销售管理指南英文版doc 50页.docx

销售管理指南英文版doc 50页.docx

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销售管理指南英文版doc50页

SalesManagement761

JimStoddard

CHAPTER1

ANOVERVIEWOFCONTEMPORARYSALESMANAGEMENT

Salesforcemanagementisthemanagementofthepersonalsellingcomponentofanorganization'smarketingprogram.

Theactivitiesinvolvedinmanagingthepersonalsellingfunctioninclude:

1.Theformationofthestrategicplan（PLANNING）.

2.Theimplementationofthesalesprogram（IMPLEMENTATION）.

3.Theevaluationandcontrolofsalesforceperformance（CONTROL）.

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1.PLANNING:

Theformationofastrategicsalesprogramrequiresfivemajorsetsofdecisions:

1.HowcanthepersonalsellingeffortbestbeadaptedtotheCOMPANY'SENVIRONMENTandintegratedwithotherelementsofthefirm'smarketingstrategy?

2.Howcanvarioustypesofpotentialcustomersbebestapproached?

persuaded?

serviced?

WhatACCOUNTMANAGEMENTPOLICIESshouldbeadopted?

3.HowshouldthesalesforcebeORGANIZEDtocallonandmanagevarioustypesofcustomersasefficientlyandeffectivelyaspossible?

4.Whatlevelofperformanceshouldeachmemberofasalesforcebeexpectedtoattainduringthenextplanningperiod?

ThisinvolvesFORECASTINGDEMANDandsettingQUOTASANDBUDGETS.

5.Howshouldthesalesforcebedeployed?

Howshouldsalesterritoriesbedefined?

Whatisthebestwayforeachsalesperson'stimetobeallocatedwithinhisorherterritory?

ThisinvolvesdecisionsaboutTIMEANDTERRITORYMANAGEMENT.

2.IMPLEMENTATION:

Implementingasalesprograminvolvesmotivatinganddirectingthebehaviorofthesalesforce.

Atleast5factorsinfluenceasalesperson'sjobbehaviorandperformance:

1.Environmentalvariables

2.Roleperceptions

3.Aptitude

4.Skilllevel

5.Motivationlevel

Implementingasalesprograminvolvesdesigningpoliciesandproceduressothatthejobbehaviorandperformanceofeachsalespersonisshapedanddirectedtowardthefirmsobjectivesandperformancegoals.

3.EVALUATIONANDCONTROL:

Evaluationandcontrolistheprocessofmeasuringandassessingtheperformanceofasalespersonorsalesforce.

Thereare3majorapproachesthatacompanymightutilizetoevaluateandcontrolthesalesforceandmonitorsalesprogramperformance:

1.Salesanalysisapproach（Volume）

2.Costanalysisapproach（Costs）

3.Behavioranalysisapproach

CHAPTER2

ANOVERVIEWOFPERSONALSELLING

RetailSelling-involvessellinggoodsandservicestoultimateconsumersfortheirownpersonaluse.

Examples:

door-to-doorsalespeople

insuranceagents

realestatebrokers

retailstoreclerks

IndustrialSelling-isthesaleofgoodsandservicesatthewholesalelevel.Industrialsellinginvolves3typesofcustomers:

1.Salestoresellers（i.e.,retailers）

2.Salestobusinessusers（i.e.,manufacturers）

3.Salestoinstitutions（i.e.,hospitalsorgovernments）

Similaritiesbetweenretailandindustrialselling:

-requireinterpersonalskill

-requiresolidknowledgeoftheproductsbeingsold

-requireanabilitytodiscoverthecustomer'sneedsandproblems

Differencesbetweenretailandindustrialselling:

-industrialgoodsandservicesaremoreexpensiveandtechnicallycomplex

-industrialcustomerstendtobelargerandengageinextensivedecisionmakingprocessesinvolvingmanypeoplewithintheircompany

1.ALTERNATIVESELLINGTECHNIQUES

Mostsellingtechniquesconformtooneoffourbroadphilosophicalorientationsorapproachestowarddealingwithcustomers:

1.Thestimulus-responseapproach-basedonthenotionthateverysensorystimulusproducesaresponse.Salesrecruitslearnwhattosay（thestimulus）andwhatthebuyersarelikelytosay（theresponse）inmostcircumstances.

2.Mental-statesapproach-basedontheideathatabuyer'smindpassesthroughsuccessivestagesbeforeheorshedecidestomakeapurchase.BasedontheAIDAtheoryofpersuasion（Attention,Interest,Desire,Action）.Selling"formulas"areusedtodesignasalespresentationthatcoincideswiththebuyersmovementthroughthestages.

3.Need-satisfactionapproach-basedontheideathatcustomersaretobeservedratherthanproductssold.

Customersneedsarethestartingpointinmakingasale.Thesalesperson'staskistoidentifytheprospectsneeds,maketheprospectawareofthatneed,andthenpersuadetheprospectthathisorherproductorservicewillsatisfythatneedbetterthananyotheralternative.

4.Problem-solvingapproach-similartotheneed-satisfactionapproachexceptthatthesalespersongoesonestepfurthertohelptheprospectidentifySEVERALalternativesolutions,analyzetheiradvantagesanddisadvantages,andselectthebestsolution.

2.PROSPECTING

Prospecting-isthemethodorsystembywhichsalespeoplelearnthenamesofthepeoplewhoneedtheproductandcanaffordit.

