personal selling and customer service
DESCRIPTION
At the end of this presentation, you should be able to: This slide refers to material on p. 374. understand the importance and nature of personal selling. know the three basic sales tasks—order-getting, order-taking, and supporting—and what various kinds of salespeople can be expected to do. understand why customer service presents different challenges than other personal selling tasks. know the different ways sales managers can organize salespeople so that personal selling jobs are handled effectively. know how sales technology affects the way sales tasks are performed. At the end of this presentation, you should be able to: understand the importance and nature of personal selling. know the three basic sales tasks—order-getting, order-taking, and supporting—and what various kinds of salespeople can be expected to do. understand why customer service presents different challenges than other personal selling tasks. know the different ways sales managers can organize salespeople so that personal selling jobs are handled effectively. know how sales technology affects the way sales tasks are performed.TRANSCRIPT
Personal Selling and Customer Service
Chapter 14 Personal Selling and Customer Service CHAPTER FOURTEEN
Lecture Notes for Essentials of Marketing 14e Copyright 2015
McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill
Education. For use only with Perreault/Cannon/McCarthy or
Perreault/McCarthy texts. 2014 McGraw-Hill Companies, Inc.
McGraw-Hill/Irwin At the end of this presentation, you should be
able to:
This slide refers to material on p. 374. understand the importance
and nature of personal selling. know the three basic sales
tasksorder-getting, order-taking, and supportingand what various
kinds of salespeople can be expected to do. understand why customer
service presents different challenges than other personal selling
tasks. know the different ways sales managers can organize
salespeople so that personal selling jobs are handled effectively.
know how sales technology affects the way sales tasks are
performed. At the end of this presentation, you should be able to:
understand the importance and nature of personal selling. know the
three basic sales tasksorder-getting, order-taking, and
supportingand what various kinds of salespeople can be expected to
do. understand why customer service presents different challenges
than other personal selling tasks. know the different ways sales
managers can organize salespeople so that personal selling jobs are
handled effectively. know how sales technology affects the way
sales tasks are performed. At the end of this presentation, you
should be able to:
This slide refers to material on p. 374. know what the sales
manager must do, including selecting, training, and organizing
salespeople to carry out the personal selling job. understand how
the right compensation plan can help motivate and control
salespeople. understand when and where to use the three types of
sales presentations. understand important new terms. At the end of
this presentation, you should be able to: know what the sales
manager must do, including selecting, training, and organizing
salespeople to carry out the personal selling job. understand how
the right compensation plan can help motivate and control
salespeople. understand when and where to use the three types of
sales presentations. understand important new terms. Strategy
Planning and Personal Selling (Exhibit 14-1)
This slide refers to material on p CH 13: Promotion Intro to
Integrated Marketing Communications CH 14: Personal Selling and
Customer Service CH 15: Advertising, Publicity & Sales
Promotion Summary Overview In this chapter we take a closer look at
the important promotion strategy decisions that marketing and sales
managers make in personal selling and customer service. Key Issues
In this chapter, the discussion will include a number of frameworks
and how-to-approaches that guide strategy decisions. The structure
of the chapter is divided into the following four broad personal
selling and customer service issues: The importance of personal
selling Personal selling tasks Strategy decisions The personal
selling process Importance of personal selling Personal selling
tasks Strategy decisions Personal selling process The Importance
and Role of Personal Selling
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builds to include the corresponding point (upon mouse click).
Requires strategy decisions Helping to buy is good selling Personal
Selling Is Important Summary Overview In serving a particular
target market, one of the key elements of the promotion mix is
personal selling. Salespeople are communicators who build
relationships. Key Issues Personal selling is important to all
companies. Salespeople must be able to meet customer needs and
company expectations. Its also economically vital to the companys
survival. In addition, salespeople and sales managers need to
decide what specific personal selling techniques will be used in
dealing with the organizations customers and prospects. Helping
customers make good buying decisions is good selling. In meeting
customer needs, salespeople build lasting relationships with
customers. Salespeople represent the whole companyand customers
too. How the salesperson behaves is all many customers will ever
know about the company. Discussion Question: How does this
statement apply in financial services? The sales force aids in the
market information function, providing feedback to the company
regarding what customers think, feel, and want. Salespeople can be
strategy planners, making decisions every day about how to
manipulate promotional mix elements to fit the needs of their
customers. Salespeople can be strategy planners Salespeople
represent whole company & customers Sales force provides market
information What Kinds of Personal Selling Are Needed?
