Chap 009 PPT 3107

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SECTION 1
Chapter Nine
Personal Selling and Marketin C H A P T E R N I N E
g
Sales Process
Evolution of Personal Selling
Use Personal Selling When...
Salesforce Objectives
Marketing
Building Relationships
Prospecting Management
Planning the Sales Call
Presenting
Overcoming Objections 7th Edition
Obtaining Commitment
Long-term Relationships J. Paul Peter
Cross-functional Planning James H. Donnelly, Jr.
9
Sales Specialists
Supporting Selling
Sales Force Control
Sales Forecasting
Forecasting Methods
Sales Quotas
Personal Selling
Sales Force Technology
Performance Evaluation
Performance Incentives
The Authors
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.

menu
SECTION 1
Chapter Nine
Personal Selling and Marketin
g
Personal Selling and Marketing
Sales Process
Salesforce Objectives Through personal selling a salesperson dispenses
Prospecting knowledge to buyers.
Presenting Through personal selling, a salesperson negotiates
Overcoming Objections
price and terms for specialty goods and commercial
Long-term Relationships
products.
Cross-functional Planning
Sales Specialists
Supporting Selling
Salespeople act as a source of market intelligence
Sales Force Control
for management and company information for
Sales Forecasting
Forecasting Methods clients.
Sales Quotas
The Authors
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SECTION 1
Chapter Nine
g
Sales Process
Sales Process
Salesforce Objectives Two basic factors:
Prospecting
1. The objectives the salesperson is trying to
Presenting achieve while engaged in selling activities
2. The sequence of stages or steps the salesperson
Cross-functional Planning should follow to achieve the objectives
Sales Specialists
Supporting Selling
Sales Force Control
Sales Forecasting
Forecasting Methods
Sales Quotas
The Authors
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SECTION 1
Chapter Nine
g
Sales Process
FIGURE 9-3
Production Sales Marketing
Partnering
Prospecting Time Before 1930- 1960- After
Planning the Sales Call Period 1930 1960 1990 1990
Presenting
Overcoming Objections Making Making Satisfying Building
Obtaining Commitment Objective sales Relationships
sales needs
Orientation Short-term Short-term Short-term Long-term
Sales Specialists
seller needs seller needs customer needs of
Supporting Selling
Sales Force Control needs both
Sales Forecasting
Forecasting Methods
Role of Problem Value
Salesperson Provider Persuader
Sales Quotas solver creator
Activities of Taking orders; Aggressive Matching Creating
The Authors
Salespeople Delivering persuasion products new
goods and needs alternatives
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SECTION 1
Chapter Nine
g
Use Personal Selling when . . .
Sales Process
Salesforce Objectives . . . products are . . .
Prospecting
• New and different
Presenting
Overcoming Objections • Customizable
• Technically complex
Sales Specialists
Supporting Selling
• Expensive and require negotiation
Sales Force Control
Sales Forecasting • Installable
Forecasting Methods
Sales Quotas
The Authors
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SECTION 1
Chapter Nine
g
Sales Process
Salesforce Objectives Provide information – especially in the case of
Prospecting new products
Presenting Persuasade – distinguishing attributes, creating
repeat customers, maximizing sales as a percent
of presentations, etc.
Sales Specialists
Supporting Selling
After-sale service – delivery, installation, resolve
Sales Force Control
concerns
Sales Forecasting
Forecasting Methods
Sales Quotas
Assure customer satisfaction
Performance Evaluation Maximize benefits and margin
The Authors
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SECTION 1
Chapter Nine
g
Building Relationships with Sales
Sales Process
PROSPECTING
Prospecting
PLANNING THE SALES CALL
Presenting
Obtaining Commitment PRESENTING
Sales Specialists RESPONDING TO OBJECTIONS
Supporting Selling
Sales Force Control
Sales Forecasting
OBTAINING COMMITMENT
Forecasting Methods
Sales Quotas
BUILDING LONG-TERM RELATIONSHIP
The Authors
FIGURE 9-1
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SECTION 1
Chapter Nine
g
Prospecting
Sales Process
Salesforce Objectives The process of locating potential customers . . .
Prospecting
A. Lead – a candidate to whom a sale can be
Presenting made—target of prospecting process,
B. Random lead generation – mass appeals that
Cross-functional Planning require a high number of contacts to generate
Sales Specialists
Supporting Selling
qualified leads, and
Sales Force Control
Sales Forecasting C. Selected-lead searching – uses existing
Forecasting Methods
Sales Quotas
contact to generate new ones—often called
Sales Force Technology referrals . . .
The Authors
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SECTION 1
Chapter Nine
g
Sales Process
Salesforce Objectives 1. Research and know your prospect
Prospecting
2. Know your product and product line
Presenting thoroughly
3. Know your competitor’s products and
Cross-functional Planning product line
Sales Specialists
Supporting Selling
Sales Force Control
4. Know the market for your product(s) and
Sales Forecasting the needs they satisfy
Forecasting Methods
Sales Quotas
5. Schedule time with the prospect
The Authors
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SECTION 1
Chapter Nine
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Presenting
Sales Process
Salesforce Objectives • Be well prepared and set a goal for your
Prospecting presentation
Presenting • Develop a checklist of items for discussion
• Schedule an appointment
Sales Specialists • Put your contacts at ease
Supporting Selling
Sales Force Control • Strive to make a good impression
Sales Forecasting
• Adapt your style to the prospect

