1. SALES FORCE MANAGEMENT 11 TH EDITION MARK W. JOHNSTON GREG W. MARSHALL Routledge 2013

2. THE PROCESS OF SELLING AND BUYING Routledge 2013 CHAPTER 2

3. CASE FOR FOCUS ON THE SALES PROCESS SCALE SALES FORCE BY TEACHING HOW TO SUCCEED MEASURE AND MANAGE DESIGN SELLING PROCESS ACCORDING TO HOW CUSTOMER BUYS TEAM SALES REQUIRE CLEARLY DEFINED ROLES FOR EACH MEMBER Routledge 2013 Source: HR Chally Group (2009).

4. Routledge 2013 RECOGNIZE KEY DRIVERS OF CHANGE IN SELLING AND SALES MANAGEMENT. UNDERSTAND BEST PRACTICES IN SELLING. EXPLAIN HISTORICAL BASIS FOR STEREOTYPICAL VIEWS OF SELLING. POINT OUT REASONS WHY SALES JOBS CAN BE HIGHLY SATISFYING. IDENTIFY AND EXPLAIN KEY SUCCESS FACTORS FOR SALESPERSON PERFORMANCE. DISCUSS AND GIVE EXAMPLES OF TYPES OF SELLING JOBS. LIST AND EXPLAIN ROLES IN AN ORGANIZATIONAL BUYING CENTER. DESCRIBE RELATIONSHIP BETWEEN BUYING AND SELLING CENTERS AND THE NATURE OF TEAM SELLING. OUTLINE STAGES IN ORGANIZATIONAL BUYER DECISION MAKING. POINT OUT NATURE OF DIFFERENT ORGANIZATIONAL BUYING SITUATIONS. Learning Objectives

5. DRIVERS OF CHANGE IN SELLING AND SALES MANAGEMENT BUILDING LONG-TERM CUSTOMER RELATIONSHIPS CREATING SALES ORGANIZATIONAL STRUCTURES THAT ARE MORE NIMBLE AND ADAPTABLE TO CUSTOMER NEEDS GAINING GREATER JOB OWNERSHIP AND COMMITMENT FROM SALESPEOPLE SHIFTING MANAGEMENT STYLE FROM COMMANDING TO COACHING LEVERAGING TECHNOLOGY FOR SALES SUCCESS INTEGRATING SALESPERSON PERFORMANCE EVALUATIONS Routledge 2013

6. ATTRACTIVENESS OF SALES CAREERS AUTONOMY AND OPPORTUNITIES FOR PERSONAL INITIATIVES VARIETY OF CHALLENGING ACTIVITIES FINANCIAL REWARDS FAVORABLE WORKING CONDITIONS EXCELLENT OPPORTUNITIES FOR DEVELOPMENT AND ADVANCEMENT Routledge 2013

7. VIRTUAL OFFICE BENEFITS BETTER WORK-LIFE BALANCE REAL ESTATE AND OVERHEAD COST SAVINGS ENVIRONMENTAL IMPACT OF FEWER COMMUTERS DRAWBACKS OUT OF SIGHT OUT OF MIND? ISOLATION Routledge 2013 Source: HR Chally Group (2009).

8. Routledge 2013 POSSIBLE CAREER TRACKS FOR SALESPEOPLE

9. SELLING SUCCESS FACTORS LISTENING SKILLS FOLLOW-UP SKILLS ABILITY TO ADAPT SALES STYLE TO SITUATION TENACITY WELL ORGANIZED VERBAL COMMUNICATION SKILLS ABLE TO INTERACT WITH PEOPLE AT ALL LEVELS OF AN ORGANIZATION ABILITY TO OVERCOME OBJECTIONS CLOSING SKILLS PERSONAL PLANNING AND TIME MANAGEMENT SKILLS Routledge 2013

10. B2C VS. B2B MOST SALESPEOPLE ARE INVOLVED IN RETAIL SELLING (B2C) LARGER VOLUME OF SALES ACCOUNTED FOR BY INDUSTRIAL SELLING (B2B) SALES TO RESELLERS SALES TO BUSINESS USERS SALES TO INSTITUTIONS Routledge 2013

11. B2B JOBS TRADE SERVICER – PROVIDES CUSTOMERS WITH MERCHANDISING AND PROMOTIONAL ASSISTANCE MISSIONARY SELLER – PERSUADES CUSTOMERS TO BUY PRODUCTS FROM DISTRIBUTORS TECHNICAL SELLER – OFFERS CURRENT CUSTOMERS TECHNICAL/ENGINEERING ASSISTANCE NEW BUSINESS SELLER – IDENTIFIES AND OBTAINS BUSINESS FROM NEW CUSTOMERS Routledge 2013

