The document discusses the key aspects of sales and distribution management. It covers various topics like prospecting, qualifying leads, sales process, handling objections, negotiation skills, and follow up. Some of the main points discussed are methods of identifying sales prospects, distinguishing between hot, warm and cold prospects, sales presentation techniques like need satisfaction and consultative selling, handling objections by turning them into benefits, and following up with customers for account penetration and relationship building.
The document discusses various topics related to sales forecasting and budgeting. It describes different types of sales forecasts including top-down and bottom-up approaches. It also outlines numerous sales forecasting methods such as test marketing, moving averages, regression analysis and more. Finally, it discusses developing sales budgets, including purposes, allocation methods, and the budget process.
This document discusses key concepts in sales and distribution management including sales budgets, sales territories, sales quotas, and procedures for designing sales territories. It provides details on the purpose and components of sales budgets. It also outlines reasons for setting up sales territories, methods for designing territories, and evaluating and revising them. Procedures for setting sales quotas and factors to consider in administration of quotas are described.
This document summarizes sales and distribution management. It discusses three phases of economic development and changing shopping needs: satisfying convenience needs, a shift to status orientation and shopping experience, and then a shift back to prioritizing convenience. It also outlines the goals of different channel members like sellers, suppliers, and retailers during each phase. Finally, it describes the roles of different channel members in the distribution process, including distributors, stockists, C&F agents, and wholesalers.
A sales quota is a quantitative goal assigned to a sales unit relating to a particular period of time.
A sales territory represents a group of customers or markets or geographical areas
What decisions do companies face in designing and managing a sales forceSameer Mathur
The document discusses how to design an effective sales force, including defining its objectives, strategy, structure, size, and compensation. It outlines a sales force hierarchy from solution vendors down to order takers and deliverers. When designing the sales force, companies should consider their product lines, customer locations, and how to recruit, train, motivate, and evaluate sales representatives. The days of solely focusing on sales are over - today's representatives must diagnose customer problems and propose solutions.
Category management is a process that retailers use to maximize sales and profits by grouping similar products into categories and devising strategies for each category. It involves defining product categories, assessing category performance, setting objectives, developing an overall strategy and specific tactics, and regularly reviewing performance to make adjustments. Key aspects of category management include defining the target customer, assessing inventory and shelf space needs, setting sales and margin targets, and appointing category captains from supplier partners to help implement category strategies.
The document discusses various aspects of controlling the salesforce, including salesforce expense plans, salesforce audits, evaluating sales organization effectiveness, and controlling salesperson performance. It covers criteria for effective expense plans, types of plans, purposes of audits and the evaluation process. It also explains analyzing sales, costs, profits and productivity to evaluate effectiveness, and setting standards, reviewing performance, and taking actions to control salesperson performance. Finally, it discusses ethical, social and legal responsibilities of sales managers.
The document discusses various topics related to sales forecasting and budgeting. It describes different types of sales forecasts including top-down and bottom-up approaches. It also outlines numerous sales forecasting methods such as test marketing, moving averages, regression analysis and more. Finally, it discusses developing sales budgets, including purposes, allocation methods, and the budget process.
This document discusses key concepts in sales and distribution management including sales budgets, sales territories, sales quotas, and procedures for designing sales territories. It provides details on the purpose and components of sales budgets. It also outlines reasons for setting up sales territories, methods for designing territories, and evaluating and revising them. Procedures for setting sales quotas and factors to consider in administration of quotas are described.
This document summarizes sales and distribution management. It discusses three phases of economic development and changing shopping needs: satisfying convenience needs, a shift to status orientation and shopping experience, and then a shift back to prioritizing convenience. It also outlines the goals of different channel members like sellers, suppliers, and retailers during each phase. Finally, it describes the roles of different channel members in the distribution process, including distributors, stockists, C&F agents, and wholesalers.
A sales quota is a quantitative goal assigned to a sales unit relating to a particular period of time.
A sales territory represents a group of customers or markets or geographical areas
What decisions do companies face in designing and managing a sales forceSameer Mathur
The document discusses how to design an effective sales force, including defining its objectives, strategy, structure, size, and compensation. It outlines a sales force hierarchy from solution vendors down to order takers and deliverers. When designing the sales force, companies should consider their product lines, customer locations, and how to recruit, train, motivate, and evaluate sales representatives. The days of solely focusing on sales are over - today's representatives must diagnose customer problems and propose solutions.
Category management is a process that retailers use to maximize sales and profits by grouping similar products into categories and devising strategies for each category. It involves defining product categories, assessing category performance, setting objectives, developing an overall strategy and specific tactics, and regularly reviewing performance to make adjustments. Key aspects of category management include defining the target customer, assessing inventory and shelf space needs, setting sales and margin targets, and appointing category captains from supplier partners to help implement category strategies.
The document discusses various aspects of controlling the salesforce, including salesforce expense plans, salesforce audits, evaluating sales organization effectiveness, and controlling salesperson performance. It covers criteria for effective expense plans, types of plans, purposes of audits and the evaluation process. It also explains analyzing sales, costs, profits and productivity to evaluate effectiveness, and setting standards, reviewing performance, and taking actions to control salesperson performance. Finally, it discusses ethical, social and legal responsibilities of sales managers.
This document provides an overview of the content and structure of a course on Sales and Distribution Management. The course covers topics such as the marketing and retail environment, strategic and operational decisions in channel and sales management. It also outlines the organizational structure of sales functions at companies like Procter & Gamble and Bata, with multiple tiers and roles managing distribution from the regional to local levels. Finally, it notes that the sales function is responsible for channel management, sales management, and supporting promotional activities as part of the marketing mix.
The document discusses the role of merchandisers and provides details about the job. Merchandisers research, plan, produce, and promote stocks for stores to manage inventory and create eye-catching displays to maximize sales. The job involves flexible work hours between 9am-6pm and traveling between stores. Merchandisers need strong communication, creativity, customer sensitivity skills, and experience working in stores. The job outlook is increasing with growing store options and an aging population influencing sales. Starting pay is 3.5-4 million yen increasing up to 8 million yen with experience. The job has advantages of variety, sales impact, and flexibility but also disadvantages like travel, work environment, heavy loads, and pressure.
