Transcript Chapter 16 Personal Selling and Customer Service

Part 3: The marketing mix
Chapter 16: Sales marketing
Step 5: Design the marketing strategy
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When we finish this lecture you should
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Understand the importance and nature of personal selling
Understand the relationship between personal selling and
promotional strategy
Understand the elements of the personal selling process
Know what tasks the sales manager must perform to manage
the personal selling function
Understand how an appropriate compensation plan can help
motivate and control salespeople
Understand when and where, to use the three types of sales
presentation
Appreciate the importance of providing good customer
service
Appreciate the importance of building long-term customer
relationships
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PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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The personal selling role
• Often the single largest operating expense
• 1 out of 10 in the labour force is in sales work
• Increasing professionalism
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Good selling means helping the customer to buy
Represent both organisation and customer
Market information
Planning strategy and allocating effort
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Please insert Fig 16.1
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Please insert Exhibit 16.1
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PLEASE REPLACE WTH FIG 16.2 OVER A COUPLE
OF SLIDES
Basic sales tasks
Sales job may involve
a blend of sales tasks
Supporting
Order
Taking
Order
Getting
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Supporting Salespeople
• MISSIONARY SALESPEOPLE
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Supporting salespeople who work for producers, calling
on their intermediaries and the intermediaries' customers
• TECHNICAL SPECIALISTS
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Supporting salespeople who provide technical assistance
to order-oriented salespeople
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Target markets
• Customers often divided into types
• Specialist sales people cater for different areas
• Customers with large orders often require special
selling effort
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Sales Territory
A geographic area that is the responsibility of
one or more salespeople.
• Bases for setting sales territories
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Geographic areas
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Customer types
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Account size
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Products to be sold
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Any combination of the above
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Telemarketing
• Using the telephone to "call" on customers or
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prospects
Rapidly growing in popularity
Reduces travel time and expense
Especially useful for small accounts of less
expensive products
Often used to identify good prospects
Typically uses a prepared sales presentation
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Please insert Fig 16.3
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Please insert Exhibit 16.3a
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Please insert Exhibit 16.4
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Salespeople Selection and Training
• A written job description lays the ground work—by
specifying what tasks the salesperson needs to be
able to do
• Commonly used selection tools are best when used
in combination:
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multiple interviews with several different people
personnel and psychological tests
background checks
• Initial and on-going training can help both
experienced and inexperienced salespeople
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company policies and practices
product information
selling techniques (and customer knowledge)
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Sales Compensation depends on
desire for:
• Control
• Incentives
• Flexibility
• Simplicity
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PLEASE REPLACE WITH FIG 16.4
Selling Compensation Alternatives
Straight commission
Combination plan
Total
selling
expense
Straight salary
Sales volume
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Key Steps in PLEASE REPLACE WITH FIG
16.5
Personal Selling
Process
Prospecting
Set Effort Priorities
Select Target Customer
Plan Sales Presentation
- prepared presentation
- need satisfaction approach
- selling formula approach
Make Sales Presentation
- create interest
- meet objections
- arouse desire
Close Sale
(get action)
Follow-up After
the Sales Call
Follow-up After
the Sale
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Sales Presentations
• The salesperson's effort to make a sale should be
carefully planned
• Three basic approaches
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prepared ("canned") sales presentation
consultative selling approach
selling formula approach
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Prepared
approach
to sales
presentations
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Salesperson
Customer
Time
PLEASE REPLACE WITH FIG 16.6-16.8
Need-satisfaction
approach to sales Selling-formula
approach to sales
presentations
presentations
P
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Salesperson
Customer
P
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Salesperson
Time
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Customer
Time
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Please insert Exhibit 16.7
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The GAPs Model of Service Quality
PLEASE USE FIG 16.9
CUSTOMER
Product and service
Gap 5
Product and service
COMPANY Products and service
delivery
Gap 3
Gap 4
External communications
to customers
Customer-driven product
and service designs
and standards
Gap 2
Company perceptions of
customer expectations
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PLEASE REPLACE WITH FIG 16.10
Actions taken by Consumers in
response to Product Dissatisfaction
Dissatisfaction
occurs
Take action
Take some form
of private action
Stop buying Warn friends
that product/ about product/
brand/store
brand/store
Take no action
Take some form
of direct action
Take some form
of public action
Complain to
Take legal
Complain to
manufacturer/ Seek redress
action to
private or
retailer
from business obtain redress governmental
agencies
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Relationship Marketing
• Places particular emphasis on long-term customer
satisfaction
• Involves focused selection of specific customers and
prospects
• Comprises strategies to build and develop long-lasting
and profitable relationships with these customers
• Recognises that many sales situations require more
than just a single business transaction
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Please insert Exhibit 16.9
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What we will be doing in the next
chapter
• In the following chapter we will be discussing
implementation and control of the planning process
• We will cover
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The importance of forecasting in the planning process
Why effective implementation is critical to customer
satisfaction and the achievement of corporate goals
How planning and control can be combined to improve
the marketing management process
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