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Copyright © 2003 Prentice-Hall, Inc. 21-1 Chapter 21 Managing The Sales Force by PowerPoint by Milton M. Pressley University of New Orleans
Copyright © 2003 Prentice-Hall, Inc. 21-2 Sales Representative Robert McMurry’s sales representative types: Deliverer Order taker Missionary Technician Demand creator Solution vendor
Copyright © 2003 Prentice-Hall, Inc. 21-3 Figure 21.1: Designing a Sales Force Designing the Sales Force Sales-Force Objectives and Strategy Common tasks for salespeople Prospecting Targeting Communicating Selling Information gathering Allocating
Copyright © 2003 Prentice-Hall, Inc. 21-4 Table 21.1: Sales-Force Structures Territorial: Each sales representative is assigned an exclusive territory. This sales structure results in a clear definition of responsibilities. It increases the rep’s incentive to cultivate local business and personal ties. Travel expenses are relatively low because each rep travels within a small area. Territory size: Territories can be designed to provide equal sales potential or equal workload. Territories of equal potential provide each rep with the same income opportunities and provide the company with a means to evaluate performance. Territories can also be designed to equalize the sales workload so that each rep can cover the territory adequately. Territory shape: Territories are formed by combining smaller units, such as counties or states, until they add up to a territory of a given potential or workload. Companies can use computer programs to design territories that optimize such criteria as compactness, equalization of workload or sales potential, and minimal travel time. See text for complete table
Copyright © 2003 Prentice-Hall, Inc. 21-5 Designing the Sales Force Sales-Force Size Workload approach: Customers are grouped into size classes Desirable call frequencies are established for each class The number of accounts in each size class is multiplied by the corresponding call frequency The average number of calls a sales representative can make per year is determined The total number of sales representatives needed is determined
Copyright © 2003 Prentice-Hall, Inc. 21-6 Designing the Sales Force Sales-Force Compensation Four Components: Fixed amount Variable amount Expense allowances Benefits
Copyright © 2003 Prentice-Hall, Inc. 21-7 Managing the Sales Force Time-and-duty analysis Preparation Travel Food and breaks Waiting Selling Administration
Copyright © 2003 Prentice-Hall, Inc. 21-8 Managing the Sales Force Sales Quotas Supplementary Motivators Sales meetings Sales contests Evaluating Sales Representatives Sources of Information Formal Evaluation
Copyright © 2003 Prentice-Hall, Inc. 21-9 Table 21.2: Form for Evaluating Sales Representative’s Performance See text for complete table Territory: Midland Sales Representative: John Smith 1999200020012002 1. Net sales product A $251,300$253,200$270,000$263,100 2. Net sales product B 423,200439,200553,900561,900 3. Net sales total 674,500692,400823,900825,000 4. Percent of quota product A 95.692.088.084.7 5. Percent of quota product B 120.4122.3134.9130.8 6. Gross profits product A $50,260$50,640$54,000$52,620 7. Gross profits product B 42,32043,92055,39056,190 8. Gross profits total 92,58094,560109,390108,810
Copyright © 2003 Prentice-Hall, Inc. 21-10 Figure 21.4: Major Steps in Effective Selling
Copyright © 2003 Prentice-Hall, Inc. 21-11 Figure 21.5: The Zone Agreement
Copyright © 2003 Prentice-Hall, Inc. 21-12 Principles of Personal Selling Relationship Marketing
Chapter 13 The Promotion Strategy: Developing and Managing Sales
Copyright © 2003 Prentice-Hall, Inc Chapter 21 Managing The Sales Force by PowerPoint by Milton M. Pressley University of New Orleans.
SELLING AND SALES MANGEMENT Chapter Three Territory Development And Time Management.
Part V SALES FORCE LEADERSHIP Chapter 12: Compensating Salespeople.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 13 Sales Territories You have to recognize when the right place and the.
Learning Goals Understand the role of a company’s salespeople in creating value. Know the six major sales force management steps. Understand the personal.
For use only with Perreault/Cannon/McCarthy or Perreault/McCarthy texts. © 2008 McGraw-Hill Companies, Inc. McGraw-Hill/Irwin Personal.
19-1 Chapter Questions What direct channels can companies use? How should companies do direct marketing? When is a sales force useful? How do companies.
Personal Selling and Sales Management
Managing Personal Communications: Direct and Interactive Marketing, Word of Mouth, and Personal Selling Marketing Management, 13 th ed 19.
Time, Territory, and Self-Management: Keys to Success
19 Managing Personal Communications 1. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 19-2 What is Direct Marketing? Direct marketing.
Copyright © 2005 Pearson Education Inc. Personal Selling and Direct Marketing Chapter 17 PowerPoint slides Express version Instructor name Course name.
Time, Territory, and Self- Management: Keys to Success Chapter 14 McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 15-1.
Marketing for Hospitality and Tourism, 3e©2003 Pearson Education, Inc. Philip Kotler, John Bowen, James MakensUpper Saddle River, NJ Chapter 17.
McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
UNIT F MANAGEMENT OF DISTRIBUTION, PROMOTION, AND SELLING
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