This document discusses ways for retailers to build a sustainable competitive advantage. It identifies several elements that are less sustainable, such as location, human resource management, distribution systems, merchandise, vendor relations, and customer service. More sustainable advantages include developing strong brand image and emotional customer connections, exclusive private label brands, coordination with vendors, and knowledgeable employees providing excellent long-term customer service. Retailers need multiple approaches combined to build a high wall around their market position and sustain competitive advantage over time.
This document provides an overview of strategic retail planning and management. It discusses key elements of retail strategy including target markets, retail formats, and bases for competitive advantage. Examples are provided of various retailers' strategies. The document also outlines the strategic planning process, including conducting situation analyses, evaluating growth opportunities, and using market attractiveness/competitive position matrices to select strategies.
The document discusses sales and distribution management. It covers topics such as the role of modern sales managers in strategic planning, team leadership, and monitoring company policies. Personal selling involves face-to-face interactions between sellers and customers to provide service, sell products, and achieve sales targets. Distribution management refers to efficiently moving goods from manufacturers to consumers. Channels of distribution can be direct from producers to customers, or indirect through intermediaries like wholesalers and retailers.
The document discusses organizational strategies and the sales function. It covers topics like corporate strategy development processes, strategic business units, matching selling strategies to relationship strategies, and different sales channel strategies. The key aspects are organizational strategy levels, business strategy and the sales function, personal selling vs advertising strategies, and how sales strategies should be tailored based on the target market, buying center, buying process, and relationship goals.
This document discusses different types of retail institutions based on ownership, including independents, chains, franchises, leased departments, and vertical marketing systems. Independents make up 70% of retailers but only 3% of sales due to lack of scale and bargaining power. Chains account for 65% of US retail sales through centralized purchasing and advertising. Franchising involves contractual agreements where franchisees pay fees to use an established brand. Leased departments occupy space in stores and pay rent as a percentage of sales. Vertical marketing systems integrate independently owned businesses along the distribution channel.
This document discusses effective day-to-day category management. It outlines a structured workflow for category management that includes market insight, defining company goals and category strategies, developing category tactics through tools like a tactogram, executing the category plan, and following up through review and improvement. The goal is to close the gap between category management best practices and many companies' day-to-day activities by taking a more analytical, data-driven approach structured around roles, strategies, tactics, execution, and review.
Ch8: Distribution Management & The Marketing Mixitsvineeth209
Distribution channels help companies reach more customers by providing products in convenient locations and times for purchase. They create utility for consumers. A company's distribution strategy considers service levels, objectives, network structure, policies, performance metrics and critical factors for success. It aims to efficiently meet customer expectations through intermediaries like distributors, wholesalers and retailers while achieving sales and profitability targets. Effective distribution is key to a company's market presence and requires commitment from top management and channel partners.
This document discusses key concepts in sales management, including the role and responsibilities of sales managers and executives, different types of sales organizations and structures, and the personal selling process. It outlines factors affecting sales management like shorter product lifecycles and increased customer expectations. Personal selling topics covered are theories of selling, approaches, the selling process, and ensuring customer satisfaction.
This document summarizes different retail formats and structures in India. It discusses the organized and unorganized sectors of retail. The organized sector employs over 0.5 million people in corporate-backed stores like hypermarkets and chains. The unorganized sector is much larger, employing over 40 million in traditional mom-and-pop stores. Various retail formats are also described like malls, specialty stores, supermarkets, general merchants, kiosks and paan/bidi shops. Kirana stores remain very popular due to their proximity but Indians are shifting to modern retail formats in malls and large format stores.
The document discusses the challenges of demand forecasting in the textile industry due to factors like complicated SKUs, fashion trends, and retailer influence over manufacturers. It states that integrating qualitative and quantitative data is key to reducing risk from uncertain demand predictions. The use of systems like quick response, EDI, POS, and MIS can help with order scheduling, inventory costs, sourcing, and assortment planning. The retail buying process involves merchandise planning, assortment planning, and arranging actual purchases with vendors based on evaluation criteria. Forecasting sales and selecting products/styles/colors/sizes uses methods like decomposition, regression analysis, and expert opinions. Rules for product selection include compensatory, lexicographic, and conjunctive
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.
This document outlines strategies for sales and pricing. It discusses the differences between marketing and selling, how products impact the sales process, and factors to consider like distribution channels, sales approaches, and motivating buyers and resellers. Pricing strategies like skimming, penetration, and premium pricing are covered. The document also explains how channels can affect pricing margins and gives examples of pricing tactics and psychological effects.
Ch4: Management of Sales Territories and Quotasitsvineeth209
The document discusses managing sales territories, quotas, and performance. It covers designing sales territories, assigning salespeople, and managing territorial coverage through routing, scheduling, and time management tools. It also discusses the different types of sales quotas used, including sales volume, financial, and activity quotas. Finally, it outlines several methods for setting sales quotas, including using total market estimates, territory potential, past sales experience, and executive judgement. Companies should select a few realistic quotas and administer them flexibly.
This document discusses sales and distribution management. It covers sales strategy, the roles and responsibilities of sales management including forecasting, designing the sales workforce, and setting sales policies. It also discusses managing the sales force, including organizing the sales force, determining staffing needs, compensation, and ensuring adequate coverage of customers and channels. Finally, it addresses channel management, including defining different channel members, criteria for selecting channels, and the roles and responsibilities of channels.
Category management is a process retailers use to offer the right products, in the right quantities, at the right locations and times to meet consumer demand while achieving the retailer's financial goals. It involves analyzing factors like consumer demand, past sales history, and forecasts to determine what products to carry. The major stakeholders in category management are retailers, manufacturers, and consumers. The process includes strategic planning, business processes, performance measurement, organizational capabilities, and using information technology to manage merchandise categories effectively.