Namesandaddressesofgoodprospectscanbeobtainedinanumberofways:

1.salesmanagerscanpreparelistsofprospects.

2.customerscansuggestnewleads（snowballtechnique）.

3.presentusersmaywantnewordifferentmodels.

petitorscustomerscanmakegoodprospects.

5.tradeassociationandindustrydirectories.

6.telephonedirectories.

7.othersalespeople.

8.suppliers,socialandprofessionalcontacts.

Onequestionthatmustbeaddressedbyafirm'saccountmanagementpoliciesishowmuchemphasissalespeopleshouldgivetoprospectingfornewcustomersversusservicingnewaccounts.

Ingeneral,salesrepsshoulddevotealargepercentageoftimetoprospectingif:

1.Ifthefirm'sproductisintheintroductorystageofitsproductlifecycle.

2.Ifitisaninfrequentlypurchaseddurablegood.

3.Ifthetypicalcustomerdoesnotrequiremuchserviceafterthesale.

Ontheotherhand,salesrepsshouldspendmostoftheireffortservicingexistingcustomersif:

1.Thefirmhasalargemarketshare.

2.Thefirmsellsfrequentlypurchasednondurableproducts.

3.Thefirm'sproductsrequiresubstantialserviceafterthesaletoguaranteecustomersatisfaction.

3.THEPREAPPROACH

Preapproach-includesalltheinformationgatheringactivitiesnecessarytolearnrelevantfactsabouttheprospectandhisorherneedsandsituation.

Thepreapproachconsistsoffourfunctions:

1.Toqualifytheleadordisclosetheparty'sneedsandabilitytopay.

2.Toprovideinformationthatwillenablethesellertotailorthepresentationtotheprospect.

3.Toprovideinformationthatmaykeepthesalesrepfrommakingserioustacticalerrorsduringthepresentation.

4.Toincreasethesalesrepsconfidencetofeelabletohandlewhatevermayariseduringthesale.

4.Qualifyingtheprospect:

Beforethesalespersonattemptstosetupanappointmentforamajorsalespresentation,heorsheshoulddeterminewhethertheprospectqualifiesasaworthwhilepotentialcustomer.

Qualificationinvolvesfindingtheanswerstothreeimportantquestions:

1.Doestheprospecthaveaneedformyproductorservice?

2.CanImakethepeoplethatareresponsibleforbuyingsoawareofthatneedthatIcanmakeasale?

3.Willthesalebeprofitabletomycompany?

5.THEAPPROACH

Approach-inspiresinterestinhearingmoreabouttheproposition,makesaneasytransitionintothepresentation,andgetstheprospectsattention.

Formostsalestrainingprograms,sixbasicapproachesareused:

1.Introductoryapproach-thesalesrepmerelyintroduceshim/herselfandidentifiesthecompanyheorsherepresents.

2.Assessmentapproach-thesalesrepopenstheinterviewwithapleaforinformationorpermissiontoinvestigatethecompany'sproblem.

3.Productapproach-consistsofhandingtheproducttotheprospect,withlittleornoconversation.

4.Customer-benefitapproach-thesalesrepselectsabenefitpackagethatwilllikelybeofmostinteresttotheprospect-basedonwhatisknownaboutthesituation.

5.Referralapproach-thesalesrepreceivespermissionofpastorpresentcustomerstousetheirnamesasareferenceinmeetinganewprospect.

6.Consultativeapproach-thesalesrepopensthesalebygettingtheprospecttotalkabouttheproblem.

6.THEPRESENTATION

Presentation-themainbodyofthesalewherethesalesreppresentstheproductorpropositionandshowstheprospectitsbenefits.

Goodsalespresentationsarebuiltaroundaforcefulproductdemonstration.

Cannedpresentationsarepreparedsalespresentations.

Advantages:

1.givesnewsalespeopleconfidence.

2.canutilizesalestechniquesproveneffective.

3.givessomeassurancethatthecompletestorywillbetold.

4.greatlysimplifiessalestraining.

Throughoutthepresentationthesalesrepmakestrialclosestodeterminewhetherthecustomerisreadytobuy.Thiscanbedonebyaskingsuchquestionsas:

Whichmodeldoyoulikebest?

Whichcolordoyouprefer?

Cashorfinancing?

Ifallgoeswellinthetrialclose,thesalesrepgoesrightonintoanassumptivecloseandwrapsupthesale.

Asalesrepusinganassumptivecloseassumesthatthesalehasbeenmade.Thesalesrepstartsfillingouttheorderform.

However,ifalldoesnotgowell,thenextphaseofselling（i.e.,meetingobjections）mustbeundertaken.

Pointstokeepinmindconcerningsalespresentations:

1.Don'trundowncompetitors.

2.Don'tbetooaggressiveorabrasive.

3.Havefullknowledgeofcompetitor'sproducts.

4.Havefullknowledgeofcustomer'sbusiness.

5.Keepthepresentationsimple.

6.Seekcredibility

7.MEETINGOBJECTIONS

MeetingObjections-objectionsshouldbewelcomedandindicatethattheprospecthassomeinterestintheproposition.

Statedversushiddenobjections:

Statedobjectionsmaybephoney.

Objectiontopriceandproduct:

Toprice:

pricetoohighorprospectcannotaffordtheprice.

Procrastinatingobjections:

Examplesinclu