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21 1 Chapter21ManagingTheSalesForceby PowerPointbyMiltonM PressleyUniversityofNewOrleans 21 2 Thesuccessfulsalespersoncaresfirstforthecustomer secondfortheproducts KotleronMarketing 21 3 ChapterObjectives Inthischapter weanswerthefollowingquestions Whatdecisionsdocompaniesfaceindesigningasalesforce Howdocompaniesrecruit select train supervise motivate andevaluateasalesforce Howcansalespeopleimprovetheirskillsinselling negotiation andcarryingonrelationshipmarketing 21 4 SalesRepresentative RobertMcMurry ssalesrepresentativetypes DelivererOrdertakerMissionaryTechnicianDemandcreatorSolutionvendor 21 5 DesigningtheSalesForce Sales ForceObjectivesandStrategyCommontasksforsalespeopleProspectingTargetingCommunicatingSellingInformationgatheringAllocating 21 6 DesigningtheSalesForce LeveragedsalesforceDirect company salesforceContractualsalesforceSales ForceStructure 21 7 Table21 1 Sales ForceStructures Seetextforcompletetable 21 8 DesigningtheSalesForce Sales ForceSizeWorkloadapproach CustomersaregroupedintosizeclassesDesirablecallfrequenciesareestablishedforeachclassThenumberofaccountsineachsizeclassismultipliedbythecorrespondingcallfrequencyTheaveragenumberofcallsasalesrepresentativecanmakeperyearisdeterminedThetotalnumberofsalesrepresentativesneededisdetermined 21 9 DiscussionQuestion TheInternethasallowedmanycompaniestoshiftsalessupportforsmallaccountstoe commercesitesandawayfromsalespersonnel Additionally manyregularlyoccurringfunctionshavebecomeautomated allowingcustomerswithanysizeorganizationtouseweb basedsystemstoplaceordersandsubmitwarrantyrequests CanyouthinkofanyotherareaswhereInternet basedtechnologiescouldchangethewayasalesforceinteractswiththeircustomers 21 10 DesigningtheSalesForce Sales ForceCompensationFourComponents FixedamountVariableamountExpenseallowancesBenefits 21 11 ManagingtheSalesForce RecruitingandSelectingRepsTrainingSalesReps 21 12 ManagingtheSalesForce TrainingProgramsHaveSeveralGoalsSalesrepresentativesneedto KnowandidentifywiththecompanyKnowthecompany sproductsKnowcustomers andcompetitors characteristicsKnowhowtomakeeffectivesalespresentationsUnderstandfieldproceduresandresponsibilities 21 13 ManagingtheSalesForce SupervisingSalesRepsNormsforCustomerCallsNormsforProspectCallsUsingSalesTimeEfficiently 21 14 DAASolutions homepagedescribesitsDesign to Order Softwareapplication 21 15 ManagingtheSalesForce Time and dutyanalysisPreparationTravelFoodandbreaksWaitingSellingAdministration 21 16 CompanyWebsiteasaprospectingtool 21 17 ManagingtheSalesForce MotivatingSalesRepsChurchill Ford WalkerMotivationModel SalesmanagersmustbeabletoconvincesalespeoplethattheycansellmorebyworkingharderorbeingtrainedtoworksmarterSalesmanagersmustbeabletoconvincesalespeoplethattherewardsforbetterperformanceareworththeextraeffort 21 18 ManagingtheSalesForce SalesQuotasSupplementaryMotivatorsSalesmeetingsSalescontestsEvaluatingSalesRepresentativesSourcesofInformationFormalEvaluation 21 19 Table21 2 FormforEvaluatingSalesRepresentative sPerformance Seetextforcompletetable 21 20 Figure21 3 ManagingtheSalesForce ImprovingEffectiveness PrinciplesofPersonalSelling 21 21 PrinciplesofPersonalSelling ProfessionalismSales orientedapproachCustomer orientedapproachRackham squestionsforprospectsSituationquestionsProblemquestionsImplicationquestionsNeed payoffquestions 21 22 Figure21 4 MajorStepsinEffectiveSelling 21 23 PrinciplesofPersonalSelling MajorStepsinanEffectiveSalesProcess ProspectingandQualifyingPreapproachApproachPresentationandDemonstrationOvercomingObjectionsClosingFollow upandMaintenance 21 24 iPhysicianNet shomepageshowsavideodetailingsession 21 25 PrinciplesofPersonalSelling NegotiationWhentonegotiateWhenfactorsbearnotonlyonprice butalsoonqualityofserviceWhenbusinessriskcannotbeaccuratelypredeterminedWhenalongperiodoftimeisrequiredtoproducetheitemspurchasedWhenproductionisinterruptedfrequentlybecauseofnumerouschangeorders 21 26 Figure21 5 TheZoneAgreement 21 27 PrinciplesofPersonalSelling FormulatingaNegotiationStrategy 21 28 Table21 3 ClassicBargainingTactics Seetextforcompletetable 21 29 PrinciplesofPersonalSelling RelationshipMarketing 21 30 Formanyorganizations relationshipmarketingismoreimportantthananyindividualtransaction becausetheselong termrelationshipscanyieldgreateroverallprofitability Woulditbeeasiertoconvinceac
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