The document discusses trading area analysis, which involves analyzing geographic areas containing potential customers for a firm. Key benefits include uncovering customer demographics, identifying opportunities and strategies, and determining promotional focus. Important factors to analyze include population characteristics, labor availability, proximity to suppliers, competition, and regulations. The goal is to evaluate and select the most desirable trading area for a retail store location.
This document discusses business-to-business professional selling. It notes that professional selling today involves consultative dialogue focused on customer needs rather than persuasive pitches. It outlines the focus on offering equipment, supplies and other goods for business use. It describes the in-depth industry and customer knowledge required of sales occupations. It provides guidance on pre-approach activities like researching customers and competitors. It details techniques for determining customer needs, presenting features and benefits, handling objections, and following up to enhance customer relationships.
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.
This document provides an overview of the content and structure of a course on Sales and Distribution Management. The course covers topics such as the marketing and retail environment, strategic and operational decisions in channel and sales management. It also outlines the organizational structure of sales functions at companies like Procter & Gamble and Bata, with multiple tiers and roles managing distribution from the regional to local levels. Finally, it notes that the sales function is responsible for channel management, sales management, and supporting promotional activities as part of the marketing mix.
The document discusses the role of merchandisers and provides details about the job. Merchandisers research, plan, produce, and promote stocks for stores to manage inventory and create eye-catching displays to maximize sales. The job involves flexible work hours between 9am-6pm and traveling between stores. Merchandisers need strong communication, creativity, customer sensitivity skills, and experience working in stores. The job outlook is increasing with growing store options and an aging population influencing sales. Starting pay is 3.5-4 million yen increasing up to 8 million yen with experience. The job has advantages of variety, sales impact, and flexibility but also disadvantages like travel, work environment, heavy loads, and pressure.
This document discusses ways for retailers to build a sustainable competitive advantage. It identifies several elements that are less sustainable, such as location, human resource management, distribution systems, merchandise, vendor relations, and customer service. More sustainable advantages include developing strong brand image and emotional customer connections, exclusive private label brands, coordination with vendors, and knowledgeable employees providing excellent long-term customer service. Retailers need multiple approaches combined to build a high wall around their market position and sustain competitive advantage over time.
This document provides an overview of strategic retail planning and management. It discusses key elements of retail strategy including target markets, retail formats, and bases for competitive advantage. Examples are provided of various retailers' strategies. The document also outlines the strategic planning process, including conducting situation analyses, evaluating growth opportunities, and using market attractiveness/competitive position matrices to select strategies.
The document discusses sales and distribution management. It covers topics such as the role of modern sales managers in strategic planning, team leadership, and monitoring company policies. Personal selling involves face-to-face interactions between sellers and customers to provide service, sell products, and achieve sales targets. Distribution management refers to efficiently moving goods from manufacturers to consumers. Channels of distribution can be direct from producers to customers, or indirect through intermediaries like wholesalers and retailers.
The document discusses organizational strategies and the sales function. It covers topics like corporate strategy development processes, strategic business units, matching selling strategies to relationship strategies, and different sales channel strategies. The key aspects are organizational strategy levels, business strategy and the sales function, personal selling vs advertising strategies, and how sales strategies should be tailored based on the target market, buying center, buying process, and relationship goals.
This document discusses different types of retail institutions based on ownership, including independents, chains, franchises, leased departments, and vertical marketing systems. Independents make up 70% of retailers but only 3% of sales due to lack of scale and bargaining power. Chains account for 65% of US retail sales through centralized purchasing and advertising. Franchising involves contractual agreements where franchisees pay fees to use an established brand. Leased departments occupy space in stores and pay rent as a percentage of sales. Vertical marketing systems integrate independently owned businesses along the distribution channel.
This document discusses effective day-to-day category management. It outlines a structured workflow for category management that includes market insight, defining company goals and category strategies, developing category tactics through tools like a tactogram, executing the category plan, and following up through review and improvement. The goal is to close the gap between category management best practices and many companies' day-to-day activities by taking a more analytical, data-driven approach structured around roles, strategies, tactics, execution, and review.
Ch8: Distribution Management & The Marketing Mixitsvineeth209
Distribution channels help companies reach more customers by providing products in convenient locations and times for purchase. They create utility for consumers. A company's distribution strategy considers service levels, objectives, network structure, policies, performance metrics and critical factors for success. It aims to efficiently meet customer expectations through intermediaries like distributors, wholesalers and retailers while achieving sales and profitability targets. Effective distribution is key to a company's market presence and requires commitment from top management and channel partners.
This document discusses key concepts in sales management, including the role and responsibilities of sales managers and executives, different types of sales organizations and structures, and the personal selling process. It outlines factors affecting sales management like shorter product lifecycles and increased customer expectations. Personal selling topics covered are theories of selling, approaches, the selling process, and ensuring customer satisfaction.
This document summarizes different retail formats and structures in India. It discusses the organized and unorganized sectors of retail. The organized sector employs over 0.5 million people in corporate-backed stores like hypermarkets and chains. The unorganized sector is much larger, employing over 40 million in traditional mom-and-pop stores. Various retail formats are also described like malls, specialty stores, supermarkets, general merchants, kiosks and paan/bidi shops. Kirana stores remain very popular due to their proximity but Indians are shifting to modern retail formats in malls and large format stores.
The document discusses the challenges of demand forecasting in the textile industry due to factors like complicated SKUs, fashion trends, and retailer influence over manufacturers. It states that integrating qualitative and quantitative data is key to reducing risk from uncertain demand predictions. The use of systems like quick response, EDI, POS, and MIS can help with order scheduling, inventory costs, sourcing, and assortment planning. The retail buying process involves merchandise planning, assortment planning, and arranging actual purchases with vendors based on evaluation criteria. Forecasting sales and selecting products/styles/colors/sizes uses methods like decomposition, regression analysis, and expert opinions. Rules for product selection include compensatory, lexicographic, and conjunctive
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.