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Order-Getting Order-Taking Basic Sales Tasks Summary Overview
Marketing managers recognize that effective personal selling
involves successful completion of a number of activities, and
establishing a balance between the right number and the right kind
of salespeople. Therefore, it is important for marketers to
understand the basic sales tasks that are to be performed. Key
Issues Personal selling is divided into three tasks. These basic
sales tasks are: order-getting; order-taking; and supporting. Order
getters and order takers obtain orders on behalf of a company.
Supporting salespeople are not directly interested in orders; their
function is to help the order-oriented salespeople. In some cases,
a single salesperson will do all three tasks. In other cases,
particularly in large companies that depend heavily on personal
selling, the tasks are divided among a number of sales
professionals. Discussion Question: What are the pros and cons of
having a salesperson perform all three basic tasks, compared to
dividing the tasks up among several salespeople? Supporting Order
Getters Develop New Business Relationships
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Order Getters andOrder-Getting Producers Order Getters Find New
Opportunities Summary Overview Order getters are concerned with
establishing business relationships with new customers and
developing new business. Order-getting is seeking possible buyers
via a well-organized sales presentation designed to sell a good,
service, or idea. Key Issues Order getters must be experts about
every aspect of their products. Producers order getters find new
market opportunitiesnew prospects, new accounts, and new channels
of distribution. Good order getters are problem solvers. Many
producers give their order getters special training so they will
understand their customers needs and the products that need to be
sold. Discussion Question: The customer cannot inspect services
before purchasing them. How can an order-getting sales rep get the
consumer to buy a service sight unseen? Wholesalers order getters
work closely with producers and retailers. In a sense, they almost
hand the product to the customer. Salespeople for agent wholesalers
are often order getters. Retail order getters influence consumer
behavior and help to move products from the market introduction
stage to the market growth stage of the product life cycle,
especially for heterogeneous shopping products and unsought
products. Wholesalers Order Getters Almost Hand It to Customer
Retail Order Getters Influence Buyer Behavior Order Takers Nurture
Relationships to Keep the Business Coming
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builds to include the corresponding point (upon mouse click). Order
Takers andOrder-Taking Producers Order Takers Train, Explain, &
Collaborate Summary Overview Order takers sell to regular
customers, completing sales transactions and maintaining
relationships. Order-taking is the routine completion of sales made
regularly to target customers. Key Issues Order takers need to be
highly trained, competent individuals. Order-taking activities can
make the difference between keeping and losing a customer.
Producers order takers train, explain, and collaborate. They work
on improving the whole relationship with the customer. Even if
computers handle routine reorders, someone has to perform basic
tasks such as making adjustments, handling complaints, and keeping
customers informed of new developments. Wholesalers order takers
are involved not in getting orders but in keeping them. Wholesale
order takers may have to deal with thousands of items. As a result,
they often keep in contact with customers on a regular basis and
fulfill any needs that arise, as opposed to selling any particular
item. Retail order takers are often poor salesclerks who are not
paid or trained well. Knowledgeable, courteous, helpful salesclerks
can play an important role in a retailers marketing mix. Discussion
Question: Why do you think that retailers do not place more
emphasis on training and compensating retail order takers?
Wholesalers Order Takers Dont Get OrdersBut Keep Them Retail Order
Takers Are Often Poor Sales Clerks Supporting Sales Force Informs
and Promotes in the Channel
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Missionary Salespeople Technical Specialists Supporting Sales Tasks
Summary Overview Supporting salespeople help the order-oriented
salespeople but they dont try to get orders themselves. Their
activities, such as providing specialized services and information,
are aimed at enhancing the relationship with the customer and
getting sales in the long run. Key Issues Missionary salespeople
are supporting salespeople who work for producers by calling on
their intermediaries and customers. Missionary salespeople can
increase sales by creating goodwill, providing training, and
performing other activities. This position is often used as a
training ground for new salespeople. Technical specialists provide
technical know-how in support of order-oriented salespeople.
