sale. The summary concludes by briefly mentioning wholesaler marketing decisions around target markets, product selection, pricing, promotion, and place.
This document discusses various aspects of sales and distribution management. It covers the nature of personal selling, defining personal selling as two-way communication between salespeople and customers. It describes the roles and tasks of salespeople, including order taking, order getting, and providing customer service. It also outlines characteristics, limitations, and traits of good salespeople. Additionally, it discusses sales management topics such as organizing the sales force, directing and motivating salespeople, evaluating performance, and addressing ethical issues. Finally, it covers distribution channel design and management, including defining distribution channels, evaluating intermediaries, and planning the optimal channel structure.
Channel Information Systems
Purpose
Information - Advantages
Classification of Information
Information Process
Developing a Channel MIS
Use of Information
Sources of Data
Competition Tracking
Elements of a Channel Information System
Channel Performance Evaluation
IT System for Channels
Intensive Distribution
This document provides information about salesmanship and personal selling. It defines salesmanship as the process of assisting and persuading prospective customers to purchase a product or service. Personal selling is described as an oral presentation to prospective customers to make a sale. The document discusses various concepts related to salesmanship including the AIDA model, types of sales executives, theories of personal selling, the selling process, and how to handle objections from customers. It emphasizes that salesmanship is an important skill that benefits producers, customers, salespeople, and society.
This document summarizes key considerations for retail locations, including:
1) Various location types like freestanding sites, shopping centers, malls, and mixed-use developments each have advantages and disadvantages for retailers.
2) Factors like trade area size, occupancy costs, traffic patterns, and property restrictions influence location choices.
3) A retailer's target market size and density, as well as their product or service uniqueness, shape optimal location and retail strategy.
4) Legal issues like zoning, codes, licensing and signage also impact suitable retail locations.
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.
Marketing Channels and Supply Chain Managementmandalina landy
The document discusses marketing channels and supply chain management. It defines key terms like marketing channels, intermediaries, and supply chain. It describes channel structures for consumer and business products. It discusses the functions of intermediaries and issues that influence channel strategy decisions. It also covers managing relationships, logistical components of supply chains, and new technologies and trends in supply chain management.
The document discusses ways to motivate marketing channel members. It outlines various channel members like wholesalers and retailers. It also discusses the importance of channel members in distributing products. Some key ways to motivate channel members mentioned are cooperative arrangements, partnerships, distribution programming, and using different types of power like reward power and referent power. Motivating channel members is important to increase sales, build brand preference, add value to products, and improve performance.
This document discusses retail institution strategies and considerations for store-based operations. It covers the retail lifecycle of introduction, growth, maturity and decline. Key aspects of retail strategy include store location, operating procedures, goods/services offered, pricing tactics, store atmosphere, and promotional methods. The "wheel of retailing" describes how retailers often start as low-price stores and evolve their strategy over time. The document also discusses destination retailers, scrambled merchandising, and how retailers may pursue mergers, diversification or downsizing.
Theories of retailing, theories of retail development,
Retail Life Cycle, Environmental Theory, Cyclical Theory - Wheel of retailing, phases of retail development, Accordion theory
Personal selling involves two-way communication between a sales representative and customer to match customer needs with products and services. It is an important part of the promotional mix, especially for complex, expensive, or infrequently purchased products. The personal selling process includes prospecting, preparation, an initial presentation, handling objections, negotiating to close the sale, and follow up. Demonstrations can be an effective way to showcase features and benefits during the presentation. The ultimate goal is to get the customer to make a purchase decision.
The document discusses factors to consider when designing distribution channels. It outlines a multi-step channel planning and design process that includes: segmenting and positioning target customer groups; defining customer needs; evaluating alternative channels; selecting and training channel partners; motivating partners; and implementing the channel design. Key factors addressed are defining objectives, costs, roles of intermediaries, partner selection criteria, training, and performance management to ensure the channel meets business goals in an efficient and effective manner.
Training, Motivating, Compensating, and Leading the SalesforceSameer Chandrakar
This document discusses key aspects of training, motivating, compensating, and leading a salesforce. It covers sales training processes including assessing needs, designing programs, and evaluation. It also discusses theories and tools for motivating salespeople, such as Maslow's hierarchy and compensation plans. Regarding leadership, it outlines styles like transformational and transactional, as well as skills needed. Finally, it addresses supervising salespeople using direct and indirect methods.
1. Physical distribution channels refer to the methods used to transfer products from production to customers.
2. Companies have a variety of alternative channels to choose from to reach customers, often using a mix to target different buyer segments.
3. Alternative channels are described by the type and number of intermediaries used as well as the terms of responsibilities between members. Common alternatives include manufacturer direct to retail, manufacturer to wholesaler to retail, mail order, internet shopping, and factory direct to home or business.
The document discusses the four key functions of marketing management: analysis, planning, implementation, and control. It also describes various organizational structures companies use for marketing such as functional, geographic, product, and market organizations. Finally, it discusses the importance of measuring return on marketing investment and using tools like marketing audits and dashboards to evaluate marketing performance and ensure objectives are met.