This document outlines strategies for sales and pricing. It discusses the differences between marketing and selling, how products impact the sales process, and factors to consider like distribution channels, sales approaches, and motivating buyers and resellers. Pricing strategies like skimming, penetration, and premium pricing are covered. The document also explains how channels can affect pricing margins and gives examples of pricing tactics and psychological effects.
Ch4: Management of Sales Territories and Quotasitsvineeth209
The document discusses managing sales territories, quotas, and performance. It covers designing sales territories, assigning salespeople, and managing territorial coverage through routing, scheduling, and time management tools. It also discusses the different types of sales quotas used, including sales volume, financial, and activity quotas. Finally, it outlines several methods for setting sales quotas, including using total market estimates, territory potential, past sales experience, and executive judgement. Companies should select a few realistic quotas and administer them flexibly.
This document discusses sales and distribution management. It covers sales strategy, the roles and responsibilities of sales management including forecasting, designing the sales workforce, and setting sales policies. It also discusses managing the sales force, including organizing the sales force, determining staffing needs, compensation, and ensuring adequate coverage of customers and channels. Finally, it addresses channel management, including defining different channel members, criteria for selecting channels, and the roles and responsibilities of channels.
Category management is a process retailers use to offer the right products, in the right quantities, at the right locations and times to meet consumer demand while achieving the retailer's financial goals. It involves analyzing factors like consumer demand, past sales history, and forecasts to determine what products to carry. The major stakeholders in category management are retailers, manufacturers, and consumers. The process includes strategic planning, business processes, performance measurement, organizational capabilities, and using information technology to manage merchandise categories effectively.
The document discusses trading area analysis, which involves analyzing geographic areas containing potential customers for a firm. Key benefits include uncovering customer demographics, identifying opportunities and strategies, and determining promotional focus. Important factors to analyze include population characteristics, labor availability, proximity to suppliers, competition, and regulations. The goal is to evaluate and select the most desirable trading area for a retail store location.
This document discusses business-to-business professional selling. It notes that professional selling today involves consultative dialogue focused on customer needs rather than persuasive pitches. It outlines the focus on offering equipment, supplies and other goods for business use. It describes the in-depth industry and customer knowledge required of sales occupations. It provides guidance on pre-approach activities like researching customers and competitors. It details techniques for determining customer needs, presenting features and benefits, handling objections, and following up to enhance customer relationships.
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.
The document provides an overview of a sales mastery workshop that teaches participants how to increase sales and profits. It covers topics like understanding customer needs, presenting solutions, overcoming objections, and gaining commitment. Key aspects of the sales process discussed include investigating customer situations, problems, implications, and needs using SPIN selling questions; demonstrating product capabilities; and presenting the price and benefits in a way that addresses customer concerns.
The document discusses ways for companies to improve customer satisfaction and retention. It provides an overview of a presentation on the topic, including definitions of customer satisfaction, why it is important, and ways to impact satisfaction such as encouraging face-to-face interactions, understanding customers, making it easy to do business, and gathering feedback. Specific tactics recommended are customer advisory boards, surveys, seminars, easy website access, and following up with customers. The presentation aims to help companies adopt a "customer first" mentality.
The document outlines the 5 Stride Call Process for sales calls. It discusses:
1) Pre-sales preparation including knowing the products, competition, having marketing materials.
2) The 5 steps of the call process: introduction, identifying customer needs, sales pitch, handling objections, closing the sale.
3) Post-sales follow up such as filling reports and follow up calls to drive sales.
Juliann Grant of Telesian Technology and Scott Sommer of Jacobs Engineering discuss pre and post-sales strategies that build a bridge between marketing and sales. This presentation was delivered at the 3rd Annual Marketing and Sales Summit in 2008.
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.
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.
Sales with a ‘SPIN’-What Works and What Dosen't in Effective SalesPlayday
This document discusses different sales techniques and their effectiveness for small versus large sales. For small sales, focusing on features, advantages, and benefits can be effective, while larger sales require using the SPIN selling technique to understand customer situations, problems, implications, and underlying needs. SPIN involves asking more problem and implication questions. The document provides guidance on how to implement SPIN, including focusing on the investigating stage and using different types of questions. It also discusses how to practice and refine new selling behaviors.
Marketing Power covers the secrets of successful people. Provides - Speeches for Coaches - Professional seminar presentation and workbook materials. Helps your clients build a personal plan to succeed in their goals. www.speechesforcoaches.com, Jon Newsome (770) 614-4146.
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.
The document discusses various aspects of sales training including determining needs, objectives, topics, and methods. It provides data on what topics companies often focus on in training such as product knowledge, selling skills, and time management. The document also outlines best practices for developing effective sales training programs and evaluating their impact.
Sales And Software Consulting OverviewEd Stevenson
This document provides guidance on developing an effective sales process and proposal for Monarch Consulting and Transformation. It discusses determining a company's readiness for transformation, defining sales roles and responsibilities, developing a sales strategy and process, generating and qualifying leads, and creating winning proposals. The goal is to establish a consistent sales process that streamlines operations and increases accountability and results.
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.
Part II Annotated References (25 points)Length 2 pages.docxdanhaley45372
Part II: Annotated References (25 points)
Length: 2 pages
You will need to conduct research using credible sources for this report, based on your career/field. The sources may come from databases, trade journals, or other written publications directly related to your field of study. This is a good opportunity to explore the types of sources that professionals in your field use to stay current with trends and developments.
You will need to locate a minimum of 5 sources for your annotated references page, though you may choose to not use all of these sources in your report. You may also need to seek out additional sources as you write your report; you will not need to create additional annotations for those sources. Remember, any sources you cite in your report will need to be listed in your final references page.
Each annotated reference should have 3 parts:
1. An APA-style citation for a references page
2. A summary of the source
3. An explanation of how this source will be used in your report
Sales and Sales management
Chapter 4: The sales force
Andrés Coronel
Before selection process
Before searching for candidates, establish the characteristics for the job position
Set a list of criteria ex: technical knowledge, experience, etc.
