dr. s. borna mba 671. lecture outline conditions under which personal selling effort is more...
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Dr. S. BornaDr. S. BornaMBA 671MBA 671
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Lecture OutlineLecture Outline
Conditions under which Conditions under which personal selling effort is morepersonal selling effort is moreimportantimportant
Sales Force Management DecisionsSales Force Management Decisions
Sales force organizationSales force organization
Sales force SizeSales force Size
Sales force CompensationSales force Compensationsales force evaluationsales force evaluation
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Promo-toolsPromo-tools
Ad.Ad. PersonalPersonal Sales PublicitySales Publicity SellingSelling PromotionPromotion
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Conditions under which Conditions under which personal selling effort is morepersonal selling effort is moreimportant:important:
1. Product is complex and requires1. Product is complex and requires a good deal of presale or post a good deal of presale or post sale service;sale service;
2. Target market is large and 2. Target market is large and geographically concentrated;geographically concentrated;
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3. Firm is pursuing a marketing 3. Firm is pursuing a marketing strategy aimed at taking marketstrategy aimed at taking market share away from the establishedshare away from the established competitors;competitors;
4. Firm has limited promotional4. Firm has limited promotional resourcesresources
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Advantages of Sales Force As AAdvantages of Sales Force As ACommunication Tool:Communication Tool:
1. It is face-to-face communication1. It is face-to-face communication with potential customer.with potential customer.
2. Message can be tailored to the 2. Message can be tailored to the needs of the target audience.needs of the target audience.
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3. Because of immediate feedback,3. Because of immediate feedback, sales representative knows whensales representative knows when a particular sales approach is a particular sales approach is working or not.working or not.4. More complex and large amounts4. More complex and large amounts of information can be transmittedof information can be transmitted to the customer.to the customer.5. Personal relationship can be5. Personal relationship can be established.established.
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The average cost of a personalThe average cost of a personalsales call: 250-500.sales call: 250-500.
It takes between 3 to 4 calls to It takes between 3 to 4 calls to close a sale close a sale
Need for Effective ManagementNeed for Effective Managementof Sales forceof Sales force
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Sales Force Management Sales Force Management DecisionsDecisions
1. Defining Sales Force 1. Defining Sales Force ObjectivesObjectives
2. Planning the sales force program2. Planning the sales force programa. Sales force organizationa. Sales force organizationb. Territory design & deploymentb. Territory design & deploymentc. Setting quotasc. Setting quotas
d. Formulating accountd. Formulating account management policiesmanagement policies
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3. 3. Implementing the sales planImplementing the sales plana. selecting & recruitinga. selecting & recruitingb. training salespeopleb. training salespeoplec. compensation & rewardc. compensation & reward
4. 4. Evaluation and controlEvaluation and control
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Personal Selling ObjectivesPersonal Selling Objectives
Objectives can vary acrossObjectives can vary acrosscompanies.companies.
A company may focus on one orA company may focus on one ormore of the following objectives:more of the following objectives:
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1. Winning acceptance of new products by 1. Winning acceptance of new products by existing customers existing customers
2. Developing new customers 2. Developing new customers for existing products for existing products (a push strategy)(a push strategy)
3. Maintaining Customer Loyalty3. Maintaining Customer Loyalty
4. Communicating product information 4. Communicating product information to potential customers. to potential customers.
5. Gathering market information.5. Gathering market information.
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Salesforce ObjectivesSalesforce Objectives
ProspectingProspectingCommunicatingCommunicatingSellingSellingServicingServicingInformation Information gatheringgathering
HuntersHuntersDetail menDetail menFarmersFarmersMaintenanceMaintenanceIntelligenceIntelligence officersofficers
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Territorial-structured sales forceTerritorial-structured sales force
Product-structured sales forceProduct-structured sales force
Customer-structured sales forceCustomer-structured sales force
Organization by selling functionOrganization by selling function
Sales force organizationSales force organization
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The Question of Territory SizeThe Question of Territory Size
Two ApproachesTwo Approaches
Equal Territory PotentialEqual Territory Potential
Equal Work-LoadEqual Work-Load
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Sales force SizeSales force SizeDifferent Sales force Size DecisionsDifferent Sales force Size Decisions
Size of Total Generalized Size of Total Generalized Sales forceSales force
Total size of all SpecializedTotal size of all Specialized Sales forcesSales forces
No. of salespeople assignedNo. of salespeople assigned to districts, zones, or regionsto districts, zones, or regions
Size ofSize ofeach each specializedspecializedsales forcesales force
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Workload Approach to Sales Workload Approach to Sales Force SizeForce Size
Workload Approach to Sales Workload Approach to Sales Force SizeForce Size
Classify customers by sizeClassify customers by size Determine desirable call frequenciesDetermine desirable call frequencies Determine total sales calls needed per Determine total sales calls needed per
yearyear Determine average number of sales Determine average number of sales
calls per sales representative per yearcalls per sales representative per year Divide total by number per repDivide total by number per rep
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Allocation of Sales force EffortAllocation of Sales force Effort (Call Norms)(Call Norms)
How much selling effort is needed toHow much selling effort is needed tocover accounts and prospects?cover accounts and prospects?