The document discusses distribution channel management. It defines key terms like distribution channel, intermediaries, direct and indirect selling. It describes different types of distribution channels like intensive, selective and exclusive distribution. It also discusses various channel partners like wholesalers, distributors and retailers; and their roles and functions. Factors affecting the choice of distribution strategy are also highlighted.
This document provides an overview of distribution management. It defines distribution management as the efficient transfer of goods from the place of manufacture to the point of sale or consumption. It then lists the names, organizations, and positions of 7 team members presenting on distribution management systems. The presentation goes on to discuss key distribution concepts like product, place, price, and promotion. It also describes different distribution channels including direct selling, indirect selling through wholesalers and retailers, and different distribution intensities. The document concludes with an overview of channel formats like producer-driven, seller-driven, and service-driven distribution.
The document discusses different sales presentation methods and how to select the appropriate method based on factors like prior customer knowledge, sales call objectives, and customer benefit plans. It describes memorized, formula, need-satisfaction, and problem-solution presentation methods. For each method, it provides reasons for and against selecting that method based on the selling situation. The key message is that salespeople must carefully choose a presentation style that matches the specific customer and circumstances to effectively communicate their value proposition.
Pre approach / Pre planning in Selling ProcessCara Babida
The document discusses different strategies for developing an effective sales presentation in the pre-approach stage of the customer relationship selling process. It describes four main presentation structures - memorized, formula, need-satisfaction, and problem-solution - and provides details on when each structure is most appropriate based on factors like the product, customer familiarity, and sales situation. The goal is to strategically plan the presentation content and approach depending on the specific customer's needs in order to best position the product as a solution and create a mutually beneficial agreement.
The document discusses several key considerations for retailers in setting prices, including customer price sensitivity, competition, costs, and legal/ethical issues. It explains that value is perceived benefits divided by price, so retailers can increase sales by raising benefits or lowering prices. It also discusses factors like competition, economic conditions, price adjustments, and strategies like everyday low pricing, odd pricing, and using gross margin return on investment to evaluate product profitability.
Personal selling involves face-to-face communication between a seller and buyer with the goal of making a sale. It is one of the oldest forms of promotion. The personal selling process typically involves prospecting, pre-approach planning, the approach, presentation, handling objections, closing the sale, and follow-up. It is most useful for small businesses, concentrated markets, complex products, and those requiring demonstrations. Benefits include customized messaging, feedback, and building long-term relationships, though it also has higher costs than other promotional methods.
This presentation is about distribution channel management, the role of intermediaries, tasks, management, paradigm, strategy, dimensions. Solutions for management: ARMS Enterprise
This document discusses distribution channels and strategies. It defines distribution channels as the set of organizations involved in making a product available to consumers. Common channel members discussed include manufacturers, distributors, retailers, and consumers. The document also summarizes the functions of marketing intermediaries like brokers and wholesalers in facilitating the flow of products. These intermediaries help reduce the number of transactions needed to make a sale. The summary concludes by briefly mentioning wholesaler marketing decisions around target markets, product selection, pricing, promotion, and place.
This document discusses various aspects of sales and distribution management. It covers the nature of personal selling, defining personal selling as two-way communication between salespeople and customers. It describes the roles and tasks of salespeople, including order taking, order getting, and providing customer service. It also outlines characteristics, limitations, and traits of good salespeople. Additionally, it discusses sales management topics such as organizing the sales force, directing and motivating salespeople, evaluating performance, and addressing ethical issues. Finally, it covers distribution channel design and management, including defining distribution channels, evaluating intermediaries, and planning the optimal channel structure.
Channel Information Systems
Purpose
Information - Advantages
Classification of Information
Information Process
Developing a Channel MIS
Use of Information
Sources of Data
Competition Tracking
Elements of a Channel Information System
Channel Performance Evaluation
IT System for Channels
Intensive Distribution
This document provides information about salesmanship and personal selling. It defines salesmanship as the process of assisting and persuading prospective customers to purchase a product or service. Personal selling is described as an oral presentation to prospective customers to make a sale. The document discusses various concepts related to salesmanship including the AIDA model, types of sales executives, theories of personal selling, the selling process, and how to handle objections from customers. It emphasizes that salesmanship is an important skill that benefits producers, customers, salespeople, and society.
This document summarizes key considerations for retail locations, including:
1) Various location types like freestanding sites, shopping centers, malls, and mixed-use developments each have advantages and disadvantages for retailers.
2) Factors like trade area size, occupancy costs, traffic patterns, and property restrictions influence location choices.
3) A retailer's target market size and density, as well as their product or service uniqueness, shape optimal location and retail strategy.
4) Legal issues like zoning, codes, licensing and signage also impact suitable retail locations.
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.
Marketing Channels and Supply Chain Managementmandalina landy
The document discusses marketing channels and supply chain management. It defines key terms like marketing channels, intermediaries, and supply chain. It describes channel structures for consumer and business products. It discusses the functions of intermediaries and issues that influence channel strategy decisions. It also covers managing relationships, logistical components of supply chains, and new technologies and trends in supply chain management.
