17 Personal Selling and Direct Marke.ppt

17-0,PersonalSellingandDirectMarketing,Chapter17,17-1,Objectives,Understandtheroleofacompanyssalespeopleincreatingvalueforcustomersandbuildingcustomersrelationships.Knowthesixmajorsalesforcemanagementsteps.,17-2,Objectives,Understandthepersonalsellingprocess,andhowtodistinguishbetweentransaction-orientedmarketingandrelationshipmarketing.Learnaboutdirectmarketinganditsbenefitstocustomersandcompanies.Knowthemajorformsofdirectmarketing.,17-3,Record-breakingearningsandsalesgrowthOutstandingsalesforce;ratedasoneofAmericasbest.Salesforcefocusesoncustomersuccess,SalesforceisorganizedintoseparatedivisionsdedicatedtospecificcustomersDivisionplatformteamsworkwithcustomersandarelinkedtocustomeroperationsatalllevels,LearCorporation,CaseStudy,17-4,Definition,SalespersonAnindividualactingforacompanybyperformingoneormoreofthefollowingactivities:prospecting,communicating,servicing,andinformationgathering.,17-5,SalespeopleHaveManyNames,PersonalSelling,AgentsSalesconsultantsSalesRepresentativesAccountExecutives,SalesEngineersDistrictManagersMarketingRepresentativesAccountDevelopmentRepresentatives,17-6,TheRoleoftheSalesForceTwo-waypersonalcommunicationMoreeffectivethanadvertisingincomplexsellingsituationsThesalesforceplaysamajorroleinmostcompaniesThesalesforceworkstoproductcustomersatisfactionandcompanyprofit.,PersonalSelling,17-7,Definition,SalesForceManagementTheanalysis,planning,implementation,andcontrolofsalesforceactivities.Itincludessettinganddesigningsalesforcestrategy;andrecruiting,selecting,training,supervising,compensating,andevaluatingthefirmssalespeople.,17-8,SalesForceStrategyandStructureSalesForceStructureTerritorialsalesforcestructureProductsalesforcestructureCustomersalesforcestructureComplexsalesforcestructure,ManagingtheSalesForce,17-9,SalesForceStrategyandStructureSalesForceSizeManycompaniesusetheworkloadapproachtosetsalesforcesizeOtherIssuesOutsideandinsidesalesforcesTeamselling,ManagingtheSalesForce,17-10,RecruitingandSelectingSalespeopleCarefulrecruitingcan:IncreaseoverallsalesforceperformanceReduceturnoverReducerecruitingandtrainingcosts,ManagingtheSalesForce,17-11,TraitsofSuccessfulSalespeople,ManagingtheSalesForce,EnthusiasmPatienceInitiativeSelf-ConfidenceJobCommitmentCustomerOrientationIndependent,Self-MotivatedExcellentListenersFriendlyPersistentAttentiveHonest,InternallyMotivatedRelationshipOrientedDisciplinedHardworkingTeamPlayers,17-12,RecruitingandSelectingSalespeopleRecruitinginvolves:SolicitingapplicationsScreeningcandidatesInterviewsSalesaptitude,personality,analyticaland/ororganizationaltestsReferences,workhistory,etc.,ManagingtheSalesForce,17-13,TrainingSalespeopleAveragetrainingperiodis4monthsTrainingisexpensive,butyieldsstrongreturnsTrainingprogramshavemanygoalsManycompaniesareaddingWeb-basedsalestrainingprograms,ManagingtheSalesForce,17-14,CompensatingSalespeopleCompensationelements:salary,bonuses,commissions,expenses,andfringebenefitsBasiccompensationplans:StraightsalaryStraightcommissionSalaryplusbonusSalarypluscommission,ManagingtheSalesForce,17-15,CompensatingSalespeopleCompensationplansshoulddirectthesalesforcetowardactivitiesthatareconsistentwithoverallmarketingobjectives.GainmarketshareSolidifymarketleadershipMaximizeprofitability,ManagingtheSalesForce,17-16,SupervisingSalespeopleEffectivesupervisorsprovidedirectiontothesalesforceAnnualcallplansandtime-and-dutyanalysiscanhelpprovidedirectionSalesforceautomationsystemsassistincreatingmoreefficientsalesforceoperationsTheInternetisthefastest-growingsalestechnologytool,ManagingtheSalesForce,17-17,SupervisingSalespeopleEffectivesupervisorsalsomotivatethesalesforceOrganizationalclimateSalesquotasPositiveincentivesSalesmeetings,salescontests,honors,etc.,ManagingtheSalesForce,17-18,EvaluatingSalespeopleSeveraltoolscanbeusedSalesreportsCallreportsExpensereports,ManagingtheSalesForce,17-19,StepsintheSellingProcess,ThePersonalSellingProcess,ProspectingandQualifyingPreapproachApproach,PresentationandDemonstrationHandlingObjectionsClosing,Follow-up,17-20,ProspectingandQualifyingProspecting:identifyingpotentialcustomersQualifying:ScreeningleadsPreapproachLearningasmuchaspossibleaboutaprospectivecustomerpriortomakingasalescallApproachStagewherethesalespersonmeetsthecustomerforthefirsttime,ThePersonalSellingProcess,17-21,PresentationandDemonstrationBenefitsoftheproductarepresented/demonstratedUnderstandingprospectneedsiskeyHandlingObjectionsClosingAskingfortheorderFollow-upHelpsensurecustomersatisfaction,ThePersonalSellingProcess,17-22,BenefitsofDirectMarketingtoBuyersConvenientEasytousePrivateAccesstoawealthofinformationImmediateInteractive,DirectMarketing,17-23,BenefitsofDirectMarketingtoSellersPowerfultoolforbuildingrelationshipsAllowsfortargetingofsmallgroupsorindividualswithcustomizedoffersinapersonalizedfashionOffersaccesstobuyersthatcouldntbereachedviaotherchannelsLow-cost,effectivealternativeforreachingspecificmarkets,DirectMarketing,17-24,CustomerDatabases&DirectMarketingDatabasesincludecustomerprofile,purchasehistory,andotherdetailedinformationDatabasescanbeusedtoidentifyprospects,profilecustomers,andselectcustomerstoreceiveoffers,andtobuildrelationshipsDatabasemarketingrequiressubstantialinvestmentinhardware,software,personnel,DirectMarketing,17-25,FormsofDirectMarketing,DirectMarketing,Face-to-FaceSellingTelemarketingDirect-MailMarketing,CatalogMarketingKioskMarketingOnlineMarketingDirect-ResponseTVMarketing,17-26,TelephoneMarketingNewlegislationandtechnologicaladvancesthreatenthefutureoftelemarketingDirect-MailMarketingNewtrendsincludefaxmail,e-mail,andvoicemailCatalogMarketingManycataloguershavemi