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Overview of Selling

Overview of Selling. Personal Selling – Defined. An important part of marketing that relies heavily on interpersonal interactions between buyers and sellers to initiate, develop, and enhance customer relationships. Trust-Based Relationship Selling.

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Overview of Selling

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  1. Overview of Selling

  2. Personal Selling – Defined An important part of marketing that relies heavily on interpersonal interactions between buyers and sellers to initiate, develop, and enhance customer relationships.

  3. Trust-Based Relationship Selling Requires that salespeople earn customer trust and that their selling strategy meets customer needs and contributes to the creation, communication, and delivery of customer value.

  4. Customer Value The customer’s perception of what they get for what they have to give up.

  5. Importance of Sales Dialogue Sales Dialogue: business conversation between buyers& sellers thatoccur as salespeople attemptto initiate, develop, & enhance customer relationships. Allows for more thorough qualifying. Demonstrates sincere interest in the prospective customer. Helps Determine prospective customer’s unique needs. Ensures meaningful presentation of value-added solutions. Promotes opencommunication andsatisfaction feedback.

  6. Transaction-Focused Sellingvs. Trust-Based Relationship Selling

  7. Transaction-Focused Sellingvs. Trust-Based Relationship Selling

  8. Evolution of Personal Selling Peddlers selling door to door . . . served as intermediaries Selling function became more structured 1800s 1900s 2000s IndustrialRevolution Post-IndustrialRevolution War andDepression ModernEra Business organizations employed salespeople Selling function becoming more professional

  9. Evolution of Personal Selling (The past several decades) From reliance on Canned Sales Presentation: sales presentations that include scripted sales calls, memorized presentations, and automated presentations. To greater focus on Sales Professionalism: a customer-oriented approach that uses truthful, non-manipulative tactics to satisfy the long-term needs of both the customer and the selling firm.

  10. Continued Evolutionof Personal Selling

  11. Salespeople help stimulate the economy. Salespeople help with the diffusion of innovation. Contributions of Personal Selling: Salespeople and Society

  12. Salespeople generate revenue. Salespeople provide market research and customer feedback. Salespeople become future leaders in the organization. Contributions of Personal Selling:Salespeople and the Employing Firm

  13. Contributions of Personal Selling:Salespeople and the Customer • Salespeople provide solutions to problems. • Salespeople provide expertise and serve as information resources. • Salespeople serve as advocates for the customer when dealing with the selling organization.

  14. Ethical Dilemma

  15. AlternativePersonal Selling Approaches • Stimulus Response Selling • Mental States Selling • Need Satisfaction Selling • Problem Solving Selling • Consultative Selling Adaptive Selling: the ability of a salesperson to alter his/her sales messages and behaviors during a sales presentation or as they encounter different sales situations and different customers.

  16. Stimulus Response Selling Simple indesign; assumes conditionedresponse improves likelihood of success; a risky and unreliable strategy.

  17. Mental States Selling Assumes buyercan be led through mental states; promotes one-way communication; a risky and unreliable strategy.

  18. Ethical Dilemma

  19. Need Satisfaction Selling Interact with buyer to determine existing needs; present solutions to needs; solutions limited to seller’s products.

  20. Problem Solving Selling Interact with buyer to determine existing and potential needs; present multiple solutions not limited to seller’s products.

  21. Consultative Selling The process of helping customers reach their strategic goals by usingthe products, services, and expertise of the selling organization.

  22. The Sales Process - Overview

  23. Role Play

  24. Sales Management and Sales 2.0

  25. Sales Management Process Defining the Strategic Role of the Selling Function Developing the Salesforce Directing the Salesforce Determining Salesforce Effectiveness and Performance

  26. Sales Management Process • Defining the Strategic Role of the Sales Function • Salesforce structure • Sales strategies • Developing the Salesforce • Recruiting and selecting sales talent • Establishing training strategies/programs • Directing the Salesforce • Setting salesforce goals and objectives • Implementing incentive programs • Overseeing and coaching salesforce • Determining Salesforce Effectiveness and Performance • Establishing and administering evaluation measures & systems • Providing feedback for futuredevelopment

  27. Sales Management Positions (Example)

  28. Sales Management Best Practices Create a customer-driven culture throughout the sales organization and firm. Recruit and hire the best sales talent. Train and coach the right skill set. Focus on key strategic issuesby segmenting accounts in meaningful ways andproviding differentiatedoffering to find, win,and retain customers.

  29. Sales Management Best Practices Implement formal sales and relationship-building processes. Use information technology effectively to learn about customers. Integrate sales with other business functions, especially marketing.

  30. Developing and Implementing Effective Sales Strategies

  31. Developing and Implementing Effective Sales Strategies Selling Strategy – Involves the planning of sales messages and interactions with customers. Selling strategy can be defined and executed at three levels. 1 2 3

  32. Selling and Relationship Strategies

  33. Sales Channel Strategy Determination of how the organization will reach its customers when executing the sales effort. Options include a company salesforce (individual or teams), industrial distributors, independentrepresentatives, internet,telemarketing, and so forth.

  34. Sales Structure Issues

  35. Staff vs. Line Positions

  36. Sales Organization Alternatives

  37. Recruiting and Selecting Sales Talent

  38. Recruitment and Selection Process – Planning –

  39. Recruitment and Selection Process – Locating – • Career/Job Fairs • College Career Centers • On-line Career Sites(e.g., Monster.com and Careerbuilder.com) • Internal (e.g., employee referral) • Employment Agencies

  40. Recruitment and Selection Process – Evaluating – • Resume Screening • Interviews • Assessments • Role Plays • Written Questionnaires • Ride-Alongs • Background Checks

  41. Sales Training Process

  42. Ethical Dilemma

  43. Directing the Salesforce

  44. Directing the Salesforce

  45. Directing the Salesforce

  46. Directing the Salesforce

  47. The Role of Power Sources Advice • Don’t be reluctant to use any form of power. • Be careful not to overuse the power of position or punishment. • Avoid rewarding all desired job outcomes or behaviors. • Enhance power through learning and establishing a good working relationship with subordinates.

  48. Communication and Coaching • Encourage open communication. • Seek feedback. • Use persuasion and promises. • Establish a team approach. • Encourage self-evaluation and correction. • Ensure salespeople diagnose success aswell as failures. • Recognize salespeople are individuals. • Follow-up on coaching sessions. • Serve as a role model. Coaching: Focus on continual development of salespeople through provision of feedback and serving as a role model.

  49. Ethical Dilemma

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