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Pp sales force
1.
To accompany A
Framework for Slide 1 in ©2003 Prentice Hall, Inc. Chapter 17 Managing theManaging the Sales ForceSales Force PowerPoint by Karen E. James Louisiana State University - Shreveport
2.
To accompany A
Framework for Slide 2 in ©2003 Prentice Hall, Inc. Objectives Review the types of decisions firms face in designing a sales force. Learn how companies recruit, select, train, supervise, motivate, and evaluate a sales force. Understand how salespeople improve their selling, negotiation, and relationship-building skills.
3.
To accompany A
Framework for Slide 3 in ©2003 Prentice Hall, Inc. Designing the Sales Force Types of Sales Representatives Solution venderSolution vender Demand creatorDemand creator TechnicianTechnician MissionaryMissionary Order takerOrder taker DelivererDeliverer
4.
To accompany A
Framework for Slide 4 in ©2003 Prentice Hall, Inc. Designing the Sales Force Figure 17-1: Designing a Sales Force
5.
To accompany A
Framework for Slide 5 in ©2003 Prentice Hall, Inc. Designing the Sales Force Steps in Process Objectives and strategy Structure Sales force size Compensation Objectives – Sales volume and profitability – Customer satisfaction Strategy – Account manager Type of sales force – Direct (company) or contractual
6.
To accompany A
Framework for Slide 6 in ©2003 Prentice Hall, Inc. Designing the Sales Force Steps in Process Objectives and strategy Structure Sales force size Compensation Types of sales force structures: – Territorial – Product – Market – Complex Key accounts
7.
To accompany A
Framework for Slide 7 in ©2003 Prentice Hall, Inc. Discussion Scenario Ariel Jones has tremendously increased the number of accounts and the dollar value of sales within her territory. She’s so busy servicing existing accounts that she has little time to seek new business. Management has decided to “split” her territory by giving 50% of her existing client base to a new sales rep. What are the pros and cons of this strategy? Can it be implemented in a manner that minimizes potential negative consequences?
8.
To accompany A
Framework for Slide 8 in ©2003 Prentice Hall, Inc. Designing the Sales Force Steps in Process Objectives and strategy Structure Sales force size Compensation Workload approach: – Group customers by volume – Establish call frequencies – Calculate total yearly sales call workload – Calculate average number of calls/year – Calculate number of sales representatives
9.
To accompany A
Framework for Slide 9 in ©2003 Prentice Hall, Inc. Designing the Sales Force Steps in Process Objectives and strategy Structure Sales force size Compensation Four components of compensation: – Fixed amount – Variable amount – Expense allowances – Benefits Compensation plans – Straight salary – Straight commission – Combination
10.
To accompany A
Framework for Slide 10 in ©2003 Prentice Hall, Inc. Designing the Sales Force Figure 17-2: Managing the Sales Force
11.
To accompany A
Framework for Slide 11 in ©2003 Prentice Hall, Inc. Managing the Sales Force Recruiting begins with the development of selection criteria – Customer desired traits – Traits common to successful sales representatives Selection criteria are publicized Various selection procedures are used to evaluate candidates
12.
To accompany A
Framework for Slide 12 in ©2003 Prentice Hall, Inc. Managing the Sales Force Personality testing is one method of screening candidates.
13.
To accompany A
Framework for Slide 13 in ©2003 Prentice Hall, Inc. Managing the Sales Force Typical Training Topics Sales presentation techniques Company background and products Company characteristics Procedures and responsibilities Competitors’ products TrainingTraining TopicsTopics
14.
To accompany A
Framework for Slide 14 in ©2003 Prentice Hall, Inc. Managing the Sales Force Many firms specialize in sales force training.
15.
To accompany A
Framework for Slide 15 in ©2003 Prentice Hall, Inc. Managing the Sales Force The amount of time needed and the training method used vary with the level of task complexity. Successful firms have procedures to aid in evaluating the sales force: – Norms for customer calls – Norms for prospect calls – Using sales time efficiently
16.
To accompany A
Framework for Slide 16 in ©2003 Prentice Hall, Inc. Managing the Sales Force Greater emphasis on phone and Internet usage Greater reliance on inside sales force Time-and-duty analysis Configurator software Using Sales Time Efficiently
17.
To accompany A
Framework for Slide 17 in ©2003 Prentice Hall, Inc. Managing the Sales Force Configuator software packages assist in complex pricing tasks.
18.
To accompany A
Framework for Slide 18 in ©2003 Prentice Hall, Inc. Managing the Sales Force Motivating the Sales Force – Most valued rewards • Pay, promotion, personal growth, sense of accomplishment – Least valued rewards • Liking and respect, security, recognition – Sales quotas as motivation tools – Supplementary motivators
19.
To accompany A
Framework for Slide 19 in ©2003 Prentice Hall, Inc. Managing the Sales Force Evaluating the Sales Force –Various sources of information may be used –Types of formal evaluation include: • Performance comparisons • Knowledge assessments
20.
To accompany A
Framework for Slide 20 in ©2003 Prentice Hall, Inc. Managing the Sales Force Sources of Information When Evaluating the Sales Force Call ReportsCall Reports Customer SurveysCustomer Surveys Other Sales RepresentativesOther Sales Representatives Personal ObservationPersonal Observation Customer Letters/ComplaintsCustomer Letters/Complaints
21.
To accompany A
Framework for Slide 21 in ©2003 Prentice Hall, Inc. Personal Selling Principles Figure 17-3: Managing the Sales Force: Improving Effectiveness
22.
To accompany A
Framework for Slide 22 in ©2003 Prentice Hall, Inc. Personal Selling Principles Major Aspects Sales professionalism Negotiation Relationship marketing Sales-oriented approach – Stresses high pressure techniques Customer-oriented approach – Stresses customer problem solving Steps in industrial selling process
23.
To accompany A
Framework for Slide 23 in ©2003 Prentice Hall, Inc. Personal Selling Principles Figure 17-4: Major Steps in Effective Selling
24.
To accompany A
Framework for Slide 24 in ©2003 Prentice Hall, Inc. Personal Selling Principles Major Aspects Sales professionalism Negotiation Relationship marketing Reps need skills for effective negotiation Negotiation is useful when certain factors characterize the sale Negotiation strategy – Principled – BATNA
25.
To accompany A
Framework for Slide 25 in ©2003 Prentice Hall, Inc. Personal Selling Principles Major Aspects Sales professionalism Negotiation Relationship marketing Building long-term supplier-customer relationships has grown in importance Companies are shifting focus away from transaction marketing to relationship marketing
26.
To accompany A
Framework for Slide 26 in ©2003 Prentice Hall, Inc. Discussion Scenario Salespeople who meet or exceed their assigned quotas are typically given higher quotas the following year. How might this practice impact a company’s 1) internal marketing efforts with employees, and 2) relationship marketing efforts with external customers?
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