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Sales Management
Prof. Tejas Fadia
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Selling and buying styles
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5
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1 2 3 4 5 6 7 8 9
Concernforthecusto
mers
(1,9) People Oriented
I am customers friend,
I want to understand him and
respond to his feelings and
interests so that he will like me. It is
the personal bond that leads him to
purchase from me.
(5,5) Sales technique Oriented
I have tried an effective routine for
getting a customer to buy. It
motivates through a blended
personality and product emphasis
(1,1) Take it or Leave it
I place the product before the
customer and it sells itself as and
when it comes.
(9,1) Push the product Oriented
I take challenge of the customer
and hard sell him, polling on all
the pressure it takes to make him
buy
(9,9) Problem Solving Oriented
I consult with the customer so as to
inform myself of all the needs in his
situation that my products can satisfy.
We work towards a sound purchase
decision on his part, which yield him
the benefits he expects from it.
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Selling situations
Sales task and function
Maintenance selling
Developmental selling
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Selling skills
Selling Skills
Listening Skills
Conflict management and
resolution skills
Negotiation
and bargaining
skills
Problem
solving skills
Effective
communication
skills
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Communication process
Noise
Channel
Feedback
Intended
Message
Sent Message
Encoding
Perceived
Message
Received
Message
Decoding
Sender Receiver
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Communication process Contd.
Managing body language:
Personal Appearance
Posture
Gestures
Facial Expressions Eye Contact
Space Distancing
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Process of listening
Attendance
Interpretation
Evaluations
Remembrance
Response Action
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Levels of listening
Feedback
Paraphrasing
Emphatic listening
Clarifications
Active Listening
Barriers to Listening !
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Conflict management skills
Models of conflict
Components of conflict
The conflict resolution process:- lumping
- avoidance
- coercion
-meditation
- conciliation
- arbitration
- adjudication
- negotiation
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Stage I
Potential
opposition or
Incompatibility
Stage II
Cognition &
Personalization
Stage III
Intentions
Stage IV
Behaviour
Stage V
Outcomes
Antecedent
Conditions
Communication
Personal
Variables
Structure
Perceived
Conflict
Felt Conflict
Conflict handling
Intentions
Competing
CollaborationCompromising
Avoiding
Accommodating
Overt Conflict
Partys
behaviour
Othersreaction
Increasedgroup
performance
Decreased
group
performance
Conflict management process
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Negotiation skills
Situation and timing for negotiations
Formulation for a bargaining strategy
The theory and strategy of principle
negotiations
- separate the people from the problem
-focus on interests, not on positions
- invent options for mutual gains
- insist on objective criteria
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Problem solving skills
Habit I: be proactive
Habit 2: begin with an end in mind
Habit 3: put first things first
Habit 4: think winwin
Habit 5: seek first to understand, then to
be understood
Habit 6: synergize
Habit7: renewal
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Define the problem
Generate alternative solutions
Decide the solution
Implement the solution
Evaluate the solution
Problem solving processProblem solving process
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Problem
Definition
Techniques
Find out origin of
the problem
Explore theproblem
Present
desired state
analysis
Evaluate
problemstatement
Statement
and
Restatement
Dunkersdiagram
Problem definition techniques
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2
3
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6
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Dunkers diagramDunkers diagram
Achieve the desired state
Possible path to the desired state
Path 1 Path 2 Path 3
Solutions to implement & paths to desired solutions
Solution 1Solution 2 Solution 3
General Solution
Functional Solution
Specific Solution
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Perceived problems
Re Statement
Re Statement
Final problem Statement
Relax
Constraints
Make an
Opposite
Statement
Generalize
Statement restatement techniqueStatement restatement technique
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Components of a decision on the
future course of action
Components of a decision on the
future course of action
Situation analysis
Problem analysis
Past
What is the fault
Decision analysis
Potential problem
Analysis
Future
How to prevent future
faults?
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Decision on the best
solution
Approval
Planning
Carry through
Follow up
Evaluation
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Solution implementation processSolution implementation process