2. Personal Selling Recommended text: Starkey and Harwood Ch 27 of Pickton & Broderick (2000) Integrated Marketing Communications

3. The roles of the sales team Wilson 1993 Customer partner Buyer/seller team cordination Buyer behaviour expert Information gatherer Market analyst & planner Sales forecaster Cost analyser Technical expert adviser No longer a ‘get on the road and get your foot in the door’ job

4. The traditional process Macdonald and Leppard 1988 Prospecting preparing approaching the customer making the presentation Access Attention Benefits

5. Overcoming objections Closing the sale Follow up Close

6. The SPIN model Rackham 1990 Situation questions Problem questions Implication questions Need pay-off questions Understand the needs Suggest solutions Background Dissatisfactions Consequences Value of solution Explicit needs Benefits

7. Negotiation What you want What the customer wants Scope for agreement Best

8. Competitive or distributive approach win/lose v Collaborative or problem-solving win/win Scope for Agreement

9. Sales Management issues Territories/ Products Cost Effectiveness Motivation –commission or salary –work harder or smarter –ethical issues - mis-selling In-house team or field sales agency?

10. Changing world of Personal Selling Transaction focused Hard Sell techniques to close the sale (see Yr. 1 notes) DMU theory considers the way decisions are made inside the organisations –Users, Influencers, Deciders, Approvers, Buyers, Gatekeepers (Webster and Wind 1972)

11. RM shifts emphasis to long-term retention, growing business together Globalisation –fewer, larger customers –opportunities for growing together

12. Mature Markets –intense competition –price-led ‘re-commoditisation’ –importance of retaining and developing existing business resulting in Customer Power –demanding sophisticated, bespoke solutions

13. Resulting in the growing importance of KEY ACCOUNT MANAGEMENT Don’t miss next week!