The document discusses ways to motivate marketing channel members. It outlines various channel members like wholesalers and retailers. It also discusses the importance of channel members in distributing products. Some key ways to motivate channel members mentioned are cooperative arrangements, partnerships, distribution programming, and using different types of power like reward power and referent power. Motivating channel members is important to increase sales, build brand preference, add value to products, and improve performance.
This document discusses retail institution strategies and considerations for store-based operations. It covers the retail lifecycle of introduction, growth, maturity and decline. Key aspects of retail strategy include store location, operating procedures, goods/services offered, pricing tactics, store atmosphere, and promotional methods. The "wheel of retailing" describes how retailers often start as low-price stores and evolve their strategy over time. The document also discusses destination retailers, scrambled merchandising, and how retailers may pursue mergers, diversification or downsizing.
Theories of retailing, theories of retail development,
Retail Life Cycle, Environmental Theory, Cyclical Theory - Wheel of retailing, phases of retail development, Accordion theory
Personal selling involves two-way communication between a sales representative and customer to match customer needs with products and services. It is an important part of the promotional mix, especially for complex, expensive, or infrequently purchased products. The personal selling process includes prospecting, preparation, an initial presentation, handling objections, negotiating to close the sale, and follow up. Demonstrations can be an effective way to showcase features and benefits during the presentation. The ultimate goal is to get the customer to make a purchase decision.
The document discusses factors to consider when designing distribution channels. It outlines a multi-step channel planning and design process that includes: segmenting and positioning target customer groups; defining customer needs; evaluating alternative channels; selecting and training channel partners; motivating partners; and implementing the channel design. Key factors addressed are defining objectives, costs, roles of intermediaries, partner selection criteria, training, and performance management to ensure the channel meets business goals in an efficient and effective manner.
Training, Motivating, Compensating, and Leading the SalesforceSameer Chandrakar
This document discusses key aspects of training, motivating, compensating, and leading a salesforce. It covers sales training processes including assessing needs, designing programs, and evaluation. It also discusses theories and tools for motivating salespeople, such as Maslow's hierarchy and compensation plans. Regarding leadership, it outlines styles like transformational and transactional, as well as skills needed. Finally, it addresses supervising salespeople using direct and indirect methods.
1. Physical distribution channels refer to the methods used to transfer products from production to customers.
2. Companies have a variety of alternative channels to choose from to reach customers, often using a mix to target different buyer segments.
3. Alternative channels are described by the type and number of intermediaries used as well as the terms of responsibilities between members. Common alternatives include manufacturer direct to retail, manufacturer to wholesaler to retail, mail order, internet shopping, and factory direct to home or business.
The document discusses the four key functions of marketing management: analysis, planning, implementation, and control. It also describes various organizational structures companies use for marketing such as functional, geographic, product, and market organizations. Finally, it discusses the importance of measuring return on marketing investment and using tools like marketing audits and dashboards to evaluate marketing performance and ensure objectives are met.
The document discusses distribution channel management. It defines key terms like distribution channel, intermediaries, direct and indirect selling. It describes different types of distribution channels like intensive, selective and exclusive distribution. It also discusses various channel partners like wholesalers, distributors and retailers; and their roles and functions. Factors affecting the choice of distribution strategy are also highlighted.
This document provides an overview of distribution management. It defines distribution management as the efficient transfer of goods from the place of manufacture to the point of sale or consumption. It then lists the names, organizations, and positions of 7 team members presenting on distribution management systems. The presentation goes on to discuss key distribution concepts like product, place, price, and promotion. It also describes different distribution channels including direct selling, indirect selling through wholesalers and retailers, and different distribution intensities. The document concludes with an overview of channel formats like producer-driven, seller-driven, and service-driven distribution.
The document discusses different sales presentation methods and how to select the appropriate method based on factors like prior customer knowledge, sales call objectives, and customer benefit plans. It describes memorized, formula, need-satisfaction, and problem-solution presentation methods. For each method, it provides reasons for and against selecting that method based on the selling situation. The key message is that salespeople must carefully choose a presentation style that matches the specific customer and circumstances to effectively communicate their value proposition.
Pre approach / Pre planning in Selling ProcessCara Babida
The document discusses different strategies for developing an effective sales presentation in the pre-approach stage of the customer relationship selling process. It describes four main presentation structures - memorized, formula, need-satisfaction, and problem-solution - and provides details on when each structure is most appropriate based on factors like the product, customer familiarity, and sales situation. The goal is to strategically plan the presentation content and approach depending on the specific customer's needs in order to best position the product as a solution and create a mutually beneficial agreement.
The document discusses different sales presentation methods that a salesperson should consider when making a presentation to a customer. It describes the memorized, formula, need-satisfaction, and problem-solution methods. For each method it provides the reasons for choosing or not choosing that particular method based on factors like the type of product or complexity of the sales situation. It emphasizes that the salesperson should select the method that best matches the specific customer and sales objective.
The document discusses different sales presentation methods and how to select the appropriate method based on factors like prior knowledge of the customer, sales call objective, and customer benefit plan. It describes memorized, formula, need-satisfaction, and problem-solution presentation methods. For each method, it provides reasons for when to use it and not use it depending on the selling situation. The document emphasizes that the presentation method must be tailored to the specific customer and sale.