Three analytical tools are availableThree analytical tools are availableto answer the above question:to answer the above question:
1. Single factor models1. Single factor models2. Portfolio models2. Portfolio models3. Decisions models3. Decisions models
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Decision ModelsDecision Models
Increase the sales Increase the sales callscalls until the until the marginal costs equals theirmarginal costs equals theirmarginal revenues.marginal revenues.
Need to develop a responseNeed to develop a responsefunctionfunction
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Portfolio ModelsPortfolio ModelsAccount OpportunityAccount Opportunity
Competitive Pos.Competitive Pos.
(Competitive position: Strength of the (Competitive position: Strength of the relationship)relationship)
LL HH
HH
LL
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Single Factor ModelsSingle Factor Models
The typical procedure is to classifyThe typical procedure is to classifyall accounts on one factor, such asall accounts on one factor, such asmarket potential, size, etc. and market potential, size, etc. and assign all accounts in the sameassign all accounts in the samecategory the samecategory the same number of salesnumber of salescalls.calls.
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Single factorSingle factormodelsmodels
Easy to develop and useEasy to develop and use
Low AnalyticalLow AnalyticalRigorRigor
PortfolioPortfoliomodelsmodels
High AnalyticalHigh AnalyticalRigorRigor
Decision Decision modelsmodels
Difficult to develop and useDifficult to develop and use
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Sales Force CompensationSales Force Compensation
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How Companies compensate theirHow Companies compensate theirsales forcessales forces
Straight Salary 23%Straight Salary 23%All Commission Plans 27%All Commission Plans 27%
Straight Commissions 24%Straight Commissions 24%Commissions + Bonus 3%Commissions + Bonus 3%
All Commission Plans 50%All Commission Plans 50%Salary + Commissions 11%Salary + Commissions 11%Salary + Bonus 28%Salary + Bonus 28%Salary+Comm.+Bonus 11%Salary+Comm.+Bonus 11%
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Managing Sales force Reward Managing Sales force Reward SystemsSystems
Types of Sales force rewardTypes of Sales force rewardRanked in order of Preference:Ranked in order of Preference:
PayPayPromotionPromotionSense of AccomplishmentSense of AccomplishmentPersonal Growth OpportunitiesPersonal Growth OpportunitiesJob SecurityJob Security
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30,00030,000
8% commission
8% commission
$300,000$300,000
salessales
straightstraightsalarysalary
24,00024,000
20,00020,000
$$
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Management must determineManagement must determinethe the levellevel andand componentscomponents ofofan effective compensationan effective compensationplanplan
Level: Should it be higher orLevel: Should it be higher orlower thanlower than going market rategoing market rate??
Components: Fixed and variableComponents: Fixed and variableamounts; fringe benefitsamounts; fringe benefits
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NON-FINANCIAL COMPENSATION NON-FINANCIAL COMPENSATION
1. Career advancement through1. Career advancement through promotionpromotion
2. Sense of accomplishment 2. Sense of accomplishment note:note: cannot be delivered to thecannot be delivered to the salesperson from the salesperson from the organization.organization.
cont.cont.
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3. Opportunity for Personal Growth3. Opportunity for Personal Growth (example, college tuition(example, college tuition reimbursement programs)reimbursement programs)
4. Recognition4. Recognition
5. Job Security5. Job Security
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Setting QuotasSetting Quotas
Starting point is sales forecasts forStarting point is sales forecasts foreach territory, product line, etc.each territory, product line, etc.
Goals in dollar salesGoals in dollar salesunit salesunit salesprofit marginsprofit marginsor specific activitiesor specific activities(e.g. to make 24 presentation)(e.g. to make 24 presentation)
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Setting Sales QuotaSetting Sales Quota
Advantages and disadvantagesAdvantages and disadvantagesof setting sales quotas tooof setting sales quotas toohigh or too lowhigh or too low
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Implementing the sales plan:Implementing the sales plan:
a. Selecting & recruitinga. Selecting & recruitingb. Training salespeopleb. Training salespeoplec. Compensation & rewardc. Compensation & reward
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Staffing the Sales force: RecruitmentStaffing the Sales force: Recruitmentand Selectionand Selection
Importance of Recruitment and Importance of Recruitment and selection:selection:1. Reduction in training costs1. Reduction in training costs2. Less supervisory problems2. Less supervisory problems3. Lower turnover rates3. Lower turnover rates4. “Optimum” sales force 4. “Optimum” sales force performanceperformance
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What makes a good What makes a good salesperson?salesperson?