Technical specialists are experts who know product applications,
and they often have science or engineering backgrounds. They are
more concerned with providing technical details about products than
in persuading customers to place orders. Discussion Question: How
important are good communication skills for technical specialists?
Explain. Customer service reps work with customers to resolve
problems that arise after a purchase. Every marketing-oriented
company needs good people to handle customer service. Customer
Service Reps Checking Your Knowledge
This slide relates to material on p Julie Jones works for an
investment firm. She calls on potential clients, introduces them to
her firm, develops goodwill, and tries to set up contacts between
customers and her firms account managers. Julie does not manage any
accounts herself, but is using her current position as a training
opportunity in hopes of moving up to an account manager position.
Julies current position is that of a(n): A.order taker. B.order
getter. C.missionary salesperson. D.sales manager. E.systems
seller. Checking Your Knowledge Answer: C Feedback: Missionary
salespeople are supporting salespeople who work for
producerscalling on their intermediaries and their customers.
Julies current position matches the description of a missionary
salesperson. The best answer selection is C. Customer Service
Promotes the Next Purchase
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builds to include the corresponding point (upon mouse click). Not
the product Part of promotion What is customer service? Summary
Overview The focus of customer service is on the service that is
required to solve a problem that a customer encounters with a
purchase. Key Issues Customer service is part of promotion. A firm
should view customer service reps as a key part of personal
selling. Big data and social media can create proactive customer
service Regardless of whether the firm or the customer causes the
problem, customer service reps need to be effective communicators,
have good judgment, and realize that they are advocates not only
for their firm, but also for its customers. Discussion Question:
Think of an experience that you have had recently where you had a
problem with a purchase and you contacted the company about the
problem.How was it handled?Were you satisfied?If not, did you tell
friends and/or family about the experience? Reps are customer
advocates Big data and social media The Right Structure Helps
Assign Responsibility
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builds to include the corresponding point (upon mouse click).
Different Markets, Different Tasks Team Selling Major Accounts
Sales Force Summary Overview The sales manager must organize the
sales force so that all necessary tasks are performed well. If
different people handle different sales tasks, firms often rely on
team sellingwhen different people work together on a specific
account. Key Issues Different target markets need different selling
tasks. Managers often have different sales forces for different
target markets due to variations in the support or information
needs of the target markets. For example, big accounts often get
special treatment from a major accounts sales force. Discussion
Question: What are the advantages of having a separate sales force
for big accounts? Are there any disadvantages? Some salespeople
specialize in telephone selling. Telemarketing is quick and
inexpensive and can provide a way to serve customers who would
otherwise be too expensive to support. Sales tasks are done in
sales territories. A sales territoryis a geographic area that is
the responsibility of one salesperson or several working together.
Managers must weigh distance, number of customers, the complexity
of account service, and the potential profitability of setting up
sales territories. The size of the sales force depends on workload
per salesperson. Assessing the workload evaluates the time required
for sales tasks as well as the number of customers and other
important market factors. Sales Force Size and Workload
Telemarketing Sales Territories Interactive Exercise: Sales Force
Workload
This slide refers to material on p. 386. The objective of this
exercise is to illustrate the concept of sales force workload. A
sales manager can determine the number of salespeople needed by
analyzing the workload of a typical salesperson for a finite time
period, and then make an educated guess regarding how many
salespeople are needed to reach the firms goals. This exercise
walks the student through the workload analysis and it provides a
platform for discussing the implications of changing the workload.
Working through the exercise, the students will learn: How sales
managers can determine the number of salespeople needed; How
companies try to increase productivity of their salespeople; The
impact of changes in the workload on customer relationships. A
typical and understandable mistake to make regarding workload is to
add more people when theres more work to do. This isnt usually a
good idea. Some projects take time to implement. After all, 9 women
cant make a baby in 1 month. For complete information and
suggestions on using this Interactive Exercise, please refer to the
Notes on the Interactive Exercise section for this chapter in the
Multimedia Lecture Support Package to Accompany Essentials of
Marketing.That same information is available as a Word document in
the assets folder for the PowerPoint file. Sometimes Technology Can
Substitute for Personal Selling(Exhibit 14-3)
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builds to include the corresponding point (upon mouse click).