The document discusses the pre-approach stage of strategic customer sales planning. It involves determining sales call objectives, developing customer profiles, creating customer benefit plans, and developing sales presentations. The pre-approach stage requires strategic problem solving to understand customer needs, develop creative solutions, and arrive at mutually beneficial agreements to create strategic customer relationships. The document also reviews different structures for sales presentations, including memorized, formula, need-satisfaction, and problem-solution approaches. It emphasizes having a plan for opening the sales presentation through statements, demonstrations, or questions.
The document outlines the key steps in the personal selling process:
1. Prospecting involves identifying and qualifying leads by determining if they have needs, can afford the product, and are receptive to being contacted.
2. Preparation includes gathering information on prospects and planning sales calls and strategies.
3. The approach involves making contact, leaving a good first impression, and selecting an approach technique.
4. Presentation and demonstration involves understanding prospects' needs, presenting benefits, and using demonstrations to overcome objections and close the sale.
The personal selling process aims to guide salespeople through prospecting, planning, presentations and demonstrations to ultimately close the sale while building long-term customer relationships.
Business Acumen for Sales Managers & Sales ExecutivesAshraf Osman
Sales mistakes damage companies’ reputation and cause significant financial damages. Sales managers and senior sales executive should have business acumen skills of successful entrepreneurs
This 3 days focused and comprehensive course teaches numerous business acumen skills that require years of study and experience
This document summarizes key aspects of the personal selling process. It discusses understanding buyer psychology and the buying process. It outlines the typical steps in the sales process, including prospecting, pre-approach planning, the sales presentation, overcoming objections, closing the sale, and follow-up. It also addresses developing sales knowledge, different presentation methods, using demonstrations, negotiation skills, and relationship building. The overall goal is to equip salespeople with the tools and understanding needed to successfully navigate interactions with prospects and customers.
The document summarizes the key steps in the personal selling process for salespeople. It discusses prospecting, qualifying leads, pre-approach planning, making an approach, presenting and demonstrating products, overcoming objections, closing the sale, and following up with customers. It also outlines different types of sales organizations, including line, line and staff, functional, and horizontal structures and considers factors in determining the optimal size of a salesforce.
This document discusses organizing effective sales meetings. It outlines the aims, content, methods of execution, and evaluation of sales meetings. The goals of sales meetings include improving the sales force, orienting personnel on advertising, and increasing effectiveness. Content is derived from meeting objectives and includes discussing new products. Common meeting structures include herringbone, workshop, inverted U-shape, and seminar styles. Evaluation forms should collect feedback to improve future meetings. National, regional, and local meetings each have advantages and disadvantages for communicating with sales teams.
A sales strategy is a plan to achieve a business's sales goal by defining how it will attract, retain and develop customers. It aligns the sales approach with the goal. Key elements include goals/objectives, target market, products/services, competitive advantages, resources, selling process and sales management. Developing an effective sales strategy involves engaging stakeholders, analyzing the current situation, creating a sales strategy canvas, preparing a document and reviewing/adapting it. The presentation provided tips on developing a sales strategy and summarized a panel discussion on sales strategy challenges and lessons learned.
The document discusses the key steps in an effective sales process. It outlines seven steps: prospecting, pre-approach, approach, presentation, handling objections, closing, and follow-up. For each step, it provides details on activities like qualifying leads, researching prospects, asking questions to determine needs, presenting product benefits, overcoming objections, gaining commitment from the customer, and following up after the sale. The overall process is presented as a cycle to ensure customer satisfaction and repeat business.
The document discusses personal selling and direct marketing. It covers the personal selling process which includes prospecting, qualifying, pre-approach, approach, presentation, handling objections, closing, and follow-up. It also discusses managing the sales force which includes recruiting, selecting, training, compensating, supervising, and evaluating salespeople. Direct marketing includes direct mail, catalogs, telephone marketing, television marketing, and online marketing. Setting up an online presence involves creating effective websites and placing various types of online advertisements and promotions.
This document discusses organizing and planning effective sales meetings. It outlines the ACMME framework for sales meetings: Aims, Content, Method, Execution, and Evaluation. The aims of sales meetings include improving the sales force, orienting personnel on advertising, and increasing effectiveness. Content is derived from meeting aims and includes discussing new products. Common methods are local, group, and regional/national meetings. Execution considers room setup like herringbone, workshop, and seminar styles. Evaluation ensures meetings accomplish aims and provides feedback through forms. National meetings provide standard training while regional ones address unique problems. Remote methods like TV, phone, and home meetings save travel costs.
This document provides an overview of the personal selling process and key concepts in sales psychology. It discusses buyer behavior models and the different stages in the buying process for household and business customers. It also outlines important preparation activities for salespeople like prospecting, qualifying leads, gathering information on prospects, and planning sales calls. The document then explains the different steps in the sales process from the initial approach and presentation to overcoming objections, closing the sale, follow-up, and negotiation. It provides examples of techniques that can be used at each step to improve sales effectiveness.
This document provides a summary of chapters 12-15 from a marketing unit five presentation. It covers the topics of:
- Preparing for a sale including prospecting, determining customer needs, and handling objections.
