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Key Change Forces affecting

Salesmanship1. Globalization

2. Intensified competition3. Inflated customer expectations

4. Technological innovation

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1. Competing in a

Global Economy

The cumulative effect of globalization

More players More products

New technology

Global markets

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2. Intensified Competition Hypercompetition

Competitive advantage Sustainable competitive advantage

Real competitive advantage

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3. Ever-changing Customer

Expectations Market turbulence The rate of change in the composition of

customers and their preferences

Salespeople must:

Learn new products

Learn new sales techniques

Learn new sales strategies

Un-learn old; that no longer viable

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Type of Selling Jobs

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Type of Selling Jobs

Retail

Direct

Wholesaler Manufacturer

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Type of Selling Jobs

Selling in Retail

A retail salesperson sells goods or services to

consumers for their personal, non-business use.

Direct sellers sell face to face to consumers typically

in their homes who use the products for their personal

use.

Selling DirectTypically in B2B situations

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Type of Selling Jobs

Selling for a Wholesaler

For resale

For use in producing other goods For use within an organization

Selling for a Manufacturer

Working for the firm who manufacturers the product

Usually one of the most prestigious jobs to hold

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Sales Job Categories

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Based on the Nature of Job

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Sales Job Categories

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Order Taker A salesperson who only processes the purchase

that the customer has already selected

An inside salesperson who waits on the customer

sometimes

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Order Getter A salesperson who actively seeks to provide

information to prospects, persuade prospective

customers, and close sales

Personal service oriented stores

May practice suggestion selling

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Delivery Salesperson It is an outside activity

Involves supplying product to the customer

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Consumer Goods or Route

Salesperson Operates as an order taker, but in the

marketplace

Calling typically on trade

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Sales Engineers (Technical

Selling) Help prospective customers to define their needs

and then suggest the best means of meeting those

needs by providing the technical inputs Usually technically qualified

Support the regular sales force or help sell the

product

Common in B2B situations

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Missionary Salesperson They do not seek to obtain a direct order from

their customers

Primary goal is to persuade customers to placeorders with distributors or wholesalers

Create goodwill or educate the potential customer

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Creative Selling Salesperson who understand the customers

present and future operations and then

present creative solutions to enhance value

addition

Creative sales person of tangibles

Creative sales person of intangibles

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Based on Selling Environment

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Selling Environments and Selling Types

Selli g E viro me ts Selli g Types

Over-the-counter yOrder taker

yOrder getterField Selling yProfessional salespeople

yNational account managers

yMissionary salespeople

ySupport salespeopleTelemarketing yOutbound

yInbound

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Support Sales Support the sales force in a number of ways

Technical support salespeople assist with technical

aspects of sales presentations

Merchandisers may set up product displays

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Tele Selling Utilizing the telephone for prospecting, selling,

and/or following up with customers

Outbound: the salesperson uses the telephone tocall customers

Inbound: Firms which have customers calling the

vendor company to place orders (toll-free phone

numbers)

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Sales Management

The management of the personal

selling function.

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Sales Management

Recruit, train, motivate, and evaluate theirsales representatives

Manage territories

Develop sales plans and sales forecasts

Identify business opportunities and create

appropriate strategies Encourage the sales team to create added-value for the customer

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Sales Management

Sales Ma ager is the person responsible

to help plan and implement the firms sales

strategy, and to manage and develop thefirms sales force

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Sales Management Responsibilities

Strategic

planning

Organizing

the sales

force

Recruiting,

selection,assimilation

Training and

developmen

t

Motivation

andsupervision

Performanc

e evaluation

Communication

Coordination

Integration

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Describing

the

Personal

Selling

Function

Defining the

Strategic Role

of the SalesFunction

Developing

the Sales

Force

Directing

the Sales

Force

Determining

Sales Force

Effectiveness

andPerformance

Sales Management Model

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Qualities of a Good

Sales Manager Most successful supervisory-management

personnel have certain behaviours in

common:

Structure

Consideration

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Str ct re a leadership characteristic

displayed by sales managers who clearly

define their own duties and those of thesales staff, and who assume an active role in

directing their subordinates

Qualities of a Good

Sales Manager(continued)

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Behavioural evidence of structure:

Planning takes place on a regular basis

Expectations are clearly communicated

Decisions are made promptly and firmly

Performance of salespeople is appraised

regularly

Qualities of a Good

Sales Manager (continued)

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Co si eratio a leadership dimension

displayed by sales managers who have

relationships with salespeople that arecharacterized by mutual trust, respect for

the salespersons ideas, and consideration

for their feelings

Qualities of a Good

Sales Manager(continued)

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Behavioural evidence of consideration:

Regular and effective communication receives

a high priority

Each salesperson is treated as an individual

Good performance is rewarded often

Qualities of a Good

Sales Manager (continued)

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Qualities of a Good

Sales Manager (continued)

Mastery of structure and consideration is an

important first step followed by Sit atio al

Lea ers i Matching your leadership style to the particular

situation that you face with individual members

of your sales force

The final test is that ofc aracter

Personal standards of behaviour, honesty and

integrity

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Coac i g is an interpersonal process

between a sales manager and a salesperson

in which the manager helps the salespersonto improve performance in a specific area

Qualities of a Good

Sales Manager (continued)

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Sales Force Management

Challenges in the 21st Century

Selling by executives

Customer relationship management (CRM) Sales force diversity

Complex channels of distribution

An international perspective Ethical behavior and social responsibility

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Transactions Relationships

Individuals Teams

Sales Volume Sales Productivity

Sales Management Trends

Management Leadership

Local Global

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Transaction-Focused vs.

Relationship FocusedTransaction-Focused Relationship-Focused

Short term thinking

Making the sale has

priority over mostother considerations

Interaction between

buyer and seller is

competitive

Salesperson is self-interest oriented

Long term thinking

Developing the

relationship takespriority over getting

the sale

Interaction between

buyer and seller is

collaborative. Salesperson is

customer-oriented

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Criteria for Building Partnerships

1.Individual excellence: Both partners add value,and their motives are positive (pursue opportunity)rather than negative (mask weakness).

2. Importance: Both partners want the relationship

to work because it helps them meet long-termstrategic objectives.

3. Interdependence: The partners needs each other;each helps the other reach its goal.

4. Investment: The partners devote financial andother resources to the relationship.

5. Information: The partners communicate openlyabout goals, technical data, problems, and

changing situations.

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