Exhibit 14-1: Strategy Planning and Personal Selling · Exhibit 14-3: Relation Between Personal Selling Expenses and Sales Volume—for Three Basic Personal Selling CtiAlttiCompensation

Exhibit 14-1: Strategy Planning and Personal SellingSelling

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Exhibit 14-2: Examples of Possible Personal Selling Emphasis in Some Different Business Market Selling Sit tiSituations

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Salesforce.com website

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Videoconferencing photo

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Exhibit 14-3: Relation Between Personal Selling Expenses and Sales Volume—for Three Basic Personal Selling C ti Alt tiCompensation Alternatives

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Exhibit 14-4: Key Steps in the Personal Selling ProcessProcess

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Exhibit 14-5: Prepared Approach to Sales PresentationPresentation

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Exhibit 14-6: Consultative Selling Approach to Sales PresentationSales Presentation

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Exhibit 14-7: Selling-Formula Approach to Sales PresentationSales Presentation

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Personal Selling

Often the single largest operating expense!1 out of 10 in the labor force is in sales work1 out of 10 in the labor force is in sales workIncreasing professionalism

Good selling means helping the customer to buy– Good selling means helping the customer to buy– Represent both firm and customer– Market informationMarket information– Planning strategy and allocating effort

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Overview of Key Personal Selling Issues

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Basic Sales Tasks

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Supporting Salespeople

MISSIONARY SALESPEOPLESupporting salespeople who work for producers—calling on their middlemen and the middlemen's customers

TECHNICAL SPECIALISTSSupporting salespeople who provide technical pp g p p passistance to order-oriented salespeople

CUSTOMER SERVICE REPSSolve customer’s problems after the sale

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Telemarketing

Using the telephone to call on customers or prospectsRapidly growing in popularity in business marketsReduces travel time and expenseEspecially useful for small accounts of less expensiveEspecially useful for small accounts of less expensive productsOften used to identify live prospectsy p pTypically uses a prepared sales presentationNo call issues and criticisms of use in consumer

k tmarkets

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Some Bases for Setting Sales Territories

Geographic areasGeographic areasCustomer typesAccount sizeAccount sizeProduct to be soldAny combination of the aboveAny combination of the above

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Sales Technology

Salespeople daily rely heavily on sales technologies—many of which were not available a decade ago:c e e ot a a ab e a decade ago– E-mail– Internet websites– Pagers and cell phones– Electronic presentations– Video-conferencing– Laptop computers

O li d t d d h t– Online data and spreadsheetsOpportunities for young people with computer skills and experienceCreates training costs and problems for firms but also competitiveCreates training costs and problems for firms, but also competitive advantage in meeting customers' needs

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Sales Selection and Training

A written job description lays the groundwork—by specifying what tasks the salesperson needs to be able

dto doCommonly used selection tools are best when used in combination– multiple interviews—with several different people– personnel and psychological tests– background checks

I iti l d i t i i h l b th i dInitial and ongoing training can help both experienced and inexperienced salespeople– company policies and practices

product information– product information– selling techniques (and customer knowledge)

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Flexibility in Sales Compensation is Desirable

Flexibility in selling costsFlexibility among territoriesFlexibility among peopley g p pFlexibility among productsFlexibility must be weighed against simplicityy g g p y– Will salespeople understand the compensation plan?

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Sales Presentations

The salesperson's effort to make a saleThe salesperson s effort to make a saleShould be carefully plannedThree basic approachesThree basic approaches– prepared (canned) sales presentation– consultative selling approach co su a e se g app oac– selling formula approach

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Keebler’s Instant Date Evaluation Access system photosystem photo

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