- The sales process including approaching customers, asking questions, and presenting products.
- Closing the sale by recognizing buying signals, using effective closing techniques, and suggestion additional items.
- Maintaining customer satisfaction through feedback, retaining an optimistic attitude after failed closes, and focusing on customer needs with suggestion selling.
The document summarizes a presentation on developing a successful sales strategy. It discusses defining key elements of a sales strategy, including goals, target markets, products/services, competitive advantages, and the selling process. It also covers developing a sales value proposition, generating sales leads, applying the AIDA model during presentations, and building a sales strategy canvas to plan strategy. The presentation takes questions from a panel of CEOs on their sales strategies and tips.
The document outlines the 8 key stages of the selling process: pre-sales, prospecting, pre-approach, approach, sales presentation, handling objections, closing the sale, and follow up/after sales support. It provides details on activities and considerations at each stage, including researching company/product knowledge, qualifying prospects, customizing strategies, focusing presentations on customer benefits, addressing objections, and following up for repeat business. The overall selling process aims to understand customer needs, effectively present products to meet those needs, resolve any concerns, finalize the sale, and ensure post-sale support.
Similar to Chapter 8a carefully select which sales presentation method to use (20)
This document discusses a study that aimed to conceptualize the state of corporate social responsibility (CSR) research in the construction industry. The researchers analyzed 68 papers on CSR in construction published between 2000-2017. They identified four main themes: CSR perception, CSR dimensions, CSR implementation, and CSR performance. Based on this, they developed a conceptual framework reflecting the current state of CSR research in construction. Additionally, the researchers proposed insights on how CSR can better contribute to sustainable development goals in construction, such as changing procurement practices and improving legislation around environmental responsibility.
This research article examines the relationships between corporate social responsibility (CSR), innovation, and firm performance. It analyzes data from 121 Spanish wineries. The results show that CSR and innovation can act as mediators between each other and firm performance, depending on the performance metric used. Specifically, CSR acts as a mediator between innovation and objective performance measures. However, managers perceive that the relationship between CSR and performance is strengthened through innovation activities. The study contributes to understanding the complex relationships between CSR, innovation, and different measures of firm performance.
This document summarizes a literature review examining the key role of sustainable human resource management (SHRM) in facilitating the attainment of sustainable development goals (SDGs). It discusses how SHRM can develop green strategies and implement socially and environmentally friendly practices through its operational and managerial responsibilities. The review identifies several theoretical perspectives used to conceptualize the relationship between SHRM and sustainability, such as stakeholder theory, resource-based view, institutional theory, and ability-motivation-opportunity theory. It analyzes the antecedents and outcomes of SHRM practices at both the HR and organizational levels.
This document presents a study on using the United Nations' Sustainable Development Goals (SDGs) as a framework for Corporate Social Responsibility (CSR). It begins by discussing CSR and its importance, especially in light of the COVID-19 pandemic. It then introduces 11 drivers that encourage corporations to engage in CSR activities, such as shareholders, managers, stakeholders, employees, and governments. The study proposes a new model for CSR that integrates previous models and adds new dimensions. It also discusses the status and progress of the 17 SDGs globally. Finally, it argues that using the SDGs as a framework for CSR will benefit corporations and allow them to strategically address social and environmental issues in a comprehensive, measurable way.
This summary analyzes a research study that examines how green human resource management (GHRM) can improve hotel employees' eco-friendly behavior and environmental performance. The study finds that GHRM enhances employees' organizational commitment, which leads to increased eco-friendly behavior. This in turn improves the hotel's environmental performance. Specifically:
1) GHRM was found to strengthen employees' organizational commitment to the hotel.
2) Employees' organizational commitment encouraged their eco-friendly behavior, such as reducing energy and water usage.
3) Increased eco-friendly behavior by employees improved the hotel's overall environmental performance, including reduced negative environmental impacts.
The study suggests hotel managers implement GHRM policies to benefit both employees and
This study examines how corporate social responsibility (CSR) influences environmental performance in large manufacturing firms in Malaysia. The study finds:
1) CSR has no direct impact on environmental performance, but is positively correlated with environmental strategy and green innovation.
2) Environmental strategy and green innovation significantly mediate the relationship between CSR and environmental performance. Having strong CSR leads companies to develop better environmental strategies and green innovations, which then improve environmental performance.
3) Environmental strategy and green innovation both have a direct positive impact on environmental performance. Companies with proactive environmental strategies and more green innovations achieve better environmental performance.
The study provides a model for managers to leverage CSR, environmental strategy, and green innovation to enhance environmental performance
This document presents a study on using the United Nations' Sustainable Development Goals (SDGs) as a framework for Corporate Social Responsibility (CSR). It begins by discussing CSR and its importance, especially in light of the COVID-19 pandemic. It then introduces 11 drivers that encourage corporations to engage in CSR activities, such as shareholders, managers, stakeholders, employees, and governments. The study proposes a new model for CSR that integrates previous models and adds new dimensions. It also discusses the status and progress of the 17 SDGs globally. Finally, it argues that using the SDGs as a framework for CSR will benefit corporations and allow them to strategically address social and environmental issues in a comprehensive, measurable way.
