1. OHT 17.1 © Pearson Education Limited 2003 Brassington and Pettitt: Principles of Marketing, 3rd Edition Personal selling and sales management

2. OHT 17.2 © Pearson Education Limited 2003 Brassington and Pettitt: Principles of Marketing, 3rd Edition Personal selling defined An interpersonal communication tool which involves face to face activities undertaken by individuals, often representing an organisation, in order to inform, persuade or remind an individual or group to take appropriate action, as required by the sponsor’s representative. Fill (2002, p. 16)

3. OHT 17.3 © Pearson Education Limited 2003 Brassington and Pettitt: Principles of Marketing, 3rd Edition Personal selling and its fit in the promotional mix Usually more appropriate in B2B than consumer markets. Advantageous in promoting and selling high cost, complex items. Operates more effectively when customers are on the verge of making a final decision and committing themselves.

4. OHT 17.4 © Pearson Education Limited 2003 Brassington and Pettitt: Principles of Marketing, 3rd Edition Characteristics of personal selling Impact - sales representatives have a much greater chance of engaging initial attention and responding to situations. Precision - targeting and message precision. Cultivation - sales force plays an important role in creating and maintaining buyer – seller relationships. Cost - personal selling is very labour intensive so comes at a cost.

5. OHT 17.5 © Pearson Education Limited 2003 Brassington and Pettitt: Principles of Marketing, 3rd Edition Influences changing the selling role Figure 17.1 Source: adapted from Anderson (1996), reproduced by kind permission of Professor Rolph E. Anderson.

6. OHT 17.6 © Pearson Education Limited 2003 Brassington and Pettitt: Principles of Marketing, 3rd Edition Sales representatives - typical tasks Figure 17.2

7. OHT 17.7 © Pearson Education Limited 2003 Brassington and Pettitt: Principles of Marketing, 3rd Edition Forms of personal selling Order takers - external and internal. Order makers - finding prospective customers, identifying customer specific problems and needs, selling product and assisting with installation and training, and maintaining relationship. Sales support - augment the efforts of mainstream sales force. Missionary sales representatives - focus on particular segment of product to give enquiries and sales an initial lift. Sales engineers - focus on the technical or application problems of the product.

8. OHT 17.8 © Pearson Education Limited 2003 Brassington and Pettitt: Principles of Marketing, 3rd Edition The personal selling process Figure 17.4

9. OHT 17.9 © Pearson Education Limited 2003 Brassington and Pettitt: Principles of Marketing, 3rd Edition Sources of prospects Table 17.1

10. OHT 17.10 © Pearson Education Limited 2003 Brassington and Pettitt: Principles of Marketing, 3rd Edition Sales presentation Stimulus response. Formula selling. Need satisfaction.

11. OHT 17.11 © Pearson Education Limited 2003 Brassington and Pettitt: Principles of Marketing, 3rd Edition Handling typical objections Ask the objection back. Agree and counter. Boomerang. Feel, felt, found. Denial.

12. OHT 17.12 © Pearson Education Limited 2003 Brassington and Pettitt: Principles of Marketing, 3rd Edition Types of negotiations Co-operative or win-win - trading concessions results in a better deal for both parties. Competitive negotiation - hard bargain focused on short term gain.

13. OHT 17.13 © Pearson Education Limited 2003 Brassington and Pettitt: Principles of Marketing, 3rd Edition Types of sales closure Alternative close. Assumptive close. Time pressure close.

14. OHT 17.14 © Pearson Education Limited 2003 Brassington and Pettitt: Principles of Marketing, 3rd Edition The role of personal contact Figure 17.5

15. OHT 17.15 © Pearson Education Limited 2003 Brassington and Pettitt: Principles of Marketing, 3rd Edition Sales management Common areas of sales management include: Establishing a sales plan and strategy. Specifying and recruiting sales representatives. Training and developing staff. Motivation and compensation policies. Controlling and evaluating the selling effort.

16. OHT 17.16 © Pearson Education Limited 2003 Brassington and Pettitt: Principles of Marketing, 3rd Edition Sales and planning strategy Specifying the sales objectives - general sales targets for sales force as a whole (sales value/volume/share) and objectives for specific personnel (sales quotas). Detailing the sales organisation - organising the sales force. Sales coverage and deployment - size of sales force.

17. OHT 17.17 © Pearson Education Limited 2003 Brassington and Pettitt: Principles of Marketing, 3rd Edition Recruitment and selection - sales force attributes Table 17.3

18. OHT 17.18 © Pearson Education Limited 2003 Brassington and Pettitt: Principles of Marketing, 3rd Edition Performance and evaluation - calculating sales performance Table 17.5