科特勒市場(chǎng)營銷學(xué)課件

1、Chapter 21 Managing The Sales Force by,PowerPoint by Milton M. Pressley University of New Orleans,1,PPT學(xué)習(xí)交流,The successful salesperson cares first for the customer, second for the products.,Kotler on Marketing,2,PPT學(xué)習(xí)交流,Chapter Objectives,In this chapter, we answer the following questions: What deci

2、sions do companies face in designing a sales force? How do companies recruit, select, train, supervise, motivate, and evaluate a sales force? How can salespeople improve their skills in selling, negotiation, and carrying on relationship marketing?,3,PPT學(xué)習(xí)交流,Sales Representative,Robert McMurrys sales

3、 representative types: Deliverer Order taker Missionary Technician Demand creator Solution vendor,4,PPT學(xué)習(xí)交流,Designing the Sales Force,Sales-Force Objectives and Strategy Common tasks for salespeople Prospecting Targeting Communicating Selling Information gathering Allocating,5,PPT學(xué)習(xí)交流,Designing the

4、Sales Force,Leveraged sales force Direct (company) sales force Contractual sales force Sales-Force Structure,6,PPT學(xué)習(xí)交流,Table 21.1: Sales-Force Structures,See text for complete table,7,PPT學(xué)習(xí)交流,Designing the Sales Force,Sales-Force Size Workload approach: Customers are grouped into size classes Desira

5、ble call frequencies are established for each class The number of accounts in each size class is multiplied by the corresponding call frequency The average number of calls a sales representative can make per year is determined The total number of sales representatives needed is determined,8,PPT學(xué)習(xí)交流,

6、Discussion Question,The Internet has allowed many companies to shift sales support for small accounts to e-commerce sites and away from sales personnel. Additionally, many regularly occurring functions have become automated, allowing customers with any size organization to use web-based systems to p

7、lace orders and submit warranty requests. Can you think of any other areas where Internet-based technologies could change the way a sales force interacts with their customers?,9,PPT學(xué)習(xí)交流,Designing the Sales Force,Sales-Force Compensation Four Components: Fixed amount Variable amount Expense allowance

8、s Benefits,10,PPT學(xué)習(xí)交流,Managing the Sales Force,Recruiting and Selecting Reps Training Sales Reps,11,PPT學(xué)習(xí)交流,Managing the Sales Force,Training Programs Have Several Goals Sales representatives need to: Know and identify with the company Know the companys products Know customers and competitors charac

9、teristics Know how to make effective sales presentations Understand field procedures and responsibilities,12,PPT學(xué)習(xí)交流,Managing the Sales Force,Supervising Sales Reps Norms for Customer Calls Norms for Prospect Calls Using Sales Time Efficiently,13,PPT學(xué)習(xí)交流,DAA Solutions home page describes its Design-

10、to-Order Software application,14,PPT學(xué)習(xí)交流,Managing the Sales Force,Time-and-duty analysis Preparation Travel Food and breaks Waiting Selling Administration,15,PPT學(xué)習(xí)交流,Company Web site as a prospecting tool,16,PPT學(xué)習(xí)交流,Managing the Sales Force,Motivating Sales Reps Churchill, Ford, & Walker Motivation

11、Model: Sales managers must be able to convince salespeople that they can sell more by working harder or being trained to work smarter Sales managers must be able to convince salespeople that the rewards for better performance are worth the extra effort,17,PPT學(xué)習(xí)交流,Managing the Sales Force,Sales Quota

12、s Supplementary Motivators Sales meetings Sales contests Evaluating Sales Representatives Sources of Information Formal Evaluation,18,PPT學(xué)習(xí)交流,Table 21.2: Form for Evaluating Sales Representatives Performance,See text for complete table,19,PPT學(xué)習(xí)交流,Figure 21.3: Managing the Sales Force: Improving Effe

13、ctiveness,Principles of Personal Selling,20,PPT學(xué)習(xí)交流,Principles of Personal Selling,Professionalism Sales-oriented approach Customer-oriented approach Rackhams questions for prospects Situation questions Problem questions Implication questions Need-payoff questions,21,PPT學(xué)習(xí)交流,Figure 21.4: Major Steps

14、 in Effective Selling,22,PPT學(xué)習(xí)交流,Principles of Personal Selling,Major Steps in an Effective Sales Process: Prospecting and Qualifying Preapproach Approach Presentation and Demonstration Overcoming Objections Closing Follow-up and Maintenance,23,PPT學(xué)習(xí)交流,iPhysicianNets home page shows a video detailin

15、g session,24,PPT學(xué)習(xí)交流,Principles of Personal Selling,Negotiation When to negotiate When factors bear not only on price, but also on quality of service When business risk cannot be accurately predetermined When a long period of time is required to produce the items purchased When production is interru

16、pted frequently because of numerous change orders,25,PPT學(xué)習(xí)交流,Figure 21.5: The Zone Agreement,26,PPT學(xué)習(xí)交流,Principles of Personal Selling,Formulating a Negotiation Strategy,27,PPT學(xué)習(xí)交流,Table 21.3: Classic Bargaining Tactics,See text for complete table,28,PPT學(xué)習(xí)交流,Principles of Personal Selling,Relationship Marketing,29,PPT學(xué)習(xí)交流,For many organizations, relationship marketing is more important than any individual transaction, because these long-term relationships can yield greater overall profitability. Would it be easier to convince a company to enter int