Forecasting Methods
Sales Quotas
Performance Evaluation • Work toward your goal
The Authors
• Schedule follow-up to achieve a sale
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SECTION 1
Chapter Nine
g
Sales Process
Salesforce Objectives Expect objections to occur at any time,
Prospecting especially during efforts to secure
appointments, during the presentation, during
Presenting
Overcoming Objections attempts to obtain a commitment, and during
the after-sale follow-up
Sales Specialists
Supporting Selling
Sales Force Control
Sales Forecasting
Forecasting Methods
Sales Quotas
The Authors
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SECTION 1
Chapter Nine
g
Sales Process
Salesforce Objectives • Moving toward commitment begins with a
Prospecting scheduled presentation.
Presenting • Know why a purchase will benefit your
prospect.
Cross-functional Planning •Ask for commitment (the order)– some
Sales Specialists
Supporting Selling
trainers say, “As early and often.”
Sales Force Control
Sales Forecasting • An experienced salesperson knows when and
Forecasting Methods
Sales Quotas
how to ask for commitment.
Performance Evaluation •Follow-up with a clear, mutually acceptable
action plan.
The Authors
•Be persistent.
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SECTION 1
Chapter Nine
g
Sales Process
Salesforce Objectives 1. Establish and maintain a prospect and
Prospecting customer database.
Presenting 2. Monitor orders to deliver on-time, on-
budget.
Cross-functional Planning 3. Ensure appropriate use of your product.
Sales Specialists
Supporting Selling
Sales Force Control
4. Provide customers ongoing guidance and
Sales Forecasting support.
Forecasting Methods
Sales Quotas
5. Analyze customer feedback and respond to
Performance Evaluation anticipate needs and problems.
The Authors
6. Assure customer satisfaction through
attention and response.
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SECTION 1
Chapter Nine
g
Cross-functional Selling
Sales Process
Salesforce Objectives Master the benefits of cross-functional selling.
Prospecting
1. Improved sales productivity – both more
Presenting effective and efficient with delegated tasks.
2. More flexibility and quicker decisions –
Cross-functional Planning especially good for small runs of tailored
Sales Specialists
Supporting Selling
products and customer problem solving.
Sales Force Control
Sales Forecasting 3. Better decisions – more expertise, better
Forecasting Methods
Sales Quotas
informed alternatives.
Performance Evaluation 4. Increased customer satisfaction – energy,
flexibility, commitment and follow-up.
The Authors
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SECTION 1
Chapter Nine
g
Sales Specialists
Sales Process
Salesforce Objectives Missionary salespeople – focus on detailing
Prospecting existing products and introducing new ones. (e.g.:
Pharmaceuticals)
Presenting
Technical sales specialists – support the field
sales staff by providing technical assistance and
Sales Specialists client counsel, when appropriate.
Supporting Selling
Sales Force Control
Cross-functional sales team – blend the talents
Sales Forecasting
Forecasting Methods and knowledge of functional areas to better meet
Sales Quotas
client needs.
The Authors
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SECTION 1
Chapter Nine
g
Supporting Selling
Sales Process
Salesforce Objectives Firms provide . . .
Prospecting
• Efficient and effective sales tools,
Presenting continuous training, and adequate
advertising support.
Cross-functional Planning • Efficient follow-up, delivery and reorder
Sales Specialists
Supporting Selling
systems.
Sales Force Control
Sales Forecasting • Equitable compensation to reward
Forecasting Methods
Sales Quotas
performance.
Performance Evaluation • Adequate supervision and evaluation of
performance for continual improvement.
The Authors
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SECTION 1
Chapter Nine
g
Sales Force Control
Sales Process
Salesforce Objectives Sales managers control sales forces by . . .
Prospecting
• Forecasting sales accurately.
Presenting
Overcoming Objections • Establishing territories and quotas that benefit
the firm and the sales person mutually.
Sales Specialists • Analyzing expenses and realigning to improve
Supporting Selling
Sales Force Control
sales results.
Sales Forecasting
Forecasting Methods • Motivating individual sales persons, and
Sales Quotas
Sales Force Technology • Compensating performance for satisfaction
Performance Incentives and improvement.
The Authors
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SECTION 1
Chapter Nine
g
Sales Forecasting
Sales Process
Salesforce Objectives 1. Used to establish quotas
Prospecting
2. Used to plan the personal selling efforts and