Emphasis on standardized e-commerce (with customer service)
Emphasis on both personal selling & customized e-commerce
Standardized information exchanged on a recurring basis (orders,
invoices, delivery status, product information prices High Summary
Overview Marketing and sales managers in many firms are finding
that some tasks that have traditionally been handled by a
salesperson can now be handled effectively and at lower cost by
information technology and e-commerce systems. Key Issues In
situations requiring a significant need to create and build
relationships, and a low degree of information standardization: A
salesperson is likely to be required. The salesperson can offer
creative problem solving, persuasion, and coordination of sales
activities. In situations requiring a significant need to exchange
standardized information, but not a great need for relationship
building: Marketers can use e-commerce methods to exchange
information about inventory, orders, and delivery status. Websites
can contain product specifications and prices. In situations
requiring a significant need to exchange standardized information,
and a great need for relationship building: Technology may provide
standardized information, while a sales rep spends time on
value-added communication with the customer. In situations
requiring neither a significant need to create and build
relationships, or the exchange of standardized information:
E-commerce sometimes substitutes for personal selling through
digital self-service. Electronic banking, ATMs, and virtual
shopping carts are examples. Discussion Question: Are consumers
becoming more dependent on digital self-service? Why or why not?
Emphasis on digital self-service Emphasis on personal selling Low
Low High Relationship building required (problem solving,
coordination, support, cooperation) Information Technology Provides
Tools to Do the Job
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builds to include the corresponding point (upon mouse click).
NewSoftware Great Changes in Handling Tasks New Hardware Summary
Overview IT (information technology) advancements have led to
changes in how sales tasks are handled. Many of todays sales reps
rely on an array of software and hardware that wasnt available a
decade ago. Key Issues There is new software for spreadsheet
analysis, electronic presentations, time management, sales
forecasting, customer contact, and shelf-space management. Hardware
devices include personal digital assistants with wireless Internet
access, cellular phones, fax machines, laptop computers, pagers,
and personalized videoconferencing systems. In many situations the
new software and hardware provide a competitive advantage. They are
dramatically changing the ability of sales reps to meet the needs
of their customers while achieving the objectives of their jobs.
However, the availability of these technologies does not change the
basic nature of the sales tasks that need to be accomplished. What
they do change is the wayand how wellthe job is done. Of course, if
a firm expects salespeople to be able to use these technologies,
that requirement needs to be included in selecting and training
people for the job. Discussion Question: What obstacles exist that
may hinder the adoption and use of new sales technologies within a
particular organization? In other words, if these tools are so
great, why doesnt everyone use them? Good Selection and Training
Needed Technology Can Be a Competitive Advantage What is Done vs.
How Its Done Using Technology in Personal Selling
This slide refers to material on p This humorous ad from Sprint
features Sprint PCS, a high-tech communications package. The
salesperson in the ad is ready to tell the world about the many
attractive features of Sprint PCS. Some of these features would be
particularly attractive to businesspeopleand salespeopleon the go.
Video Operation: Use the onscreen player controls to operate the
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hit the Escape key, right-click on the video and uncheck Full
Screen, or type Alt+Enter. You can do this at anytime during the
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the video player window. To restore, right-click the video player
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Show View. Macros must be enabled in order to play the videos from
within PowerPoint. Copyright 2015 McGraw-Hill Education. All rights
reserved. No reproduction or distribution without the prior written
consent of McGraw-Hill Education. Sound Selection to Build a Sales
Force
This slide relates to material on p Summary Overview It is
important to hire good, well-qualified salespeople. Progressive
companies adopt a systematic approach to selecting a sales force.
Key Issues Selecting good salespeople takes judgment, plus other
specific techniques. Companies constantly update lists of possible
job candidates. They invite applications at the companys website.
