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DESCRIPTION
Class: upper 400 Mkt
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Introduction
Identify the purposes of sales organization
Understand the issues associated with a company sales force vs. independent agents
Understand the different options for horizontal organizational structures of a sales force
The Firm
• Sales goals• Sales objectives• Quotas• Customers • Relationship Selling• Collaboration with
other areas in the firm
Expertise
• Responsibility • Emotional Intelligence • Understanding the
Psychology of Buying• AIDI Model
• Sales Knowledge• FAB• Trial Close
• Product Knowledge• Specialization
• Experience • Confidence
Economics
Sales Force: Easier
management Less focus on sales
– more focus on selling behaviors
working with customers & maintaining records for the principal
Independent Agent: Find best combination
of price, coverage, and service
More popular with smaller companies due to cost-effectiveness
provide coverage of secondary products otherwise not
economically feasible using direct sales force
Strategy
Sales Force: They deliver benefits & can
fluctuate with demand Integrate selling process into a
long term business strategy Enhanced customer relations Better trained sales force Adaptive, Efficient, and Effective
Independent Agent: Generate best possible
value (best combination of coverage & price)
Committed to customer satisfaction
Effective way to accomplish the personal selling function
Extremely conscious of time because they know they must produce sales to survive
Control
Sales Force: Direct control of
the sales effort Source of power Enhanced ability
to forecast future sales
combine individuals sales personalities with complex issues
Independent Agent: Vested members of
your local community They are not beholden
to any one company Strong customer and
community ties Offer a broader line of
products that provide a range of solutions to customer problems
characteristics of a good organization: reflects a market orientation built around activities responsibilities that are clearly
spelled out sufficient authority granted to
meet the responsibility a reasonable span of executive
control stability combined with
flexibility balanced and coordinated
activities both within the sales department and between sales and non-marketing departments.
three basic categories: line organization-
simplest form of organization and is often appropriate for small firms
line-and-staff organization- enables a company to use
staff assistants who are specialists in various areas of marketing
functional organization- carries specialization a step
further by giving more line authority to the executive specialists.
Sales Forces basic sales specialization:
The most frequently used bases are: geographical
territories type of product sold classes of customer
Organizational strategies: strategic account
management team selling independent sales
forces e-commerce telemarketing
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