Presenting other types of promotional activities
3. Used to budget expenses
Sales Specialists 4. Used to plan and coordinate production,
Supporting Selling
Sales Force Control
logistics, inventories, personnel and so
Sales Forecasting forth.
Forecasting Methods
Sales Quotas
The Authors
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SECTION 1
Chapter Nine
g
Forecasting Methods
Sales Process
Salesforce Objectives Jury of executive method – combines and averages view of
Building Relationships top management from various departments
Prospecting
Planning the Sales Call Sales force composite –the sales force becomes the jury
Presenting
Overcoming Objections Customer expectations – asking customer how much they
expect to purchase and by what date
Sales Specialists
Time-series analysis – using past data to forecast future
Supporting Selling sales
Sales Force Control
Sales Forecasting Correlation analysis – analyzing dependent and
Forecasting Methods independent variables driving sales volume
Sales Quotas
Sales Force Technology Other quantitative functions – growth functions and
simulation models
The Authors
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SECTION 1
Chapter Nine
g
Sales Quotas
Sales Process
Salesforce Objectives Sales management assigns minimum sales goals
Prospecting in the form of quotas to . . .
Presenting . . . provide incentives for salespeople.
. . . provide a quantitative standard for
Cross-functional Planning performance measurement.
Sales Specialists
Supporting Selling
Sales Force Control
. . . evaluate and control the efforts of the sales
Sales Forecasting force.
Forecasting Methods
Sales Quotas
. . . assist individual with personal goal setting.
The Authors
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SECTION 1
Chapter Nine
g
Sales Process
Salesforce Objectives Selected technology can improve sales
Prospecting performance. These elements top the list.
Presenting Cell phones - 89%
E-Mail – 85%
Sales Specialists Presentation Software – 85%
Supporting Selling
Sales Force Control
Sales Forecasting
Desktop PCs – 68%
Forecasting Methods
Sales Quotas Notebook Computers – 63%
Performance Evaluation Contact Management Software – 55%
The Authors
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SECTION 1
Chapter Nine
g
Sales Process
Salesforce Objectives Effort-Oriented Measures
Prospecting
Planning the Sales Call Number of sales call made
Presenting
Number of MRO calls made
Cross-functional Planning Number of complaints handled
Sales Specialists
Supporting Selling
Number of checks on resellers stocks
Sales Force Control
Sales Forecasting
Forecasting Methods
Uncontrollable lost job time
Sales Quotas
Sales Force Technology Number of inquiries followed up
The Authors
Number of demonstrations completed
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Chapter Nine
g
Sales Process
Salesforce Objectives Results-Oriented Measures
Prospecting
Planning the Sales Call Sales volume
Presenting
Overcoming Objections Sales volume as a percentage of quota
Long-term Relationships Sales profitability
9
Sales Specialists Number of new accounts
Supporting Selling
Sales Force Control Number of stockouts
Sales Forecasting
Forecasting Methods Number of distributors participating in programs
Sales Quotas
Sales Force Technology Number of lost accounts
Number of customer complaints From Ingram,
LaFroge and
The Authors
Distributor sales-inventory ratios Schwepker
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Chapter Nine
g
Sales Process
Positive feedback
Prospecting
Company praise
Presenting
Bonus
Salary increase
Pay for performance for specific new ideas
Sales Specialists
Supporting Selling
Paid educational allowance
Sales Force Control
Sales Forecasting
Earned time off
Forecasting Methods
Sales Quotas
Stock options
Fringe benefits
The Authors
Vested Retirement Plan From Churchill,
Profit Sharing Ford and Walker
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SECTION 1
Chapter Nine
g The Authors
Sales Process
J. Paul Peter, Ph.D.
University of Wisconsin – Madison
Prospecting
Click image to go to author’s web site
Presenting
James H. Donnelly, Jr., Ph.D.
University of Kentucky – Lexington
Sales Specialists
Click image to go to author’s web site
Supporting Selling
Sales Force Control
Sales Forecasting
Marketing Management
Forecasting Methods
7th Edition – McGraw-Hill
Sales Quotas
Performance Evaluation Click on the book to go to the book site
The Authors PowerPoint design by Lance Fuhrer, MBA
PowerPoint content by Larry Fuhrer, MBA, MBA
Keller Graduate School of Management of DeVry University

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McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.

• Adapt your style to the prospect

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