Quản trị kinh doanh - Chapter 17: Managing the Sales Force

To accompany A Framework for Marketing Management, 2nd Edition Slide * in Chapter 17Chapter 17Managing the Sales ForcePowerPoint by Karen E. JamesLouisiana State University - ShreveportTo accompany A Framework for Marketing Management, 2nd Edition Slide * in Chapter 17ObjectivesReview the types of decisions firms face in designing a sales force.Learn how companies recruit, select, train, supervise, motivate, and evaluate a sales force.Understand how salespeople improve their selling, negotiation, and relationship-building skills.To accompany A Framework for Marketing Management, 2nd Edition Slide * in Chapter 17Designing the Sales ForceDelivererOrder takerMissionaryTechnicianDemand creatorSolution vendorTypes of Sales RepresentativesTo accompany A Framework for Marketing Management, 2nd Edition Slide * in Chapter 17Designing the Sales ForceSteps in ProcessObjectives and strategyStructureSales force sizeCompensationObjectivesSales volume and profitabilityCustomer satisfactionStrategyAccount managerType of sales forceDirect (company) or contractualTo accompany A Framework for Marketing Management, 2nd Edition Slide * in Chapter 17Designing the Sales ForceSteps in ProcessObjectives and strategyStructureSales force sizeCompensationTypes of sales force structures:TerritorialProductMarketComplexKey accountsTo accompany A Framework for Marketing Management, 2nd Edition Slide * in Chapter 17Designing the Sales ForceSteps in ProcessObjectives and strategyStructureSales force sizeCompensationWorkload approach:Group customers by volumeEstablish call frequenciesCalculate total yearly sales call workloadCalculate average number of calls/yearCalculate number of sales representativesTo accompany A Framework for Marketing Management, 2nd Edition Slide * in Chapter 17Designing the Sales ForceSteps in ProcessObjectives and strategyStructureSales force sizeCompensationFour components of compensation:Fixed amountVariable amountExpense allowancesBenefitsCompensation plansStraight salaryStraight commissionCombinationTo accompany A Framework for Marketing Management, 2nd Edition Slide * in Chapter 17Managing the Sales ForceRecruitment and selectionTrainingSupervising MotivatingEvaluatingSteps in Sales Force ManagementTo accompany A Framework for Marketing Management, 2nd Edition Slide * in Chapter 17Managing the Sales ForceRecruiting begins with the development of selection criteriaCustomer desired traitsTraits common to successful sales representativesSelection criteria are publicizedVarious selection procedures are used to evaluate candidatesTo accompany A Framework for Marketing Management, 2nd Edition Slide * in Chapter 17Managing the Sales ForceTraining topics include:Company background, productsCustomer characteristicsCompetitors’ productsSales presentation techniquesProcedures and responsibilitiesTraining time needed and training method used vary with task complexityTo accompany A Framework for Marketing Management, 2nd Edition Slide * in Chapter 17Managing the Sales ForceSuccessful firms have procedures to aid in evaluating the sales force:Norms for customer callsNorms for prospect callsUsing sales time efficientlyTools include configurator software, time-and-duty analysis, greater emphasis on phone and Internet usage, greater reliance on inside sales forceTo accompany A Framework for Marketing Management, 2nd Edition Slide * in Chapter 17Managing the Sales ForceMotivating the Sales ForceMost valued rewardsPay, promotion, personal growth, sense of accomplishmentLeast valued rewardsLiking and respect, security, recognitionSales quotas as motivation toolsSupplementary motivatorsTo accompany A Framework for Marketing Management, 2nd Edition Slide * in Chapter 17Managing the Sales ForceEvaluating the Sales ForceSources of informationSales or call reports, personal observation, customer letters and complaints, customer surveys, other representativesFormal evaluationPerformance comparisonsKnowledge assessmentsTo accompany A Framework for Marketing Management, 2nd Edition Slide * in Chapter 17Personal Selling PrinciplesMajor AspectsSales professionalismNegotiationRelationship marketingSales-oriented approachStresses high pressure techniquesCustomer-oriented approachStresses customer problem solvingSteps in industrial selling processTo accompany A Framework for Marketing Management, 2nd Edition Slide * in Chapter 17Personal Selling PrinciplesProspecting and qualifyingPreapproachApproachPresentation and demonstrationOvercoming objectionsClosingFollow-up and maintenance (servicing)Steps in Industrial Selling ProcessTo accompany A Framework for Marketing Management, 2nd Edition Slide * in Chapter 17Personal Selling PrinciplesMajor AspectsSales professionalismNegotiationRelationship marketingReps need skills for effective negotiationNegotiation is useful when certain factors characterize the saleNegotiation strategyPrincipledBATNATo accompany A Framework for Marketing Management, 2nd Edition Slide * in Chapter 17Personal Selling PrinciplesMajor AspectsSales professionalismNegotiationRelationship marketingBuilding long-term suppler-customer relationships has grown in importanceCompanies are shifting focus away from transaction marketing to relationship marketing