© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Nature of Personal Selling and Sales ManagementPersonal Selling Sales Management Pervasiveness of Selling Personal Selling in Marketing Creating Customer Value through Salespeople: Relationship and Partnership SellingRelationship Partnership Selling SCOPE AND SIGNIFICANCE OF PERSONAL SELLING AND SALES MANAGEMENT

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Order Taking Order Getting THE MANY FORMS OF PERSONAL SELLING

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin How outside order-getting salespeople spend their time each week

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Customer Sales Support Personnel  Missionary salespeople Missionary salespeople  Sales engineer Sales engineer  Team selling Team selling THE MANY FORMS OF PERSONAL SELLING

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Prospecting Preapproach Approach THE PERSONAL SELLING PROCESS: BUILDING RELATIONSHIPSPERSONAL SELLING PROCESS

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Stages and objectives of the personal selling process

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Presentation Stimulus-Response Format Formula Selling Format THE PERSONAL SELLING PROCESS: BUILDING RELATIONSHIPSPERSONAL SELLING PROCESS

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Presentation Need-Satisfaction Presentation  Adaptive selling Adaptive selling  Consultative selling Consultative selling Handling Objections Close Follow-Up THE PERSONAL SELLING PROCESS: BUILDING RELATIONSHIPS

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin THE SALES MANAGEMENT PROCESS

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Sales Plan FormulationSales Plan Setting Objectives Organizing the Salesforce THE SALES MANAGEMENT PROCESS

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Organizing the Sales Force by customer, product, and geography

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Organizing the sales force by customer

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Organizing the sales force by product

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Organizing the sales force by geography

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Organizing the Salesforce (cont)  Major account management Major account management  Workload method Workload method Developing Account Management PoliciesAccount Management Policies THE SALES MANAGEMENT PROCESS

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Account management policy grid

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Sales Plan Implementation Salesforce Recruitment and Selection  Emotional intelligence Emotional intelligence THE SALES MANAGEMENT PROCESS

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin U.S. salesforce composition and change

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Sales Plan Implementation Salesforce Training Salesforce Motivation and Compensation THE SALES MANAGEMENT PROCESS

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Salesforce Evaluation and Control Quantitative Assessments Behavioral Evaluation Salesforce Automation and Customer Relationship ManagementSalesforce Automation Salesforce Computerization Salesforce Communication THE SALES MANAGEMENT PROCESS

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin The two-way flow of communication between a buyer and seller, often in a face-to-face encounter, designed to influence a person’s or group’s purchase decision. Personal Selling

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Planning the personal selling program and implementing and controlling the personal selling effort of the firm. Sales Management

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin The practice of building ties to customers based on a salesperson’s attention and commitment to customer needs over time. Relationship Selling

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Partnership Selling The practice whereby buyers and sellers combine their expertise and resources to crate customized solutions; commit to joint planning; and share customer, competitive, and company information for their mutual benefit, and ultimately the customer.

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Processes routine orders or reorders for products that were already sold by the company. Order Taker

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Order Getter A salesperson who sells in a conventional sense and identifies prospective customers, provides customers with information, persuades customers to buy, closes sales, and follows up on customers’ use of a product or service.

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Sales support personnel who do not directly solicit orders but rather concentrate on performing promotional activities and introducing new products. Missionary Salespeople

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Sales Engineer A salesperson who specializes in identifying, analyzing, and solving customer problems and who brings know-how and technical expertise to the selling situations, but does not actually sell goods and services.

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Using an entire team of professionals in selling to and servicing major customers. Team Selling

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Sales activities occurring before and after the sales itself, consisting of six stages: (1) prospecting, (2) preapproach, (3) approach, (4) presentation, (5) close, and (6) follow-up. Personal Selling Process

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin A selling format that assumes the prospect will buy if given the appropriate stimulus by a salesperson. Stimulus-Response Presentation

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Providing information in an accurate, thorough, and step-by-step manner to inform the prospect. Formula Selling Presentation

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin A selling format that emphasizes probing and listening by the salesperson to identify needs and interests of prospective buyers. Need-Satisfaction Presentation

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin A need-satisfaction sales presentation that involves adjusting the presentation to fit the selling situation. Adaptive Selling

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Focuses on problem definition, where the salesperson serves as an expert on problem recognition and resolution. Consultative Selling

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin A statement describing what is to be achieved and where and how the selling effort of salespeople is to be deployed. Sales Plan

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin The practice of using team selling to focus on important customers so as to build mutually beneficial, long-term, cooperative relationships. Major Account Management

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin A formula-based method for determining the size of a salesforce that integrates the number of customers served, call frequency, call length, and available selling time to arrive at a sales force. Workload Method

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Policies that specify whom salespeople should contact, what kinds of selling an customer service activities should be engaged in, and how these activities should be carried out. Account Management Policies

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin The ability to understand one’s own emotions and the emotions of people with whom one interacts on a daily basis. Emotional Intelligence

© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin The use of technology to make the sales function more effective and efficient. Salesforce Automation