Relation to text
This slide relates to material on pp. 575-576 of the text.
Summary Overview
In order for management to determine the role of personal selling in the overall IMC program, they should ask themselves several questions. These questions include:
What information must be exchanged between the firm and potential customer?
What are the alternative ways to carry out these communications objectives?
How effective is each alternative in carrying out the needed exchange?
How cost effective is each alternative?
Use of this slide
This slide can be used to discuss the role of personal selling in the IMC program. Personal selling is a unique tool in the promotional mix because communication flows from sender to receiver directly. This allows the sender to receive immediate feedback from the receiver. However, this is one of the most costly forms of communication and marketers need to weigh these costs against the benefits of personal contact with the customer. Answering these four questions will help with what role personal selling will serve in the overall communication plan.
Relation to text
This slide relates to material on p. 576 and Figure 18-1 of the text.
Summary Overview
The slide reviews the type of product and related marketing mix where it would be appropriate for a sales force to be a major part of an IMC program
Products
Complex products, longer selling cycles, demonstration required
Price
Prices are negotiable and margins can support the expense of a sales force
Channels
Short and direct channels, product training required, personal selling needed to push through channel
Advertising
Media do not provide an effective link to the customer, information cannot be provided through media
Sparse market reduces economies of advertising
Use of this slide
This slide can be used to discuss the products and related marketing mix situations that that would necessitate the use of a personal selling effort.
Relation to text
This slide relates to material on p. 577 and Figure 18-3 of the text.
Summary Overview
The personal selling area is constantly evolving as the marketing environment itself evolves. This slide summarizes the stages of the evolution of personal selling which are:
Provider stage – selling activity limited to order-taking
Persuader stage – attempting to persuade customer to buy
Prospector stage – seeking out buyers perceived to have a need
Problem-solver stage – buyers identify problems to be met by goods and services
Procreator stage – seller determines buyer needs and fulfills them
Use of this slide
This slide can be used to discuss the evolution of personal selling. As firms evolve through these five stages they have to assume different market orientations, as well as different organizational designs, staffing, and compensation programs. Each stage also requires different promotional strategies, each integrated with personal selling to achieve the maximum communications effect.
Relation to text
This slide relates to material on pp. 577-578 of the text.
Summary Overview
As the business world goes through transitions and changes the role of salespeople is also changing. This slide lists some of the additional activities sales people will engage in as they take on new roles.
Surveying – educating themselves about their customers’ businesses
Mapmaking – outlining both an account and a solutions strategy
Guiding – bringing incremental value to the customer
Fire starting – driving customers to commit to a solution
Use of this slide
This slide can be used to discuss some of the activities salespeople engage in to remain effective as they take on new roles. This new role helps create added value and develop a long-term relationship between buyer and seller.
Relation to text
This slide relates to material on pp. 581-582 of the text.
Summary Overview
This slide summarizes the duties and the responsibilities of a salesperson. These include:
Locating prospective customers
Determining customers’ needs and wants
Recommending a way to satisfy them
Demonstrating capabilities of the product
Closing the sale
Following up and servicing the account
Use of this slide
This slide can be used to discuss the responsibilities of the salesperson. The duties of a sales person are numerous and require a wide range of skills
Relation to text
This slide relates to material on p. 581 and Figure 18-5 of the text.
Summary Overview
This slide lists the three classifications of salespeople which are:
Creative selling – requires skill and preparation, and the ability to assess the situation and determine needs
Order taking – role is more casual and often involves straight rebuying by the customer but can also involve modified rebuys which requires creative selling
Missionary sales rep – role is one of supporting and servicing the customer rather can trying to get new business
Use of this slide
This slide can be used to discuss the three types of sales positions. Not all firms treat these responsibilities the same, nor are their salespeople limited to these tasks.
Relation to text
This slide relates to material on p. 583 and Figure 18-6 of the text.
Summary Overview
This slide lists traits that are common to effective salespeople. Five of these traits are shown here including:
Ego strength
Sense of urgency
Ego drive
Assertiveness
Risk-taking
Use of this slide
This slide can be used to discuss the traits that are common in effective salespeople. Sales managers often look for these traits in the hiring of their sales force. The importance of these traits may vary depending on the type of sales job.
Relation to text
This slide relates to material on p. 583 and Figure 18-6 of the text.
Summary Overview
This slide lists five additional traits that are common to effective salespeople. These include:
Sociability
Abstract reasoning
Skepticism
Creativity
Empathy
Use of this slide
This slide can be used to discuss the traits that are common in effective salespeople. Sales managers often look for these traits in the hiring of their sales force. The importance of these traits may vary depending on the type of sales job.
Relation to text
This slide relates to material on pp. 583-585 of the text.
Summary Overview
This slide summarizes the advantages and disadvantages of personal selling. These advantages and disadvantages are:
Advantages
Two-way interaction
Message can be tailored to recipient
Prospect isn’t likely to be distracted
Seller involved in purchase decision
Source of research information
Disadvantages
Messages may be inconsistent
Possible management-sales force conflict
Cost is often extremely high
Reach may be very limited
Potential ethical problems
Use of this slide
This slide can be used to discuss the advantages and disadvantages of personal selling. The advantages of personal selling primarily deal with dyadic communications process, the ability to alter the message, and the opportunity for direct feedback. Some of the more significant disadvantages primarily relate to inconsistent messages, conflicts between sales and marketing, and costs.
Relation to text
This slide relates to material on pp. 585-589 of the text.
Summary Overview
This slide shows that personal selling is regularly combined with the other IMC tools including advertising, public relations, direct marketing, sales promotion, and the Internet.
Use of this slide
This slide can be used to introduce the fact that personal selling is rarely used alone. This promotional tool both supports and is supported by other IMC program elements. More detailed discussion on combining personal selling with other promotional tools will follow.
Relations to text
This slide relates to material on p. 592 and Figure 18-11 of the text.
Summary Overview
This slide shows the quantitative sales related criteria that can be used to evaluate the sales force. These include:
Orders – number, average order size
Sales volumes – dollars, units, customer type, product category
Margins – gross, net profit, by customer type
Customer accounts – new accounts, lost accounts, percentage of accounts sold
Sales calls – number made on current and potential new, time spent at call
Selling expenses – per sales call, percentage of sales volume,
Customer service – number of service calls, delivery costs per unit sold
Use of this slide
This slide can be used to discuss the quantitative measures that can be used to evaluate the sales force performance. Evaluations of sales force performance are typically based on quantitative criteria such as those shown here.
Relations to text
This slide relates to material on p. 592 and Figure 18-11 of the text.
Summary Overview
This slide shows the qualitative criteria that can be used to evaluate the sales force, which are:
Selling skills – knowing the company and its policies, know the competition, understanding selling techniques
Sales related activities – territory management, marketing intelligence follow-up, customer relations
Use of this slide
This slide can be used to discuss the quantitative measures that can be used to evaluate the sales force performance. While quantitative measures are used to measure performance of the sales force, qualitative criteria such as these are important as well.