Personal Selling process

Prospecting and Qualifying. The Pre-approach The Approach Sales Presentation Now Prepare your Presentation by Selling Features Vs Benefits & also

keep in mind the A.I.D.A - Techniques.

A= Attract Attention,

I = Create Interest & Maintain it,

D = Arouse Desire & Offer to Fulfil it,

A = Make the Customer to take ACTION

Overcoming objections Closing the Sale

Theories of personal selling

1. AIDAS Theory of Selling

2. Right Set of Circumstances Theory of Selling This theory, sometimes called the situation-response theory,

had its psychological origin in experiments with animals and hold that the particular circumstances prevailing in a given selling situation cause the prospect in a predictable way.

If the salesperson succeeds in securing the attention and gaining the interest of the prospect, and if the salesperson presents the proper stimuli or appeals, the desired response (that is, the sale) will result.

The more skilled the salesperson is in handling the set of

circumstances, the more predictable is the response

3. Buying Formula Theory of Selling

Emphasizes the buyers side of the buyer-seller dyad.

The buyers needs or problems receive major attention, and the salespersons role

is to help the buyer find solutions.

This theory purports to answer the question: What thinking process goes on in the prospects mind that causes the decision to buy or not to buy?

The buying formula is a schematic representation of a group of responses, arranged in psychological sequence. The buying formula theory emphasizes the prospects responses (which, of course, are strongly influenced by internal factors) and deemphasizes the external factors, on the assumption that the salesperson, being naturally conscious of the external factors, will not overlook them.

Since the salespersons normal inclination is to neglect the internal factors, the formula is a convenient way to help the salesperson remember. The origin of this theory is obscure, but recognizable versions appear in a number of early books on advertising and selling by authors who had experiential knowledge of salesmanship.

Marketing vs sales S.no MARKETING SALES

1 Marketing starts with the buyer and focuses

constantly on buyers needs. Selling starts with the seller and is

preoccupied allthe time with the

sellers needs.

2 Seeks to convert customer needs into products Seeks to convert products into Cash.

3 Views business as a customer satisfying process. Views business as a goods producing

process.

4 Marketing effort leads to the products that the

customers actually want to buy in their own interest.

The company makes the product first

and then figures out how to sell it and

make a profit.

5 Marketing communication is looked upon as a tool

for communicating the benefits/

satisfactions provided by the product

Sellers motives dominate marketing communication (promotions).

6 Consumers determine the price; price determines

costs.

Cost determines the price.

Sales Organization structure

Factors Influencing Structure

Product and Service Related Factors Organization Related factors Marketing Mix Related Factors External factors

(Tapan K Panda)

Sales Organization Concepts

Specialization The degree to which individuals perform some of the required tasks to the exclusion of others. Individuals can become experts on certain tasks, leading to better performance for the entire organization.

Centralization The degree two which important decisions and tasks performed at higher levels in the management hierarchy. Centralized structures place authority and responsibility at higher management levels.

Sales Force Specialization Continuum

Some specialization of selling activities,

products, and/or customers

All selling activities and all products to all customers

Generalists Certain selling activities for certain products for certain customers

Specialists

Flat Sales Organization

Span of Control

Ma

na

ge

me

nt L

eve

ls

National Sales

Manager

District Sales

Manager

District Sales

Manager

District Sales

Manager

District Sales

Manager

District Sales

Manager

Span of Control vs. Management

Levels

Tall Sales Organization

National Sales Manager

Span of Control

Ma

na

ge

me

nt L

eve

ls

District Sales

Manager

District Sales

Manager

District Sales

Manager

District Sales

Manager

District Sales

Manager

District Sales

Manager

Regional Sales Manager

Regional Sales Manager

Span of Control vs. Management

Levels

National Sales Manager

Regional Sales Managers

District Sales Managers

Sales Training Manager

Sales Training Manager

Salespeople

Staff Position

Line Position

Line vs. Staff Positions

Simple Product Offerin

g

Complex Range of Products

Customer Needs Different

Customer Needs Similar

Market- Driven

Specialization

Product/Market-Driven

Specialization

Geography- Driven

Specialization

Product- Driven

Specialization

Customer and Product Determinants

of Sales Force Specialization

Geographic Sales Organization

National Sales Manager

Zone Sales Managers (4) Zone Sales Managers (4)

District Sales Managers (20)

Salespeople (100) Salespeople (100)

District Sales Managers (20)

Eastern Region Sales Manager Western Region Sales Manager

Sales Training Manager

Product Sales Organization

National Sales Manager

Office Equipment Sales Manager Office Supplies Sales Manager

District Sales Managers (10)

Salespeople (100) Salespeople (100)

District Sales Managers (10)

Market Sales Organization

National Sales Manager

Zone Sales Managers (4)

District Sales Managers (25)

Salespeople (150)

District Sales Managers (5)

Commercial Accounts Sales Manager

Government Accounts Sales Manager

Sales Training Manager

Salespeople (50)

Functional Sales Organization

National Sales Manager

Field Sales Manager Telemarketing Sales Manager

Regional Sales Managers (4)

Salespeople (160)

Salespeople (40)

District Sales Managers (2)

District Sales Managers (16)