Consider the current situation of your team and your sales plan
Job description
Recruiting sources
Campus recruiting
Contingent staff
On-line job sites
Company Web site
Job fairs
Newspaper ads
Recruiting firms
Trade associations and magazines
Referrals by company employees
Internal candidates
Selection process
Application form
Interview
Psychological test
Hiring
Investigation and reference
Characteristics of a salesperson
Ambitious
Caring
Dedicated
Driven
Ethical
Moral
Passionate
Patient
Results-Oriented
Supportive
Smart
Understanding
Able to Help
Motivate
Collaborative
Empathetic
Strategic
General training
General Company information
Company operating information
Product/service information
Marketing information
Sales training
Sales training
►Developing a selling personality.
►Methods for prospecting.
►Analyzing consumers.
►Sales approaches.
►Methods for organizing the sales presentation.
►Communication and persuasion.
►Handling objections.
►Closing.
Methods of training
Lecture
Discussion
Demonstration
Role playing
On-the-job training
Coaching
Coaching
“I cannot teach anybody anything. I can only make them think” Socrates
Coaching: Goal setting Method
Set your own goals.
Set the stage.
Get opinions and facts.
Relate your opinion and facts.
Develop specific goals with specific plans (together).
Follow up.
Sales and Sales management
Chapter 3: Negotiation
Andrés Coronel
Negotiation
N.
This document discusses the need for co-innovation between customers and suppliers to create optimal solutions. It outlines that customer expectations have expanded beyond just products to consider whole solutions. Relationship structures are more complex with ecosystems replacing supply chains. There is a high need for agility given uncertainty. The document recommends focusing on customer requirements rather than product features through co-innovation. It provides tools for market-driven innovation including defining value, conducting market research, and translating customer input into requirements and specifications.
To understand psychology in selling, buying decision process and buying situations
To learn communication skills, sales knowledge, and sales related marketing policies
To understand personal selling process
To learn about negotiation
Watch this webinar to learn from industry expert Laz Gonzalez, what companies need to do for the channel sales model to work and how they can make it easier for channel partners to sell.
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 a project to increase revenue and efficiency for a bike sharing company. It involves creating models for dynamic pricing and converting casual to registered customers. It analyzes the company's owned and leased fleet costs and margins. The deliverables include managing fleet percentage and promoting discounts. Dynamic pricing and demand prediction based on weather could increase profitability. Reducing the leased fleet by 60% could yield $4.1 million more per year in revenue. Different pricing matrices for owned and leased bikes are analyzed.
This document outlines the contents of a course on digital marketing. It is divided into 5 units that cover traditional vs digital marketing, e-commerce, acquiring and engaging users through digital channels, designing organizations for digital success, and digital innovation trends. Some key topics discussed include the digital consumer journey, online marketing mix, search marketing, social media marketing, digital transformation, and marketing analytics.
This document outlines the topics that will be covered in a marketing management course taught by Swarit Yadav. The course covers 4 units: 1) introduction to marketing management, 2) marketing environment, 3) consumer behavior, and 4) business buyer behavior. Some of the key topics that will be discussed include segmentation, targeting, and positioning, the marketing mix (4Ps), marketing information systems, consumer and business decision-making processes, and analyzing the marketing environment.
The document outlines the key topics that will be covered in a course on digital marketing across 5 units. Unit 1 will cover traditional vs digital marketing practices and the digital consumer journey. Unit 2 will discuss e-commerce, online marketing mix, and digital consumer behavior. Unit 3 will focus on acquiring and engaging users through digital channels like content, search, mobile, social and video marketing. Unit 4 will cover digital transformation and leadership. Unit 5 will examine digital innovation and trends in areas like security, online communities and marketing applications.
This document outlines the topics that will be covered in a marketing management course taught by Swarit Yadav. The course covers 4 units: marketing environment, consumer buying behavior, business buyer behavior, and segmentation, targeting, and positioning. Some key areas that will be discussed include environmental scanning, factors influencing consumer and business buyers, market segmentation approaches, and marketing information systems. The document also provides an overview of the content that will be included under each topic, such as models of consumer decision making and techniques for analyzing the macro environment.
This document provides an overview of key concepts in international marketing. It defines international marketing as planning, pricing, promoting, and directing the flow of goods and services to consumers in more than one country for profit. It also outlines four stages of international marketing involvement, from no direct foreign marketing to full international commitment. Additionally, it discusses factors like cultural differences, environmental adaptation, and avoiding ethnocentrism that are important considerations in international markets.
This document provides an overview of topics to be covered in an international marketing course, including international marketing planning, marketing research, market analysis, marketing strategies of multinational companies from the EU, US and Japan, and various foreign market entry strategies such as exporting, licensing, joint ventures, and acquisitions. It also recommends the book "Cateora and Graham" and lists the relationship manager of HDFC Bank, faculty member at GLA University, and MD of Shyam Hospital as being related to the course content.
This document discusses the political environment and risks faced by international businesses. It covers topics like forms of government, political parties, nationalism, and trade disputes that can lead to political instability. It also describes various economic and political risks such as expropriation, exchange controls, import restrictions, and terrorism. The document provides examples of how these risks have impacted companies operating abroad and gives strategies for lessening political vulnerability like forming joint ventures, expanding investments, and political bargaining.
This document provides an overview of international marketing and pricing strategies. It discusses topics such as international pricing objectives, approaches to setting international prices including full cost versus variable cost and skimming versus penetration pricing. It also covers pricing issues like dumping, transfer pricing strategies, and factors that influence pricing decisions including costs, competition, demand, and the experience curve effect. The document provides examples and definitions of concepts like price escalation, countertrade, and various pricing methods used in international business.
This document discusses various topics related to international marketing and product adaptation for foreign markets. It begins by listing recommended reading on the topic and topics to be covered, such as product policy, design, branding, and packaging decisions. It then discusses factors to consider when designing an international marketing program, including the degree of product standardization versus adaptation required. Key decisions for product policy are outlined, such as product type and life cycle. Reasons for product adaptation versus standardization are provided. The benefits of strong brands in local markets are described. International product strategies such as straight extension, adaptation, and innovation are introduced. Considerations for adapting products to foreign markets include target markets, regulations, competition, and company capabilities.
