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18-2
Personal Selling and Sales
Management
Chapter 18Chapter 18Chapter 18Chapter 18
McGraw-Hill/Irwin Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
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18-3
Chapter GoalsChapter GoalsChapter GoalsChapter Goals
McGraw-Hill/Irwin Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
• Role of personal selling in a promotion program
• When a firm is likely to utilize personal selling
• Forms of personal selling
• Variety of personal selling jobs
• Developments in how personal selling is performed
• Personal selling process
• Strategic role of sales-force management
• Challenges in staffing, operating, and evaluating the sales force
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Personal SellingPersonal Selling
Personal communication of information to persuade
somebody to buy something.
The major promotion tool
Personal communication of information to persuade
somebody to buy something.
The major promotion tool
Advertising500,000people
Selling16 million
people
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18-5
Personal Selling as PromotionPersonal Selling as Promotion
Flexible
Costly
Difficult toattract quality
people
Minimizewaste
Focused
Goal issale
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18-6
When Personal Selling is Used When Personal Selling is Used
MARKET
Concentrated:
Geographically
In few industries
In several
large customers
PRODUCT
Value not apparent
High unit cost
Technical
Requires demonstration
Fitted to customer’s need
Introductory stage
of the Product Life Cycle
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Scope of Personal SellingScope of Personal Selling
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Variety of Sales JobsVariety of Sales Jobs
Delivery Sales
Outside Order Taker
Inside Order Taker
Missionary Sales Person
Sales EngineerConsultativeSales Person
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18-9
Personal SellingPersonal Selling
Professional Sales Person
Cost of Personal Selling
Uniqueness of Sales Jobs
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18-10
Changing Patterns in Personal Changing Patterns in Personal SellingSelling
SellingCenters
SystemsSelling
GlobalSales Teams
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Changing Patterns in Personal Changing Patterns in Personal SellingSelling
Automation
TelemarketingRelationship
Selling
InternetSelling
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Scope of Personal SellingScope of Personal Selling
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Staffing and Operating a Sales Staffing and Operating a Sales ForceForce
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18-14
Recruiting ApplicantsRecruiting Applicants
Recruitment and SelectionRecruitment and Selection
Determining Hiring SpecificationsDetermining Hiring Specifications
Matching Applicants with Hiring Specifications
Matching Applicants with Hiring Specifications
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Compensating a Sales ForceCompensating a Sales Force
CommissionSalary
Combination
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Evaluating a Sales Person’s Evaluating a Sales Person’s PerformancePerformance
Qualitative
Quantitative
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18-17
Key Terms and ConceptsKey Terms and ConceptsKey Terms and ConceptsKey Terms and Concepts
McGraw-Hill/Irwin Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
Personal selling
Inside selling
Outside selling
Selling center
Systems selling
Global sales teams
Relationship selling
Telemarketing
Internet selling
Sales force automation
Personal selling process
AIDA
Methods of sales-force compensation
Quantitative evaluation bases
Qualitative evaluation bases