Personal Selling and Sales Roles • Personal Selling – interpersonal communication to persuade a prospective customer to purchase • Sales Roles Order taker – respond to customers’ requests Order getter – responsible for creating sales and developing new accounts
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Personal Selling and Sales Roles Personal Selling – interpersonal communication to persuade a prospective customer to purchase Sales Roles Order taker.
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Personal Selling and Sales Roles
• Personal Selling – interpersonal communication to persuade a prospective customer to purchase
• Sales RolesOrder taker – respond to customers’ requestsOrder getter – responsible for creating sales and
developing new accounts
Characteristics of a Successful Salesperson
Impression CriteriaAppearance – neat and clean cutDress – conservative and in good tasteDemeanor – confident and with a sense of humorAttitude – friendly and sincere, possessing a “consumer is number one” orientationVoice and speech – talks to express and not to impress; has well developed listening skills
“Can do” Criteria
Grades – upper 25 percent of graduating classCurriculum – tendency to take advanced and more difficult coursesExtracurricular activities – has contributed to organizations, held offices, and volunteeredRelated work experience – part-time and summer jobs; internshipsCareer goals – interest in marketing and well developed reasons for this interest
“Will do” Criteria
Character – integrity, self-reliance, loyalty, idealism, principlesMotivation – drive, perseverance, sense of responsibilityAbility to get along with others – likes people, cooperative, constructive attitude, mature
FAB Selling Technique
• Features – physical characteristics of product or service
• Advantages – product or service strengths relative to competition
• Benefits – how product or service will fulfill consumers’ needs
Table 14.1 Summary of FAB Selling
Type of Characteristic
Definition Impact on Large Sales
Features Describes facts, data, and product characteristics
Neutral or slightly negative
Advantages Shows product strengths in relation to competitors’ products
Slightly positive
Benefits Shows how product meets the customer’s needs
Very positive
Location Rural or urban; location within city or town Type of area: industrial, agricultural, political Accessibility by highway and major carrier; by membership Facilities for sharing and overflow; attractions for free time Guestroom Accommodations Total number and amount that can be committed; when they can be committed Types of rooms: singles, doubles, suites, etc.; special rooms: nonsmoking, handicapped accessible Rate schemes: rack rates, discounted rates (volume, time of purchase, etc.), upgrades General Facilities and Services Public dining and lounge facilities Entertainment, recreation, and fitness facilities Business or corporate services: faxing, copying, shipping, etc. Other services: room service, valet parking, laundry, etc. Meeting Facilities Total number and dimensions of meeting rooms; possible setups Location and dimensions of exhibit areas Equipment: tables, podiums, audiovisual, etc. Banquet rooms and reception areas Outside Facilities and Services Restaurants and tourist attractions Sports and recreation facilities (e.g., golf, tennis, etc.) Additional business services Transportation Mass transit and taxis Rental cars, charters, and sightseeing vehicles
Figure 13.2. Property Analysis Checklist
List of Potential Benefits
• Cost or price
• Location or convenience
• Image or status
• Quality service
• Adaptability or flexibility
• Professionalism of management/operations
Meeting Needs
• Purpose and potential attendees
• Identify and manage attendee expectations
• Develop a central theme
• Develop a schedule of events
• Develop a budget
• Develop criteria for location and hotel site
• Identify possible meeting dates
Contract Items
• Guest Rooms – number, price, cut-off
• Meeting Rooms – hours, price, guarantees
• Food and Beverage – price, guarantees
• Payment Method
• Attrition and Penalty Clauses
• Special Needs (e.g., transportation, security)
Meetings Market Segments• Corporate
– Sales and training meetings– Management meetings– New product introduction meetings– Incentive meetings (reward for good performance)– Stockholders’ and Board of Directors’ meetings
• Association – Conferences and conventions– Board of Directors’ meetings– Seminars and workshops– Committee meetings
Association Meetings
• Long lead time (planned 5-10 years in advance)
• Voluntary attendance
• Price sensitive
• Decentralized billing
• Annual meetings are mandatory in charter
Corporate Meetings
• Shorter lead time
• Mandatory attendance
• Quality sensitive (less price sensitive)
• Centralized billing (master account)
• Many reasons for meeting
Table 13.2Factors Considered Very Important in Selection of a Facility/Hotel
Corporate Convention Association
Quality of Food Service 80% 78% 71%
Negotiable food, beverage and room rates
77% 83% 76%
Number, size and quality of meeting rooms
74% 93% 72%
Cost of hotel or meeting facility
72% 76% 73%
Efficiency of billing procedures
64% 62% 56%
Meeting support services and equipment
63% 61% 47%
Efficiency of check-in and check-out procedures
61% 60% 50%
Number, size and quality of sleeping rooms
60% 83% 55%
Assignment of one staff person to handle all aspects of meeting
53% 55% 45%
Personal Selling Process
Prospecting andQualifying
Planning and Delivering Sales
Presentations
OvercomingObjections
Closing theSale
Prospecting and Qualifying
• Prospecting– Inquiries
– Names from clients
– Centers of influence
– Developed lists
– Direct mail campaigns
– Corporate sales offices
– Cold calls
• Qualifying– Need for the product
– Able to afford the product
– Willing to pay our price for the product
– Authority to sign contract
– Accessible
Making the Sales Call
• Develop an outline of the presentation• Make formal introduction• Ask probing questions
Information gathering Problem identification Problem resolution