12. Stages of the Selling Process Routledge 2013

13. PROSPECTING CORE COMPETENCY SALES FUNDAMENTAL CRITICAL TO INCREASING SALES HARD WORK DELAYED PAYOFF REQUIRES DESIGN AND DISCIPLINE ENHANCED BY SOFTWARE Routledge 2013

14. OPENING THE RELATIONSHIP “THE APPROACH” WHO IS LIKELY TO HAVE THE GREATEST INFLUENCE TO INITIATE THE PURCHASE PROCESS? GENERATE INTEREST TO OBTAIN INFORMATION NEEDED TO QUALIFY A PROSPECT IDENTIFY KEY DECISION MAKERS, DESIRES, AND RELATIVE INFLUENCE Routledge 2013

15. QUALIFYING THE PROSPECT DOES PROSPECT HAVE A NEED FOR PRODUCT? POSSIBLE TO MAKE PROSPECT AWARE OF NEED? WILL THE SALE BE PROFITABLE TO THE COMPANY? Routledge 2013

16. SALES MESSAGE PRESENTATION PURPOSE TRANSMIT INFORMATION PERSUADE PROSPECT TO BECOME A CUSTOMER COMMON COMPLAINTS ABOUT SALES PRESENTATIONS: RUNNING DOWN COMPETITORS TOO AGGRESSIVE OR ABRASIVE INADEQUATE KNOWLEDGE OF COMPETITORS’ PRODUCTS AND SERVICES INADEQUATE KNOWLEDGE OF CLIENT BUSINESS/ORGANIZATION POOR DELIVERY Routledge 2013

17. CLOSING THE SALE BEGINS WITH FIRST CONTACT REQUIRES “ASKING FOR THE ORDER” TRIAL CLOSE UNDERSTANDING THE PROSPECT AND BUYING PROCESS PACED BY THE SALESPERSON REQUIRES CONTINUAL IMPROVEMENT Routledge 2013

18. SERVICING THE ACCOUNT EXCELLENT SERVICE BOLSTERS LOYALTY FOLLOW UP TO CHECK SATISFACTION PRODUCT INSTALLATION TRAINING MAINTENANCE BILLING SATISFIED CUSTOMERS = REPEAT CUSTOMERS Routledge 2013

19. BUYING PROCESS PARTICIPANTS INITIATORS – PERCEIVE PROBLEMS/OPPORTUNITIES REQUIRING NEW PRODUCT OR SERVICE USERS – USE OR WORK WITH PRODUCT OR SERVICE INFLUENCERS – PROVIDE INFORMATION FOR EVALUATING PRODUCTS OR SUPPLIERS GATEKEEPERS – CONTROL FLOW OF INFORMATION BUYERS – CONTACT SELLING ORGANIZATION AND PLACE ORDER DECIDERS – FINAL AUTHORITY TO PURCHASE CONTROLLERS – DETERMINE BUDGET Routledge 2013

20. SELLING AND BUYING CENTERS BRING TOGETHER INDIVIDUALS TO HELP SALESPEOPLE BE MORE EFFECTIVE ESTABLISH TEAM SELLING STRUCTURE TO MEET CUSTOMER NEEDS MATRIX ORGANIZATION – DIRECT REPORTS AND INTERNAL CONSULTANTS PROVIDE EXPERTISE KEY ACCOUNT – TEAM MANAGED BY SENIOR SALESPERSON DEDICATED TO SERVING IMPORTANT CUSTOMER Routledge 2013

21. ORGANIZATIONAL BUYING DESIGN STAGES Routledge 2013

22. CONSUMER VERSUS ORGANIZATIONAL BUYER BEHAVIOR Routledge 2013

23. ORGANIZATIONAL BUYING SITUATIONS NEW-TASK PURCHASE – FIRST-TIME PURCHASE OF COMPLEX AND EXPENSIVE PRODUCT OR SERVICE MODIFIED REBUY – REQUIRES MODIFICATION TO EXISTING PURCHASE DECISION AND MAY OPEN THE DOOR FOR NEW SUPPLIERS STRAIGHT REBUY – REORDER ITEM PURCHASED MANY TIMES IN THE PAST Routledge 2013