This document provides an overview of international marketing promotion strategies. It discusses topics like promotion mix, personal selling, international advertising, and global e-marketing. The document outlines the composition of a promotion strategy, including objectives, budget, and integrating advertising, sales promotion, public relations, personal selling, and direct marketing. It also summarizes strategies for advertising, including objectives, budget, creative strategy, media planning, and evaluating effectiveness. Sales promotion strategies target consumers, salespeople and business buyers through various incentive-based activities. The overall role of promotion is to stimulate demand by building customer relationships and focus.
The document discusses service marketing and delivery through intermediaries and electronic channels. It will cover topics like the service marketing mix, developing intangible products, service distribution strategies, and common issues and effective strategies for delivering services through intermediaries. Specific intermediaries that will be examined include franchises, agents/brokers, and electronic channels. The benefits and challenges of each will be outlined.
This document discusses key concepts in service marketing. It covers service quality, customer expectations, and managing perishability. For service quality, it outlines the five dimensions of reliability, responsiveness, assurance, empathy, and tangibles. It provides examples for each dimension. Customer expectations involve understanding what customers expect from a service. Managing perishability refers to addressing the fact that many services cannot be stored. The document recommends a book on service marketing and is presented by a faculty member.
This document provides an overview of key concepts in international marketing and globalization. It discusses factors such as the benefits of going global, strategies for entering foreign markets like importing/exporting and direct investment, developing an international marketing strategy, and setting an international distribution strategy. The document also covers topics like trade barriers, economic integration agreements, and the transition from multinational corporations to global marketers.
This document provides an overview of key concepts in services marketing. It begins by discussing IBM's shift from manufacturing to services, with services now accounting for over half of IBM's revenues. The document then defines what services are and distinguishes between service industries, services as products, customer service, and derived services. It also discusses the tangibility spectrum and trends in the service sector. The rest of the document covers why services marketing is important given the rise of service economies and customers demanding solutions. It then discusses the differences between goods and services marketing and highlights characteristics of services like intangibility. Finally, it introduces the expanded services marketing mix framework which includes people, physical evidence, and processes in addition to the traditional 4Ps.
CRM is a business philosophy focused on developing long-term relationships with customers. It involves understanding customer needs, maintaining open communication, and delivering superior customer value profitably. The role of salespeople is to build and promote customer relationships by identifying needs, coordinating cooperation, and leading relationship development. Successful CRM leads to a unique asset of relationship networks. Relationship marketing similarly focuses on customer retention and relationship enhancement rather than new customer acquisition. On-demand CRM software like Salesforce has become popular due to its low costs and minimal IT requirements compared to on-premise software. Open source CRM is also emerging as a lower-cost alternative.
This document discusses topics related to integrated service marketing communications. It covers delivering consistent messages across all communication channels, both external and internal. Five major approaches are outlined to overcome challenges in service communication due to intangibility, managing promises and expectations, customer education, and internal marketing. Other topics covered include new service development, service experiences, front office vs back office functions, service recovery strategies, and benefits of service guarantees.
This document discusses rural marketing strategies. It outlines traditional distribution approaches for rural markets like working with wholesalers, retailers, and using vans to reach weekly markets. It also mentions new approaches may be needed to account for changing market and distribution trends and dynamics in rural areas.
This document discusses rural marketing strategies. It outlines traditional distribution approaches for rural markets like working with wholesalers, retailers, and using vans to reach weekly markets. It also mentions new approaches may be needed to account for changing market and distribution trends and dynamics in rural areas.
This document outlines strategies for marketing to rural audiences, including profiling the target audience based on social class, lifestyle, buying roles, and values. It recommends using mass media, local media, and personalized media for promotion. The promotion strategy design section discusses determining communication objectives, messages, channels, and budgets.
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4. Selling Process
Follow-up
Closing the Sale
Handling Objections
Sales Presentation and Demonstration
Discovering and Understanding
Approach
Pre-approach
Prospecting and Qualifying
6. Prospecting
First comes sales lead
Sales lead is not same as prospect
Prospect is a potential customer
Example
German machine tool manufacturing company
provides sales leads to united machines
Apart from sales team, marketing team is also
contributing to generate leads
7. Prospecting
Methods for Identifying Leads
Obtaining names and addresses
Consulting Existing Customers
Effective way of generating leads
Referrals from External Sources
Suppliers
Intermediaries
Bankers
Trade associations
Chambers of Commerce
8. Prospecting
Referrals from Internal Company Sources
Company websites
Trade shows
Direct mail
Company advertisements
Telemarketing
Inbound telemarketing
Outbound telemarketing to call prospects
9. Prospecting
Standard Industrial Classification (SIC) System
Secondary data source for B2B
Each company assigned 4 digit number
For generating leads
Used for calculating market potential
ISIC system
Publications
Newspapers
Yellow pages
Directories
Trade journals
Computer generated databases
Commercial publications published by the government
Private publishers
10. Prospecting
Networking by Salespeople
Joining the social clubs
Civic organizations
Professional bodies
Friends and relative
Cold Canvassing
Usage is declining
Internet
Advanced Google search
11. Qualifying
Conditions
Customer should have a need
Financial capacity and affordability
Lead should have a capacity to take decisions
12. Qualifying
Hot Prospects
Likely to buy in near future
Has financial capacity
Handed over to sales team for conversion
Warm Prospects
Want to buy but non-commital
Given to telemarketing team for follow-up
Cold Prospects
Will take long time to buy
Requires a lot of effort
Pending list for future follow-up
14. Pre Approach
Information Gathering
Regarding the company, products, buying pattern etc.
Builds confidence in sales person
15. Planning the sales call
4 questions
Whom to see?
Where to go?