This study examines the relationship between corporate social responsibility (CSR) and financial performance of top US tech firms from 2017-2019. The authors find:
1) Tech firms that spend more on CSR initiatives experience increased revenue, supporting the hypothesis that CSR spending improves financial performance.
2) CSR spending has an insignificant relationship with Tobin's Q, a measure of firm value.
3) Effective corporate governance may be a channel through which CSR enhances financial performance, by allowing firms to consider stakeholder interests.
The study provides evidence that CSR spending can benefit tech firms financially and that governance impacts the CSR-performance relationship.
This document discusses the lack of accounting research related to the UN Sustainable Development Goals (SDGs) despite their prominence in policymaking. A review found limited accounting scholarship on the SDGs compared to other disciplines. While accounting practitioners and organizations are actively engaged with the SDGs, academic research is still in early stages. The three papers in this special journal section aim to help fill this gap by exploring how accounting can support the SDGs. The document argues more accounting research is needed that engages directly with how organizations can enact the SDGs through techniques like reporting, strategy, and management.
This document provides summaries of several case studies of companies that implemented Lean techniques and saw environmental benefits:
- Lockheed Martin reduced chemical inventories and utilization, eliminating chemical waste.
- The University of North Carolina identified over 100 paper and computer use improvements through kaizen workshops.
- Apollo Hardwoods developed a more efficient veneer process that reduced materials, energy usage, and waste.
- Several other companies, like Baxter Healthcare, 3M, Goodrich, and GM also saw reductions in waste, emissions, and cost through Lean implementations focused on environmental aspects.
This document discusses cost analysis concepts for economic decision making. It defines production costs as all costs required to produce output, including fully used inputs, services for production tools, and unpaid labor. It distinguishes avoidable (variable) costs that only exist if an activity takes place from unavoidable (fixed) costs that exist regardless. Gross margin is defined as income minus avoidable costs, showing potential profit after covering unavoidable costs. Alternative cost refers to lost returns from the best alternative use of a limited resource. Short-run decisions consider fixed costs unavoidable, while long-run decisions treat all costs as variable.
This document provides strategies and information for teaching critical thinking skills in the classroom. It discusses defining critical thinking and identifying the key concepts in one's course. It also addresses how students' mental structures focus more on memorization than critical thinking. The document outlines Perry's theory of intellectual development and definitions of learning. It then defines and provides examples of critical thinking skills like interpretation, analysis, evaluation, inference, explanation, and self-regulation. It emphasizes the importance of knowledge, critical thinking dispositions, and designing teaching experiences focused on questioning, problem-solving and thinking. Overall, the document aims to help educators design their courses to enhance students' critical thinking abilities.
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2. Main Topics
The Tree of Business Life: Presentation
Sales Presentation Strategy
Sales Presentation Methods–Select One Carefully
The Group Presentation
Negotiating So Everyone Wins
Sales Presentations Go High-Tech
Select the Presentation Method, Then the
Approach
Let’s Review before Moving On!
8-2
3. Sales Presentation Methods
8-3
Master the art of creating effective sales
presentations
Have fun presenting your product
Select your presentation method based on:
Prior knowledge of customer
Sales call objective
Customer benefit plan
4. 8-4
(3) Approach - (4) Presentation
The Third Step in the Sales Process (Approach)
is the First Step in the Sales Presentation
5. The Sales Presentation
Completely and clearly explains all aspects of the
salesperson’s proposition as it relates to a buyer’s
needs
8-5
6. There are Several Sales Presentation Methods
and You Must Select One According to Your:
Prior knowledge of the customer
Sales call objective
Customer benefit plan
8-6
7. 8-7
The Sales Process
A sequence of actions taken by the salesperson
which leads toward the customer taking a desired
action and ends with follow-up to ensure purchase
satisfaction.
8. Exhibit 8-1: The Third Step in the Sales Process
is the First Step in the Sales Presentation
The sales presentation method
determines how you open your
presentation
8-8
9. 8-9
Salespeople face numerous situations:
Salesperson to buyer
Salesperson to buyer group
Sales team to buyer group
Conference selling
Seminar selling
Sales Presentation Strategy
11. 8-11
Sales Presentation Methods–Select
One Carefully
The four sales presentation methods are:
1) Memorized
2) Formula
3) Need-satisfaction
4) Problem-solution
The basic difference between the four methods
is the percentage of the conversation controlled
by the salesperson.
12. Sales Presentation Methods—
Select One Carefully
Four Sales Presentation Methods
1. The Memorized Sales Presentation (canned)
Salesperson’s role is to develop initial stimulus into an
affirmative response to an eventual purchase request.
2. The Formula Presentation (persuasive selling)
The salesperson follows a less structured, general outline in
making a presentation, allowing more flexibility and less
direction (AIDA). Controls conversation during sales talk;
especially at the beginning.
