Chapter 14 - The Citadel
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Transcript Chapter 14 - The Citadel
Personal Selling, Sales
Management, and Direct
Marketing
Chapter Objectives
• Understand the important role of personal
selling within the context of the promotion
mix
• List the steps in the personal selling
process
• Explain the role of the sales manager
• Understand direct marketing
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Real People, Real Choices
• IBM (Esther Ferre)
• IBM must prioritize investment of resources to
achieve revenue and profit targets.
Option 1: reduce sales and support resources for a
specific customer or business segment.
Option 2: maintain current level
of resources.
Option 3: evaluate lower-cost
ways to provide sales and
support resources.
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Personal Selling
• Occurs when a company representative
interacts directly with a (prospective) customer
to communicate about a good or service
“Personal touch” is more effective than mass-media
appeal.
Selling/sales management
jobs provide high mobility,
especially for college grads
with marketing background.
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The Role of Personal Selling
• Personal selling is more important:
--when firm uses push strategy.
--in B2B contexts.
--with inexperienced consumers who need hands-on
assistance.
--for products bought infrequently (houses, cars,
computers).
• Cost per contact is very high.
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Technology and Personal Selling
• Customer relationship management
(CRM) software and partner relationship
management (PRM)
• Teleconferencing, videoconferencing, and
improved corporate Web sites
• Voice-over Internet protocol
• Assorted wireless technologies
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Types of Sales Jobs
• Order taker
• Technical specialist
• Missionary salesperson (stimulate clients
to buy)
• New-business salesperson and order
getter
• Team selling and cross-functional team
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Approaches to Personal Selling
• Transactional selling: Putting on the hard
sell
High-pressure process that focuses on making an
immediate sale with no concern for developing longterm customer relationship
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Approaches to Personal Selling (cont’d)
• Relationship selling
Process of building long-term customers by
developing mutually satisfying, win-win relationships
with customers
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The Creative Selling Process
• Step 1: Prospecting and qualifying
--Prospecting: developing a list of potential customers
--Qualifying: determining how likely potential
customers are to become customers
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Step 2: Preapproach
• Compiling background information about
prospective customers and planning the
sales interview
--Purchase history, current needs, customer’s
interests
--From informal sources, CRM system, customers’
Web sites, and/or business publications
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Step 3: Approach
• Contacting the prospect
• Learning even more about prospect’s
needs, create a good impression, and
build rapport
• --“You never get a second
•
chance to make a good
•
first impression.”
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Step 4: Sales Presentation
• Laying out benefits and added value of
product/firm and its advantages over the
competition
• Inviting customer involvement in
conversation
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Step 5: Handling Objections
• Anticipating why prospect is reluctant to
make a commitment
• Welcoming objections
• Handling objections successfully to move
prospect to decision stage
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Step 6: Closing the Sale
• Gaining the customer’s commitment in the
decision stage
--Last-objection close
--Assumptive or minor-points close
--Standing-room-only or buy-now close
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Step 7: Follow-Up
• Arranging for delivery, payment, and
purchase terms
• Making sure customer received delivery
and is satisfied
• Bridging to next purchase
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Sales Management
• Setting sales force objectives
What sales force is expected to accomplish and when
Customer satisfaction, loyalty, retention/turnover,
new-customer development, new-product
suggestions, training, reporting on competitive activity,
community involvement
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Creating a Sales Force Strategy
• Establishing structure and size of a firm’s
sales force
• Sales territory: a set group of customers
Geographic sales force structure
Product-class sales territories
Industry specialization and
key/major accounts
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Recruiting, Training, and
Rewarding the Sales Force
• Recruiting the right people
Good listening and follow-up skills
Ability to adapt style from situation to situation
Tenacity
High level of personal organization
• Sales training: teaches salespeople about
firm, its products, how to develop skills,
knowledge, and attitudes to succeed
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Recruiting, Training, and Rewarding the
Sales Force (cont’d)
• Paying salespeople well to motivate them
Straight commission plan
Commission-with-draw plan
Straight salary plan
• Running sales contests for short-term
sales boost
• Call reports: which customers were called
on and how call went
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Evaluating the Sales Force
• Is sales force meeting its objectives?
• What are possible causes of failure?
Measuring individual salesperson performance
Monitoring salesperson’s expense account for travel
and entertainment
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Direct Marketing
• Any direct communication to a consumer
or business recipient designed to generate
a response in the form of an order, a
request for further information, and/or a
visit to a store or other place of business
for purchase of a product
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Direct Marketing (cont’d)
• Mail order
Catalogs: collection of products offered for sale and
described in book form, usually consisting of product
descriptions and photos
Direct mail: a brochure/pamphlet offering a specific
good/service at one point in time
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Direct Marketing (cont’d)
• Telemarketing: direct marketing conducted
over the telephone
More profitable for business than consumer markets
In 2003, FTC established National Do Not Call
registry
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Direct Marketing (cont’d)
• Direct-response advertising: allows
consumer to respond by contacting the
provider with questions or an order
Direct-response TV (DRTV): short commercials, 30minute-plus infomercials, and home shopping
networks
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Direct Marketing (cont’d)
• M-Commerce: promotional and other ecommerce activities transmitted over
mobile phones/devices
Short-messaging system marketing (SMS)
Spim: instant-messaging version of spam
Adware: software that tracks Web habits/interests,
presenting pop-up ads and resetting home page
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Real People, Real Choices
• IBM (Esther Ferre)
• Esther chose option 3: evaluate lower-cost
ways to provide sales and support
resources.
Minimized impact to customer and improved cost
structure of sales team.
Maintained customer satisfaction with lower cost.
Resulted in increased revenue over time.
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Marketing in Action Case:
You Make the Call
• What is the decision facing Eli Lilly?
• What factors are important in
understanding this decision situation?
• What are the alternatives?
• What decision(s) do you recommend?
• What are some ways to implement your
recommendation?
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Keeping It Real: Fast-Forward to Next
Class, Decision Time at Darden Restaurants
• Meet Jim Lawrence, Vice President,
Supply Management & Purchasing.
• Volatility in the supply chain threatened
food supplies to restaurants.
• The decision: A new model for supply
chain management?
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