Personal Selling and Sales Roles

• Personal Selling – interpersonal communication to persuade a prospective customer to purchase

• Sales RolesOrder taker – respond to customers’ requestsOrder getter – responsible for creating sales and

developing new accounts

Characteristics of a Successful Salesperson

Impression CriteriaAppearance – neat and clean cutDress – conservative and in good tasteDemeanor – confident and with a sense of humorAttitude – friendly and sincere, possessing a “consumer is number one” orientationVoice and speech – talks to express and not to impress; has well developed listening skills

 “Can do” Criteria

Grades – upper 25 percent of graduating classCurriculum – tendency to take advanced and more difficult coursesExtracurricular activities – has contributed to organizations, held offices, and volunteeredRelated work experience – part-time and summer jobs; internshipsCareer goals – interest in marketing and well developed reasons for this interest

 “Will do” Criteria

Character – integrity, self-reliance, loyalty, idealism, principlesMotivation – drive, perseverance, sense of responsibilityAbility to get along with others – likes people, cooperative, constructive attitude, mature

FAB Selling Technique

• Features – physical characteristics of product or service

• Advantages – product or service strengths relative to competition

• Benefits – how product or service will fulfill consumers’ needs

Table 14.1 Summary of FAB Selling

Type of Characteristic

Definition Impact on Large Sales

Features Describes facts, data, and product characteristics

Neutral or slightly negative

Advantages Shows product strengths in relation to competitors’ products

Slightly positive

Benefits Shows how product meets the customer’s needs

Very positive

Location       Rural or urban; location within city or town       Type of area: industrial, agricultural, political       Accessibility by highway and major carrier; by membership       Facilities for sharing and overflow; attractions for free time Guestroom Accommodations       Total number and amount that can be committed; when they can be committed       Types of rooms: singles, doubles, suites, etc.; special rooms: nonsmoking, handicapped accessible       Rate schemes: rack rates, discounted rates (volume, time of purchase, etc.), upgrades General Facilities and Services       Public dining and lounge facilities       Entertainment, recreation, and fitness facilities       Business or corporate services: faxing, copying, shipping, etc.       Other services: room service, valet parking, laundry, etc. Meeting Facilities       Total number and dimensions of meeting rooms; possible setups       Location and dimensions of exhibit areas       Equipment: tables, podiums, audiovisual, etc.       Banquet rooms and reception areas Outside Facilities and Services       Restaurants and tourist attractions       Sports and recreation facilities (e.g., golf, tennis, etc.)       Additional business services Transportation       Mass transit and taxis       Rental cars, charters, and sightseeing vehicles 

Figure 13.2. Property Analysis Checklist

List of Potential Benefits

• Cost or price

• Location or convenience

• Image or status

• Quality service

• Adaptability or flexibility

• Professionalism of management/operations

Meeting Needs

• Purpose and potential attendees

• Identify and manage attendee expectations

• Develop a central theme

• Develop a schedule of events

• Develop a budget

• Develop criteria for location and hotel site

• Identify possible meeting dates

Contract Items

• Guest Rooms – number, price, cut-off

• Meeting Rooms – hours, price, guarantees

• Food and Beverage – price, guarantees

• Payment Method

• Attrition and Penalty Clauses

• Special Needs (e.g., transportation, security)

Meetings Market Segments• Corporate

– Sales and training meetings– Management meetings– New product introduction meetings– Incentive meetings (reward for good performance)– Stockholders’ and Board of Directors’ meetings

• Association – Conferences and conventions– Board of Directors’ meetings– Seminars and workshops– Committee meetings

Association Meetings

• Long lead time (planned 5-10 years in advance)

• Voluntary attendance

• Price sensitive

• Decentralized billing

• Annual meetings are mandatory in charter

Corporate Meetings

• Shorter lead time

• Mandatory attendance

• Quality sensitive (less price sensitive)

• Centralized billing (master account)

• Many reasons for meeting

Table 13.2Factors Considered Very Important in Selection of a Facility/Hotel

  Corporate Convention Association

Quality of Food Service 80% 78% 71%

Negotiable food, beverage and room rates

77% 83% 76%

Number, size and quality of meeting rooms

74% 93% 72%

Cost of hotel or meeting facility

72% 76% 73%

Efficiency of billing procedures

64% 62% 56%

Meeting support services and equipment

63% 61% 47%

Efficiency of check-in and check-out procedures

61% 60% 50%

Number, size and quality of sleeping rooms

60% 83% 55%

Assignment of one staff person to handle all aspects of meeting

53% 55% 45%

Personal Selling Process

Prospecting andQualifying

Planning and Delivering Sales

Presentations

OvercomingObjections

Closing theSale

Prospecting and Qualifying

• Prospecting– Inquiries

– Names from clients

– Centers of influence

– Developed lists

– Direct mail campaigns

– Corporate sales offices

– Cold calls

• Qualifying– Need for the product

– Able to afford the product

– Willing to pay our price for the product

– Authority to sign contract

– Accessible

Making the Sales Call

• Develop an outline of the presentation• Make formal introduction• Ask probing questions

Information gathering Problem identification Problem resolution

• Determine prospect’s behavioral style• Actively listen

Encourage talking Take notes Paraphrase the customer’s meaning with a confirmation question Express an understanding of the customer’s feelings and

perceptions

• Entertain objections

Types of Objections

• Price or rate

• Products and services offered

• Company image

• Too much pressure

• Sales manager’s personality

Overcoming Objections

• Agree and counter

• Turn the objection into a reason for buying

• Seek more information

• Postpone the objection

Closing the Sale

• Continued affirmation

• Prestige or status close

• Assumptive close

• Closing on a minor point

• Standing room only

Asking Probing Questions

• Situation Questions

• Problem Questions

• Implication Questions

• Need-Payoff Questions

Key Account Management

Undeveloped accounts

Desirable accounts

Undesirable accounts

Developed accounts

Present Profit Margin

low high

high

low

Potential for new business

Negotiating Tips

• When you give something up, get something in return

• Look for items other than price to negotiate

• Do not attack your prospect’s demand; look for the motive behind it

• Do not defend your position; ask for feedback from the prospect

Ethical Issues in Personal Selling

• Sharing confidential information

• Reciprocity

• Bribery

• Gift giving and entertainment

• Making misleading sales claims

• Business defamation

© 2010 John Wiley & Sons, Inc.