13. Sales Presentation Methods—
Select One Carefully cont…
3. The Need-Satisfaction Presentation
Designed as a flexible, interactive sales
presentation, yet the most challenging and
creative form of selling
Three Phases:
1. Need-development phase
2. Need-awareness phase
3. Need-fulfillment phase
14. Sales Presentation Methods—
Select One Carefully cont…
4.The Problem-Solution
Presentation
Selling highly complex or technical
products
It may take several sales calls to develop
a detailed analysis
A flexible, customized approach to
involving an in-depth study of a prospect’s
needs
16. Sales Presentation Methods—
Select One Carefully
1. The Memorized Sales Presentation
Based on one of two assumptions:
The prospect’s needs may be stimulated by direct exposure
to the product through the sales presentation.
The prospect’s needs have already been stimulated because
the prospect has made the effort to seek out the product.
National Cash Register Co. (NCR)
18. Why Choose the Memorized (Canned)
Sales Presentation Method?
Because it:
Ensures the salesperson gives a well-planned
presentation
Ensures all of the company’s salespeople discuss the
same information
Both aids and lends confidence to the inexperienced
salesperson
It is effective when:
Selling time is short, as in door-to-door or telephone
selling
The product type is non-technical – such as books,
cooking utensils, or cosmetics
8-18
19. 8-19
Because it:
Presents FABs that may not be important to the buyer
Allows for little prospect participation
Is impractical to use when selling technical products that
require prospect input and discussion
Requires the salesperson to proceed quickly through the
sales presentation to the close, resulting in several closes
or requests for the order, which may be interpreted by the
prospect as high pressure selling
Interruptions – salesperson may get off-track; forget
Why Not to Choose the Memorized
(Canned) Sales Presentation Method
21. Exhibit 8-4: Dyno Electric Cart
Memorized Presentation, cont...
8-21
22. Sales Presentation Methods—
Select One Carefully
2. The Formula Sales Presentation
Often referred to as the persuasive selling presentation
Salesperson follows a less structured, general outline
allowing more flexibility and less direction
AIDA – AIDCA
Straight Rebuy situations
The SmithKline Beecham products example: “The 10-step
Productive Retail Sales Call”
24. The 10-Step Productive Retail Sales Call
Step Number
1. Plan the call
2. Review plans
3. Greet personnel
4. Check store
conditions
5. Approach
6. Presentation
7. Close
8. Merchandising
9. Records and reports
10. Analyze the call
8-24
28. Why Choose the Formula Sales
Presentation Method?
Because you:
Are contacting similar prospects in similar situations
Know something about the prospect
Have called on the prospect in the past
Want to ensure all information is presented logically
Want to have reasonable amount of buyer-seller
interaction
8-28
29. Why Choose the Formula Sales
Presentation Method?, cont…
Because it allows for smooth handling of
anticipated questions and objections
Examples of product types that work well with this
method are:
Consumer goods
Pharmaceutical goods
8-29
30. Why Not to Choose the Formula Sales
Presentation Method?
Because you:
Do not know the prospect’s needs
See a need for the prospect to talk more
Have a complex selling situation such as:
Selling a technical product
Selling to a group
8-30
31. Sales Presentation Methods—
Select One Carefully
3. The Need-Satisfaction Presentation
The most challenging and creative form of
selling
Interactive sales presentation
Need-Satisfaction Format
32. 8-32
The Need-Satisfaction
Presentation’s Phases
Need-development Phase
Salesperson allows and encourages the prospect to
discuss his needs
Need-awareness Phase
Salesperson takes control of the conversation by
restating the prospect’s needs to clarify the situation
Need-fulfillment Phase
The salesperson shows how her product will satisfy
mutually agreed-upon needs
33. Exhibit 8-8: Participation Time by Customer and
Salesperson During Need-Satisfaction and Problem-Solution
Sales Presentations
8-33
35. Exhibit 8-9: A Need-Satisfaction
Presentation, cont...
8-35
36. 8-36
Why to Choose the Need-Satisfaction
Sales Presentation Method
Because you:
Need a flexible, interactive sales presentation
Need to uncover needs by asking questions
Need the prospect to talk about his needs
Use this method the first time you call on a
prospect.
Should you have to come back a second
time, you would use the formula sales
presentation method.
37. 8-37
Why to Choose the Need-Satisfaction
Sales Presentation Method, cont…
Examples of product types that work well
with this method are:
Financial services
Systems
High priced goods/services such as vehicles, real
estate, computer systems, industrial equipment
38. 8-38
Why Not to Choose the Need-
Satisfaction Sales Presentation Method
Because you:
Need more control over the conversation
Feel should not ask too many questions
Are new to the sales profession
39. Sales Presentation Methods—
Select One Carefully
4. The Problem-Solution Presentation
Flexible, customized approach involving an in-
depth study of a prospect’s needs
May require several sales calls to develop a
detailed analysis
Usually consists of six steps
40. 8-40
The Problem-Solution
Presentation’s Six Steps
Step 1 - Convincing the prospect to allow the
salesperson to conduct the analysis
Step 2 - Making the actual analysis
Step 3 - Agreeing on the problems and determining
that the buyer wants to solve the problem
Step 4 - Preparing the proposal for a solution to the
prospect’s needs
Step 5 - Preparing the sales presentation based on
the analysis and proposal
Step 6 - Making the sales presentation
41. 8-41
Exhibit 8-8: Participation Time by Customer and Salesperson
During Need-Satisfaction and Problem-Solution Sales
Presentations, cont…
42. 8-42
Why to Choose the Problem-
Solution Sales Presentation Method
Because you:
