Transcript Business Marketing Communications: Personal Selling

Business Marketing
Communications:
Personal Selling
Chapter 17
Personal Selling
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Why is it so important in B2B?
• Costs per sales call
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Salespeople
• What do they do
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For their company?
For buyers?
Personal Selling
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Relationship Marketing
• Selling Center
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“initiate and maintain relationships with industrial
customers”
Objectives
• Buying Center
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“participate in the purchasing decision and share
goals and risks of that decision.”
Objectives
Relationship quality
• Two dimensions
Managing the Sales Force
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What is Sales Management?
• Role of strategy and forecasts
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Organizing the Effort
• Depends on:
• Types
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Geographical organization
• Advantages
• Disadvantages
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Product organization
• Advantages
• Disadvantages
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Market-centered organization
• Advantages
• Disadvantages
Managing Key Accounts
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80/20 rule
What is a key account?
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Purchases a significant volume as a percentage of sales
Involves several organizational members in the process
Buys for an organization with geographically dispersed units
Expects a carefully coordinated response and specialized services
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Differences between key accounts and regular accounts- See next
slide
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Selecting Key Accounts
• Look at profit potential and degree to which customer values support
services
• Look at Phase 1 companies with unique support requirements that can
generate $$$
• Consider degree to which transaction complements seller’s business
Isolating the Account
Management Process
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What do account managers do?
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What makes them successful?
• Building internal relationships
• Forging relationships with customer
organization
• Aligning and crafting
• Enhanced internal reputation
Sales Administration
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Recruiting and Selecting
• Trade-offs
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Experience v. inexperience
Quantity v. quality
• Recruiting
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What to demonstrate?
Advantages of good recruiting efforts
Training
• What to teach people
• Increasing focus on global skills
• Why is training so important?
Sales Administration
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Supervision and Motivation
• Motivation
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“amount of effort salesperson desires to expend on
each of the activities or tasks associated with his of
her job.”
Model on next slide
Three factors
Two types of rewards
• Intrinsically mediated rewards
• Extrinsically mediated rewards
• Job performance
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Motivation
Aptitude
Role perception
Sales Administration
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Evaluation and Control
• “Monitor and control salesforce to see if
objectives are being met.”
• Performance measures
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Behavior-based
• Subjective
• Characteristics
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Outcome-based
• Objective
• Characteristics
• Setting performance standards
Sales Administration
• What makes Job Performance decline?
• Organizational Climate and Job Satisfaction
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What can make job performance increase?
Clearly state objectives and performance
requirements
Manager watching over
Manager giving assistance
Perceptions of influencing company policy
Satisfied employees positive salespeople ??
• Turnover
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Less likely to leave if job satisfaction is high
Models for Industrial Sales Force
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How to Deploy?
• Territory Sales Response
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Potential
Concentration
Dispersed
Territory workload
• Sales Opportunity Grid
• Internet
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Self-service
Seminars