What are the call objectives
How to approach the prospects
Approach as high in the hierarchy and possible
It takes 4 calls to convert enquiry into sales
Set objective for each of the sales call
Should plan the approach for the call
16. Approach
Appearance
Attitude
Opening line of sales person
Introductory approach
Opening benefit statement
Product approach
17. Discovering and Understanding Buyer's Needs
IBM and Xerox came up with SPIN model
Find needs by asking questions
Situational questions
Questions on buyers current condition
How many people will be in this room for A/C?
Who is involved in buying decision?
How often do you carry out maintenance of these
machines?
Questions should be asked early in the meeting
But accordingly and not in a rigid sequence
18. Problem questions
Have you experienced any problems with the servicing of
the machine?
Do you have any problems with the quality of the previous
product?
Was there any delay in the shipping of the product?
How satisfied are you with the response time of the current
service provider?
19. Implication questions
Asking questions for implication of not solving the
problem
What is the impact of delay in the delivery on your
production?
Have these staff problems led to any client lose?
What is the consequence of the error on you
customers?
Plan implication question before the sales call
20. Need-payoff questions
Solution-value or need-payoff questions
To increase the acceptability of the solutions
Positive and constructive
By using our material handling equipment if you
could save 2000sq. ft. area in your warehouse,
how much of saving would that mean?
How important is it if the response time to your
customer would improve by 50%?
Help Selling to buying committee and buying
centre
21. The sales presentation
Written proposal
Technical specifications
Price
Terms of payment
Delivery schedule
Taxes and duties
Proof of claims
Additional benefits
Service
Training
Guarantees
22. Understanding sales presentation methods
Stimulus-Response Method
Also called canned approach
Demonstrating the product feature without asking for the
needs
Not very effective in creative situations
Good for new sales people
Will not be effective for sophisticated buyers
23. Formula Method
Formulated approach/mental states selling
AIDA model
Attention
Favorable first impression
Formal dress
Neatness
Opening statement
Firm handshake
Eye contact
Manners
Compliment and positive statement
24. Interest
Which feature or aspect is liked by the customer
Carrying sample of the product if possible
Visual aids like CD for videos
Product leaflet/product photographs
Focusing on special needs of the customer
Desire
How the product can solve the buyer’s problem
Objections need to be answered properly
Action
Buying action/closing the sale
Closing the sale will be discussed later
25. Need satisfaction method
Most challenging and creative form of selling
Features
Facts/information or characteristics of the
salesperson’s product, service or market offering
Ex- our ceilling fan has 2 ball bearings
Advantages
Demonstrate the help to the prospect
Due to our ball bearing, noise level is low
Benefits
Shows the need of the prospect fulfilled with the
product
Our ceiling fan can be effectively used in the
classroom where noise level should be low as needed
by you
26.
27. Team selling method
Latest development in selling
Multi person sales team for multi person buying team
For buying committees and centres
See figure on next slide
Strategic issues
Team selling is expensive
Only used for high profit customers
Complex selling situations
Long term contracts
New customers
Should not use in repeat purchase
IBM/Xerox/HP/3M/Wipro/Siemens use this approach
Emphasis on building relation with the company not just
only products
29. Group presentation
Need analysis
Introduction
Convincing about company credibility
Specific benefits they are looking for
Well prepared for questions
30. Consultative selling method
Also called as problem solving method
Software supplier uses this approach
Wipro and SAP
Requirements
In depth knowledge of customer’s
company/industry/need and problems
Aware of key members of buying center
Prepare proposal early and then team selling
approach
Build long term relationship using relationship selling
techniques
31. How to make an effective presentation
Planning
Use technology
Adapt presentation
Benefit Plan
Do not overload
Buyer’s language
Convincing-by 3rd party proofs
32. Demonstrating the product
Planning and Conducting Demonstration
Rehearse the presentation
Contingency plan for power failure/product breakdown
1st- explain features and specification
2nd demonstration of product
Avoid jargons
Summaries important points
Types of Demonstration
Manufactures/industrial product demonstration at trade fair in delhi
Take your customer for visit in other customer’s facility for
demonstration
Take product to customer’s premise for demonstration
Invite customer to your facility
Technical seminar
34. Handling Objections
Handling psychological/Hidden objections
Best way is to ask questions
Would you mind sharing your objection?
Why do you feel that way?
What seems to be your concern?
Never argue and hurt sentiments/ego
35. Handling Logical Objections
Ask questions
Ask objections
Don’t interrupt
Buyer : “It seems price of your product is higher than
your competitor”
Salesperson : “I accept your concern. Do you want to
know why the price of my product is slightly higher
than that of another supplier?”