They schedule candidates for multiple interviews, do background
checks, and may even use psychological tests. As shown in this ad,
customers who rent heavy construction equipment want to deal with a
knowledgeable salesperson. So CAT selects salespeople who have
experience with the applications for which the equipment will be
used and gives them training on CAT products and new developments
in the market. Discussion Question: If you were selecting someone
to serve in a sales force, what types of questions would you ask in
an interview? Training to Meet a Job Description
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builds to include the corresponding point (upon mouse click).
Specific, Written Job Description Summary Overview Sound selection
is not the only important consideration for sales managers.
Motivating salespeople is also important and requires careful
assessment of the needs of the company and the individual when
setting compensation. Key Issues The job description is a statement
of what a salesperson is expected to do. Job descriptions should be
specific and in writing. The job description becomes a tool for
recruiting candidates whose qualifications are a good match for the
job. Good salespeople are trained, not born. All salespeople need
some training--even those with natural ability. Training is
required to learn: selling methods, customer needs, organization
skills, how to promote the product line, and how to constantly
update this knowledge with new information. Discussion Question:
Why is it that some of the best salespeople are not the
back-slapping, extroverted, talkative people most consumers have
come to expect when thinking of a professional salesperson? At
minimum, a companys sales training program should cover: company
policies and practices; product information; building relationships
with customers; and professional selling skills. Trained, Not Born
All Salespeople Need Training Checking Your Knowledge
This slide relates to material on p. 390. After spending two years
in the insurance business, Anne McCauley decided to go to graduate
school so that she could become qualified to teach high school
English. Even though she had a reasonable amount of success in
selling insurance, she could not deal with the variability in her
income from month to month. She said, In some months I earn all the
money I need in a couple of days. In other months, I can work hard
all month long and earn nothing. She wanted a career with more
regular earnings. It sounds as though Anne was on a _________
compensation plan in the insurance business. A.straight commission
B.straight salary C.combination D.cost-plus Checking Your Knowledge
Answer: A Feedback: Annes description of her insurance job matches
a straight commission compensation plan. There were certain months
where she met her requirements and earned her commission in a few
days. But there were months when she did not meet her requirements
and earned nothing. This compensation format is consistent with a
straight commission plan. The best answer selection is A.
Compensating and Motivating Salespeople
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slide builds to include the corresponding point (upon mouse click).
Level of Compensation Method of Payment Summary Overview To recruit
and keep good salespeople, a firm must design an attractive
compensation package that also motivates salespeople to become top
performers. The key is to match what people want to do and what
interests them with the needs of the company. Key Issues Two basic
decisions must be made in developing a compensation plan: the level
of compensation, and the method of payment. Regarding the level of
compensation, the amount of money a person can make should be at
least comparable to competitors compensation. Compensation varies
with the job and needed skills. Payment methods also vary.
Salespeople are typically compensated by: straight salary; straight
commission--a percentage of sales, or some combination of salary
and commission. Discussion Question: Which one of these plans would
provide the most security? Which one would provide the most
incentive? Combination plans are most common. Straight Salary
Straight Commission Combination Plan Interactive Exercise: Sales
Force Compensation
This slide refers to material on p. 391. The purpose of this
exercise is to help students understand the various sales force
compensation options. The exercise begins with three scenarios in
which students are challenged to identify the most appropriate
compensation plan based on the nature of the selling task. Next,
students are asked to calculate the level of compensation for three
different combination compensation plans, and make a recommendation
as to which they would implement given a particular sales forecast.