Are selling highly complex or technical products
Are required to make several sales calls to develop a
detailed in-depth analysis of a prospect’s needs
Need a flexible, customized presentation based on
findings
43. What Is the Best Presentation Method?
Memorized – short time simple product
Formula – repeat purchases; when you know
prospect’s needs
Need-Satisfaction – need to gather information
from prospect first
Problem-Solution – high-cost tech products;
several calls and business proposal
44. What Is the Best Presentation Method?
Memorized
Formula
Need-satisfaction
Problem-solution
Each of these methods
is the best one when
properly matched with
the situation
8-44
45. Exhibit 8-10: Important Characteristics
of Types of Sales Calls
Characteristics Memorized (Structured) Formula (Semistructured) Need-Satisfaction (Unstructured) Problem-Solution (Customized)
Relationship TransactionalRelationship Partnering Partnering Partnering
When Used New customer door-to- Repeat customer New customer, New customer;
door; telesales new opportunity new opportunity
Opening Canned Reminder of past status Questions Request for study
Presentation Time Minutes Half hour(s) Day(s) Week(s)
Multiple Calls? No Sometimes Frequently Always
Type of None Several Variables Multiple Variables ComplexScript
Negotiations
Flexibility None Modest No script No script
Assumed Already established, Already established Not established, Not known
Interest Level or can be generated or not known
Prior Contact Not usually Usually Not necessarily Not necessarily
with Buyer?
Type Product Trivial; simple Simple; previously sold Industrial/Technical Complex
Sample Product Vegetable dicer, Premium cable channel Home entertainment center, Internet network,
warehouse system
vacuum cleaner, consumer goods, cars computer, real estate company insurance
cosmetics
Salary ($) 30-50K 40-70K 50-90K 80-200K
8-45
46. The Group Presentation
Either you or your team presents the proposal to a
group of decision makers.
The flexibility of the presentation depends on size:
The larger the group, the more structured your
presentation
You can structure the presentation and provide a
question-and-answer period at the end or during the
presentation
8-46
47. The Group Presentation, cont…
Give a proper introduction
State your name, company, and proposal
Establish Credibility
Give a brief history of your company
Provide an Account List
Have copies of an account list available
State your Competitive Advantages
Tell the group where your company stands relative to
the competition
8-47
48. The Group Presentation, cont…
Give Quality Assurances and Qualifications
State Guarantees in the beginning
Cater to the Groups Behavioral Style
Determine the overall dominant style in order to hold
their attention
Get people involved
The proposal
No prices
Summarize Benefits
8-48
50. Negotiating So Everyone Wins
There are many negotiating styles-
Cooperative
Competitive
Attitudinal
Organizational
Personal
The experienced sales person will negotiate in a
way that achieves satisfaction for both parties
8-50
51. Negotiating So Everyone Wins, cont…
Phases of Negotiation
Planning- know how your company compares with the
competition.
Meeting- build a relationship that eases the negotiation
process.
Studying- look for benefits you can provide.
Proposing- what you do in the presentation sets the
stage for what may come later.
8-51
52. Sales Presentations Go High Tech
Videos
CD-ROMs
Satellite conferencing
Computer hardware and software
8-52
53. Select the Presentation Method,
Then the Approach
Know which method to use before developing the
presentation
Plan the presentation
Select the approach/opening
8-53
54. Selling Process Buyer’s Mental Steps
Prospecting
Preapproach
Follow-up & Service
Approach
Presentation
Trial Close
Determine Objections
Meet Objections
Desire
Conviction
Present Marketing Plan
Availability, Delivery,
Guarantee, Merchandising,
Installation, Maintenance,
Promotion, Training, Warranty
Explain Business Prop
List Price, Shipping Cost,
Discounts, Financing, ROI,
Value Analysis
Suggest Purchase
Product, Quantity, Features,
Delivery, Installation, Price
Money
Authority
Desire
Action
(Purchase)
Attention
Discussion Sequence
Presentation
Discuss Product
Present Marketing Plan
Explain Business Proposition
Suggest Purchase
Discuss Product
Show Feature
Explain Advantage
Lead into Benefit
Let Customer Talk
Interest
Trial Close
Close
Exhibit 8-11:The Parallel Dimensions
of Selling
8-54
55. Let’s Review Before Moving On!
It’s important to know that:
Parallel dimensions interact
Discussion sequence
Selling process
Buyer’s mental steps
Discussion sequence
8-55
56. The Golden Rule Makes Sense
Its use sets you apart from all of the other
salespeople who only want to make a sale and a
fast dollar
Treat your prospects and customers as your
business neighbors
8-56
57. Summary of Major Selling Issues
You must master the art of giving a good sales
presentation
The sales presentation method selected should be
based on prior knowledge of the customer, your
sales call objective, and your customer benefit plan
Show that you have a right to present your product
because it has key benefits for the prospect
Many different presentation methods are available
There is no one best method; each one must be
tailored to meet the particular characteristics of a
specific selling situation or environment
8-57