Buyer: “Yes , that what I want to know”
38. Third Party Certificate
Show customers testimony of other consumers
Compensation
Reliance were considering buying material handling
equipment for the first time for their factories
Factory located in Gujarat
Suppler is in Karnataka
Reliance raised objection on warranty service/aftersales
service
Senior marketing executive promised a engineer onsite for
1 year
Promised to open a service center near reliance plant
39. Handling Price Objections
Typical objection/always comes
Go back to SPIN model(Implication question/need pay-off
question)
Increase buyers perception of the problem/solution of the
problem
If not convinced | Show lower cost version | Compare both
of them
Compare price and value of competing alternatives
Other way is to break the price into smaller units of value
40. Handling Product/Service Objections
Demonstration of product
Testimonials
Trial use
Independent tests
Case histories
Expert opinion
41. Trial Close and Closing the sale
Before closing a sale, perform trail close
43. Trail close
Examines the product
Asks another person’s opinion
Asks questions
Becomes friendly
44. Closing Techniques
Alternative-choice close
Minor points close
Assumptive close
Summary of benefits close
T-account or balance sheet close
Special offer close
Probability close
Negotiation close
45. Closing Techniques
Alternative-choice close
Minor points close
Assumptive close
Summary of benefits close
T-account or balance sheet close
Special offer close
Probability close
Negotiation close
46. Closing Techniques
Alternative-choice close
Minor points close
Assumptive close
Summary of benefits close
T-account or balance sheet close
Special offer close
Probability close
Negotiation close
47. Closing Techniques
Alternative-choice close
Minor points close
Assumptive close
Summary of benefits close
T-account or balance sheet close
Special offer close
Probability close
Negotiation close
48. Closing Techniques
Alternative-choice close
Minor points close
Assumptive close
Summary of benefits close
T-account or balance sheet close
Special offer close
Probability close
Negotiation close
49. Closing Techniques
Alternative-choice close
Minor points close
Assumptive close
Summary of benefits close
T-account or balance sheet close
Special offer close
Probability close
Negotiation close
50. Closing Techniques
Alternative-choice close
Minor points close
Assumptive close
Summary of benefits close
T-account or balance sheet close
Special offer close
Probability close
Negotiation close
51. Closing Techniques
Alternative-choice close
Minor points close
Assumptive close
Summary of benefits close
T-account or balance sheet close
Special offer close
Probability close
Negotiation close
52. Follow up
Check customer order
Plan follow-up visit at the time of delivery
Account penetration
Relationship marketing
Negotiation skills
When to negotiate
Preparing for negotiation with customers
Planning
Building relationship
Purpose
Styles of negotiation
53. Follow up
Check customer order
Plan follow-up visit at the time of delivery
Account penetration
Relationship marketing
Negotiation skills
When to negotiate
Preparing for negotiation with customers
Planning
Building relationship
Purpose
Styles of negotiation
54. Follow up
Check customer order
Plan follow-up visit at the time of delivery
Account penetration
Relationship marketing
Negotiation skills
When to negotiate
Preparing for negotiation with customers
Planning
Building relationship
Purpose
Styles of negotiation
55. Follow up
Check customer order
Plan follow-up visit at the time of delivery
Account penetration
Relationship marketing
Negotiation skills
When to negotiate
Preparing for negotiation with customers
Planning
Building relationship
Purpose
Styles of negotiation
56. Follow up
Check customer order
Plan follow-up visit at the time of delivery
Account penetration
Relationship marketing
Negotiation skills
When to negotiate
Preparing for negotiation with customers
Planning
Building relationship
Purpose
Styles of negotiation
57. Follow up
Check customer order
Plan follow-up visit at the time of delivery
Account penetration
Relationship marketing
Negotiation skills
When to negotiate
Preparing for negotiation with customers
Planning
Building relationship
Purpose
Styles of negotiation
58. Follow up
Check customer order
Plan follow-up visit at the time of delivery
Account penetration
Relationship marketing
Negotiation skills
When to negotiate
Preparing for negotiation with customers
Planning
Building relationship
Purpose
Styles of negotiation
59. Follow up
Check customer order
Plan follow-up visit at the time of delivery
Account penetration
Relationship marketing
Negotiation skills
When to negotiate
Preparing for negotiation with customers
Planning
Building relationship
Purpose
Styles of negotiation
60. Follow up
Check customer order
Plan follow-up visit at the time of delivery
Account penetration
Relationship marketing
Negotiation skills
When to negotiate
Preparing for negotiation with customers
Planning
Building relationship
Purpose
Styles of negotiation
61. Follow up
Check customer order
Plan follow-up visit at the time of delivery
Account penetration
Relationship marketing
Negotiation skills
When to negotiate
Preparing for negotiation with customers
Planning
Building relationship
Purpose
Styles of negotiation
62. Follow up
Check customer order
Plan follow-up visit at the time of delivery
Account penetration
Relationship marketing
Negotiation skills
When to negotiate
Preparing for negotiation with customers
Planning
Building relationship
Purpose
Styles of negotiation
63. Style of Negotiation
I win, you lose
Both of us win
You win, I lose
Both of us lose
64. Success factors in selling
Communication skills
Nonverbal communication
Eye contact
Posture
Gestures
Facial expressions
Overall grooming
Verbal communication
Listening skills
Characters of an effective salesperson
65. Success factors in selling
Communication skills
Nonverbal communication
Eye contact
Posture
Gestures
Facial expressions
Overall grooming
Verbal communication
Listening skills
Characters of an effective salesperson
66. Success factors in selling
Communication skills
Nonverbal communication
Eye contact
Posture
Gestures
Facial expressions
Overall grooming
Verbal communication
Listening skills
Characters of an effective salesperson
67. Success factors in selling
Communication skills
Nonverbal communication
Eye contact
Posture
Gestures
Facial expressions
Overall grooming
Verbal communication
Listening skills
Characters of an effective salesperson
68. Success factors in selling
Communication skills
Nonverbal communication
Eye contact
Posture
Gestures
Facial expressions
Overall grooming
Verbal communication
Listening skills
Characters of an effective salesperson
69. Success factors in selling
Communication skills
Nonverbal communication
Eye contact
Posture
Gestures
Facial expressions
Overall grooming
Verbal communication
Listening skills
Characters of an effective salesperson
70. Success factors in selling
Communication skills
Nonverbal communication
Eye contact
Posture
Gestures
Facial expressions
Overall grooming
Verbal communication
Listening skills
Characters of an effective salesperson
71. Success factors in selling
Communication skills
Nonverbal communication
Eye contact
Posture
Gestures
Facial expressions
Overall grooming
Verbal communication
Listening skills
Characters of an effective salesperson
72. Success factors in selling
Communication skills
Nonverbal communication
Eye contact
Posture
Gestures
Facial expressions
Overall grooming
Verbal communication
Listening skills
Characters of an effective salesperson
73. Success factors in selling
Communication skills
Nonverbal communication
Eye contact
Posture
Gestures
Facial expressions
Overall grooming
Verbal communication
Listening skills
Characters of an effective salesperson
74. Success factors in selling
Communication skills
Nonverbal communication
Eye contact
Posture
Gestures
Facial expressions
Overall grooming
Verbal communication
Listening skills
Characters of an effective salesperson
75. Character of an effective sales
person
Burning desire
Cooperativeness
Technology savvy
Empathy
Attitude
Discipline