Finally, students are challenged to evaluate a more realistic
scenario in which the rate of commission associated with each
combination plan influences the level of sales volume and as a
result, revenues. Each portion of the combination sales
compensation plan analysis is accompanied by multiple graphs. For
complete information and suggestions on using this Interactive
Exercise, please refer to the Notes on the Interactive Exercise
section for this chapter in the Multimedia Lecture Support Package
to Accompany Essentials of Marketing.That same information is
available as a Word document in the assets folder for the
PowerPoint file. Determining the Choice of the Pay Plan
This slide relates to material on p. 391. Summary Overview What
determines the choice of the pay plan? Key Issues Straight salary
gives controlif there is close supervision. The salaried
salesperson is expected to do what the sales manager wants. Sales
managers need to exercise close supervision. Commissions can
motivate and direct priorities. A salesperson on straight
commission tends to be his or her own boss. Incentives should link
efforts to results. Incentives must be carefully aligned with the
firms objectives. Discussion Question: What types of incentives do
you think would motivate people to sell more or to provide better
customer service? Differences in territory potential can be taken
into account when setting sales quotas the specific sales or profit
objectives that salespeople are expected to achieve. Flexibility
vs. Simplicity (Exhibit 14-4)
This slide refers to material on p Straight commission Combination
plan Summary Overview Limitations on working capital or market
uncertainty may compel a company to choose a straight commission
plan, or a combination plan with a large commission component.That
way, total selling expense goes up only if salespeople actually
bring in customers and revenue. Key Issues This exhibit illustrates
that straight salary is simple to understand and administer.Its the
same regardless of sales. Commission is more complicated but can
add flexibility.As sales volume increases, total selling expense:
increases at the fastest rate for a straight commission plan;
increases at a lesser rate for a combination plan; and remains
constant with a straight salary plan. A straight salary plan is
simple salespeoples pay is not dependent on the amount they sell. A
combination plan includes some salary and some commission.
Compensation plans must be clear. Salespeople need to see the link
between effort and income. Although straight salary plans provide
the most simplicity, sales managers often sacrifice some simplicity
to achieve control, incentive, and flexibility. Discussion
Question: What would be the simplest compensation planstraight
salary, straight commission, or a combination plan? Why? Sales
managers must plan, implement, and control the compensation plan.
Total selling expense Straight salary Sales volume Key Steps in the
Personal Selling Process (Exhibit 14-5)
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builds to include the corresponding point (upon mouse click).
Prospect for new customers Evaluate needs of established customers
and business opportunity Set effort priorities Summary Overview
Each step in the personal selling process involves its own set of
skills. But it is also important to think of the process as a
whole. Key Issues Prospecting is following all the leads in the
target market to identify potential customers and narrow down to
the right target. In business markets, a salesperson may have to
work hard to find the real purchase decision makers, because of
multiple buying influence. The salesperson needs to assess the
needs of established customers and set priorities, because all
customers are not equal. How long to spend with whom? Selecting
target customers involves identifying factors for successwhat the
customer needs, what the company offers, and how well the
salesperson can find a good match. A company often develops a way
to rank potential customers. Discussion Question: How much planning
goes into the typical telemarketing sales calls consumers receive
at home? Explain. The personal selling process continues with the
sales presentation, which is the salesperson's effort to make a
sale or address a customer's problem. Before making the
presentation, the salesperson should learn as much about the client
as possible, such as who makes the purchase decisions and the key
criteria they use. Better information allows the salesperson to
custom-design a presentation to match specific customer needs.
Discussion Question: Describe a time when you thought a salesperson
made an excellent presentation. Why do you think this stands out in
your mind? Lets take a closer look at the three types of sales
presentation approaches prepared, consultative, and selling
approach. Select target customer Identify who influences purchase
decision and/or who is involved in buyer-seller relationship
Preplan sales call and presentation(s) Prepared presentation
Consultative selling approach Selling formula approach Three Types
of Sales Presentation Approaches May Be Useful
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slide builds to include the corresponding point (upon mouse click).
Three Presentation Approaches Summary Overview Salespeople choose
among three approaches when making a sales presentation. 1)
Prepared sales presentation: a memorized presentation that is not
adapted to each individual customer. This canned approach is often
used when the prospective sale is low in value, only a short
presentation is possible, or the salesperson is not yet very
skilled. It standardizes the presentation, but suffers from being
rigid and treating all customers alike. 2) Consultative selling
approach: involves developing a good understanding of the
individual customers needs before trying to close the sale--it
builds on the marketing concept. After making general opening
comments, the salesperson asks the customer questions and listens
carefully to the answers to identify unique customer needs. The
salesperson acts as a consultant to meet the customers needs. 3)
Selling formula approach: starts with a rehearsed presentation, but
moves toward more customer interaction, questioning, and
participation during the course of the presentation. The selling
formula approach is some of both of the other two approaches.
