Chapter 1 and 2 in sale management

1. SALES
MANAGEMENT &
PERSONAL SELLING
Concept, Nature, Role of Sales Management in
Marketing, Specific characteristics of a successful
salesman
Sarfraz Ashraf (sarfrax.ashraf@gmail.com)
University of Sargodha Gujranwala Campus

2. WHAT IS SALES
MANAGEMENT?
 Sales Management is management of all marketing
activities including advertising, sales promotion,
marketing research, physical distribution, pricing and
product merchandising.

3. DIVERSITY OF SALES
ROLES
 One to one (Personal selling)
 Capital items sales (e.g; big machineries of factories)
 International Export (International selling)

4. OBJECTIVES OF SALES
MANAGEMENT
 From the Organizations Viewpoint there are three
general objectives of sales management
a. Achieving the desired sales volume
b. Contribution to profits in the organization
c. Continuing growth

5. MODERN CHARACTERISTICS
OF SELLING
 Data base management (Keep your records)
 Customer Relationship management (not transactional)
The spectrum of relationships include
a. Transactional relationship (Selling)
b. Value added relationship (Counseling)
c. Collaborative relationship (Partnering
 Customer retention and deletion(20% customers make
80% sales)
 Problem solving (Provide Solution)
 Online selling

6. SPECIFIC
CHARACTERISTICS OF A
SUCCESSFUL SALESMAN
 People Skills – Ability to motivate, lead, communicate
and coordinate effectively
 Managing Skills- Administrative skills like planning,
organizing, controlling & decision making
 Technical Skills – Training, Selling skills, negotiating
skills, use of IT, problem solving abilities, Product
knowledge

7. MEGATRENDS AFFECTING
SALES MANAGEMENT
Sales managers must adapt to three major megatrends to
enhance their effectiveness and efficiency:
1. behavioral forces1. behavioral forces
2. technological forces2. technological forces
3. managerial forces3. managerial forces
Source: Flying Colours Ltd

8. BEHAVIORAL MEGATRENDS
AFFECTING SALES
MANAGEMENT
 Buyers’ attitudes, preferences, and behaviors are changing,
necessitating modification of selling strategies and
approaches.
• more expert and demanding buyers
• rising customer expectations
• empowerment of customers
• globalization of markets
1. Behavioral Forces1. Behavioral Forces

9.  Today’s successful sales managers are those who can make
skillful and efficient use of technology to increase their
efficiency and productivity in serving customers.
MEGATRENDS
AFFECTING SALES
MANAGEMENT
These include:
• sales force automation
• virtual sales offices
• electronic commerce
2. Technological Forces2. Technological Forces
Source: Digital Vision

10. MEGATRENDS
AFFECTING SALES
MANAGEMENT
Sales Force AutomationSales Force Automation
Virtual Sales OfficesVirtual Sales Offices Electronic CommerceElectronic Commerce
• portable computers
• electronic data interchange
• videoconferencing
• multifunction cell phones
• voice mail and e-mail
• instant messaging
• Home
• Office
• Virtually anywhere
• Internet:
• blogs, screen-sharing
• Intranet
• Extranet

11. • efforts to reduce selling costs.
(For example, use of middlemen, part-
time salespeople, and direct-marketing
efforts).
• shift to direct marketing
alternatives.
1. direct mail
2. forms of telemarketing
– teleselling
– Kiosks
3. Managerial Forces3. Managerial Forces
• certification of salespeople
– gains a certain amount of
practical experience
– enrolls in educational seminars
and courses
– passes a sales competency exam
– provides some professional
references
– agrees to comply with a code of
conduct

12. TYPES OF CUSTOMERS
 Innovators:
Purchase every new thing.
 Early Adopter:
Adopt the product quickly.
 Early Majority
let the price be stable and then purchase it.
 Late Majority:
They keep on waiting until or unless the next product
is in market.
 Laggards:
Not willing to take risk. They keep on waiting and thinking about
the purchase of product.

15. Franklin Evans researched buyer-seller dyads in the life insurance
business.
 Physical characteristics (age, height), other objective
factors (income, religion, education), and variables that relate
to personality factors (politics, smoking).
Similar Characteristics :improving the chance of
successful dyadic relationships.(particular in industrial
Selling).
 Role set requirements (for example, formal authority and
organizational autonomy) interact with personal characteristic
to shape needs and expectations.

16.  Focal persons’ perceptions of each other’s needs may lead to
adjustments of their own.
 Based on individual needs and expectations, each focal
person develops a strategy aimed to negotiate a favorable
exchange.
 That strategy may embrace persuasion, communication of
facts or offers, friendship, and other elements.
 If the strategies are compatible, an exchange takes place.

17. VICE VERSA
 When the particular round of negotiations is terminated
regardless of its outcome, the experience becomes input into
future interactions of the salesperson.

18. DIVERSITY OF PERSONAL
SELLING SITUATIONS
Personal Selling situations:
Service Selling:
Inside Order Taker , Delivery Salesperson ,Merchandising
Salesperson, Missionary, technical Sales person
Developmental Selling
Creative sales person of tangibles, Creative salesperson of intangibles

19. 1. SERVICE SELLING
1. Inside Order taker – here the salesperson waits on customers (e.g Sales
Counter person)
2. Delivery Salesperson – Engaged in delivering the product (Person who
delivers Milk, Eggs)
3. Merchandising/Route Sales Person – Works as an order taker on field
mainly with retailers
4. Missionary _Works only to create goodwill and disseminate
information . Does not do any order taking
5. Technical Sales Person – Emphasizes technical Knowledge and educates
customer

20. 2.DEVELOPMENTAL SELLING
1. Creative sales person of tangibles – Sales person
selling vacuum cleaners , encyclopedias
2. Creative sales person of intangibles- Sales person
selling Insurance, advertising services, Educational
programs