Looking for good predictorLooking for good predictortraits.traits.
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Steps involved in Recruiting and Steps involved in Recruiting and Selecting Salespeople:Selecting Salespeople:
StepStep oneone
Planning for Recruiting and SelectionPlanning for Recruiting and Selection
1. R. and S. Objectives1. R. and S. Objectives2. Job Analysis2. Job Analysis3. Job Qualifications3. Job Qualifications4. Job Description4. Job Description
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Recruitment:Recruitment:
Locating prospective candidatesLocating prospective candidatesInternal SourcesInternal SourcesExternal SourcesExternal Sources
Step 2Step 2
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Selection: Evaluation and HiringSelection: Evaluation and Hiring
1. Screening Resumes and 1. Screening Resumes and Applications.Applications.
2. Initial interview2. Initial interview
3. Intensive Interview3. Intensive Interview
4. Testing4. Testing
Step 3Step 3
cont.cont.
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5. Assessment Centers5. Assessment Centers
6. Background Investigations6. Background Investigations
7. Physical Examination7. Physical Examination
8. Selection Decision (Job Offer)8. Selection Decision (Job Offer)
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Continual Development of the Continual Development of the Sales force: Sales TrainingSales force: Sales Training
Knows the company?Knows the company?YES YES NONO
KnowsKnowsthetheProduct?Product?
NONO
New proceduresNew proceduresNew productsNew productsNew customersNew customers
Emphasis onEmphasis onProductProduct
CompanyCompanyregulationregulationProceduresProcedures
Both Both Product &Product &CompanyCompany
YESYES
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Sales force MotivationSales force Motivation
INTENSITYINTENSITY: Amount of Physical and: Amount of Physical andmental effort put forth by the mental effort put forth by the salespersonsalespersonPERSISTENCEPERSISTENCE: : Salesperson’s Salesperson’s choice to expend effort over a choice to expend effort over a period of time.period of time.DIRECTIONDIRECTION: Where the efforts of : Where the efforts of salesperson will be spent.salesperson will be spent.
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Evaluation and ControlEvaluation and Control
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Evaluating Sales RepresentativeEvaluating Sales Representative
Formal Evaluation of Formal Evaluation of Performance (need for Performance (need for developing evaluative criteria)developing evaluative criteria)
Person-to-Person ComparisonsPerson-to-Person Comparisons
Current-to-past Sales Current-to-past Sales ComparisonsComparisons
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Evaluation and Control of SalesEvaluation and Control of SalesPerformancePerformance
Limitation of Limitation of Total Dollar Sales Vol.Total Dollar Sales Vol.
1. Product or Product Group1. Product or Product Group2. Class of Customer2. Class of Customer3. Marketing Channel3. Marketing Channel4. Time Periods4. Time Periods
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Salesman ActivitySalesman ActivityDays worked; calls per day; Days worked; calls per day; calls per customer; orders per call; calls per customer; orders per call; size of ordersize of order
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Supervising SalespeopleSupervising Salespeople
Establishing Standard ofEstablishing Standard ofPerformancePerformance
Maintaining Communication LinkMaintaining Communication Link
Interpreting and Enforcing PolicyInterpreting and Enforcing Policyand Proceduresand Procedures
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Step 1. Prospecting and Qualifying
Step 1. Prospecting and Qualifying
Identifying and Screening For Qualified Potential Customers.
Steps in the Selling ProcessSteps in the Selling Process
Learning As Much As Possible About a Prospective Customer
Before Making a Sales Call.
Learning As Much As Possible About a Prospective Customer
Before Making a Sales Call.Step 2. Pre-approachStep 2. Pre-approach
Step 3. ApproachStep 3. ApproachKnowing How to Meet the Buyer
to Get the Relationship Off to a Good Start.
Knowing How to Meet the Buyerto Get the Relationship Off
to a Good Start.
Step 4. Presentation/ Demonstration
Step 4. Presentation/ Demonstration
Telling the Product “Story” to the Buyer, and Showing the
Product Benefits.
Telling the Product “Story” to the Buyer, and Showing the
Product Benefits.
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Steps in the Selling ProcessSteps in the Selling Process
Step 5. Handling Objections Step 5. Handling Objections
Step 6. Closing Step 6. Closing
Step 7. Follow-Up Step 7. Follow-Up
Seeking Out, Clarifying, and Overcoming
Customer Objections to Buying.
Asking the Customerfor the Order.
Following Up After the Sale toEnsure Customer Satisfaction
and Repeat Business.