Discussion Question: The financial services industry is in various
stages of adopting a consultative selling approach to replace its
traditional selling formula approach.Comment on the difference
between an insurance sale of a product versus using a financial
plan to identify insurance needs. Prepared Approach Consultative
Approach Selling Formula Approach Checking Your Knowledge
This slide relates to material on p A seller of asset-management
services specializes in marketing his services to people connected
with the publishing business, such as authors, book distributors,
and bookstore owners. He often gets leads by scanning newspapers
and magazines, looking for new authors whose books are favorably
reviewed. This searching takes place in the _________ stage of the
personal selling process. A.follow-up B.sales presentation
C.closing D.prospecting E.prequalification Checking Your Knowledge
Answer: D Feedback: This seller is involved in following all leads
in the target market to identify potential customers. This search
process is the prospecting stage of the personal selling process.
The best answer selection is D. Key Steps in the Personal Selling
Process (Exhibit 14-5)
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slide builds to include the corresponding point (upon mouse click).
Prospect Set effort priorities Evaluate needs Select target
customer Preplan sales call and presentation(s) Summary Overview
Selecting a sales presentation approach is not the end of the
personal selling process. The salesperson has to make the
presentation, close the sale, and follow up after the sale. Key
Issues Lets continue our walk through the personal selling process.
Recall the AIDA modelfrom the previous chapter. Salespeople must
also try to generate attention, interest, desire, and action. These
concepts can help a salesperson plan sales presentations. It is
necessary to get the customers attention at the start of a
presentation and move to getting the customer to take action.
Generating interest, answering problems and objections, and
arousing desire are all critical. Presentations should end with a
closehere the salesperson asks for the customers business. The best
salespeople learn how to close effectively. Make sales presentation
Create interest Overcome problems/objections Arouse desire Close
the sale (get action) Key Steps in the Personal Selling Process
(Exhibit 14-5)
This slide refers to material on p. 394. Indicates place where
slide builds to include the corresponding point (upon mouse click).
Prospect Set effort priorities Evaluate needs Select target
customer Preplan sales call and presentation(s) Summary Overview
After a sales presentation, the salesperson may follow-up with the
hope of acquiring a new customer.Or if the customer purchases, the
salesperson will follow-up to maintain and enhance the
relationship. Key Issues The process includes a feedback
loopsometimes the salesperson may have to go back and start at an
earlier stage in the process. As in other areas of the promotion
mix, ethical issues may arise in personal selling. Obviously, the
truthfulness of the salesperson is important. Discussion Question:
Is a company ever served well by dishonest salespeople, even if the
questionable practices result in high sales volume? Explain.
Problems are less likely to arise if a salesperson emphasizes the
fulfillment of customer needs and building a long-term
relationship. Top management and marketing or sales managers set
the ethical tone for the sales force. Feedback Make sales
presentation Close the sale (get action) Follow up after sales call
to establish relationship Follow-up after the purchase to maintain
and enhance relationship Checking Your Knowledge
This slide relates to material on p Light-the-Way, Inc. sells
standard household items such as cleaners, trash bags, and light
bulbs via telemarketing. The products are made or packaged by
people who are visually impaired. The company donates a percentage
of its sales revenue to organizations that provide services to the
blind. The telephone sales presentation emphasizes this fact and
the quality of the merchandise. The salesperson making the calls
reads the same sales script to every potential customer who is
called. The only opportunity for the customer to talk comes when
the salesperson attempts to close the sale. This is an example of
a(n): A.consultative selling approach. B.selling formula approach.
C.prospecting approach. D.systems selling approach. E.prepared
sales presentation. Checking Your Knowledge Answer: E Feedback: The
salesperson making the telephone calls does not adapt the material
read to each potential customer. In fact, it is the exact same
script. This approach is an example of the prepared sales
presentation. So, the best answer selection is E. An Example of
Consultative Selling
This slide refers to material on p. 396. This ad from ReMax shows
how real estate agents can assist prospective home buyers early in
the personal selling process by understanding their unique needs.
Video Operation: Use the onscreen player controls to operate the
video. To view the video at Full Screen, right-click the video and
choose Full Screen. To go back to your presentation you can either
hit the Escape key, right-click on the video and uncheck Full
Screen, or type Alt+Enter. You can do this at anytime during the
video playback. Under certain circumstances, the video may not fill
the video player window. To restore, right-click the video player
object and select Zoom 200%. The videos will only play in Slide
Show View. Macros must be enabled in order to play the videos from
within PowerPoint. Copyright 2015 McGraw-Hill Education. All rights
reserved. No reproduction or distribution without the prior written
consent of McGraw-Hill Education. You should now be able to:
This slide refers to material on p. 374. understand the importance
and nature of personal selling. know the three basic sales
tasksorder-getting, order-taking, and supportingand what various
kinds of salespeople can be expected to do. understand why customer
service presents different challenges than other personal selling
tasks. know the different ways sales managers can organize
salespeople so that personal selling jobs are handled effectively.
know how sales technology affects the way sales tasks are
performed. You now should: understand the importance and nature of
personal selling. know the three basic sales tasksorder-getting,
order-taking, and supportingand what various kinds of salespeople
can be expected to do. understand why customer service presents
different challenges than other personal selling tasks. know the
different ways sales managers can organize salespeople so that
personal selling jobs are handled effectively. know how sales
technology affects the way sales tasks are performed. You should
now be able to:
This slide refers to material on p. 374. know what the sales
manager must do, including selecting, training, and organizing
salespeople to carry out the personal selling job. understand how
the right compensation plan can help motivate and control
salespeople. understand when and where to use the three types of
sales presentations. understand important new terms. You now
should: know what the sales manager must do, including selecting,
training, and organizing salespeople to carry out the personal
selling job. understand how the right compensation plan can help
motivate and control salespeople. understand when and where to use
the three types of sales presentations. understand important new
terms. Key Terms basic sales tasks order getters order-getting
order takers
This slide refers to boldfaced terms appearing in Chapter 14. basic
sales tasks order getters order-getting order takers order-taking
supporting salespeople missionary salespeople technical specialists
customer service reps team selling major accounts sales force
telemarketing sales territory job description sales quota
prospecting Summary Overview These are key terms you should be
familiar with based upon the material in this presentation. Key
Issues Basic sales tasks: order-getting, order- taking, and
supporting. Order getters: salespeople concerned with establishing
relationships with new customers and developing new business.
Order-getting: seeking possible buyers with a wellorganized sales
presentation designed to sell a product, service, or idea. Order
takers: salespeople who sell to regular or established customers,
complete most sales transactions, and maintain relationships with
their customers. Order-taking: the routine completion of sales made
regularly to target customers. Supporting salespeople: salespeople
who help the orderoriented salespeoplebut don't try to get orders
themselves. Missionary salespeople: supporting salespeople who work
for producers by calling on their middlemen and their customers.
Technical specialists: supporting salespeople who provide technical
assistance to orderoriented salespeople. Customer service reps:work
with customers to resolve problems that arise with a purchase,
usually after the purchase has been made. Team selling: different
sales reps working together on a specific account. Major accounts
sales force: salespeople who sell directly to large accounts such
as major retail chain stores. Telemarketing: using the telephone to
call on customers or prospects. Sales territory: a geographic area
that is the responsibility of one salesperson or several working
together. Job description: a written statement of what a
salesperson is expected to do. Sales quota: the specific sales or
profit objective a salesperson is expected to achieve. Prospecting:
following all the leads in the target market to identify potential
customers. 14-33 Key Terms sales presentation prepared sales
presentation close
This slide refers to boldfaced terms appearing in Chapter 14. sales
presentation prepared sales presentation close consultative selling
approach selling formula approach Summary Overview These are
additional key terms. Key Issues Sales presentation: a
salesperson's effort to make a sale or address a customer's
problem. Prepared sales presentation: a memorized presentation that
is not adapted to each individual customer. Close: the
salesperson's request for an order. Consultative selling approach:
a type of sales presentation in which the salesperson develops a
good understanding of the individual customer's needs before trying
to close the sale. Selling formula approach: a sales presentation
that starts with a prepared presentation outlinemuch like the
prepared approachand leads the customer through some logical steps
to a final close. 14-34