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marketingGREWAL / LEVYM 18
PERSONAL SELLING AND SALES MANAGEMENT
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
LEARNING OBJECTIVESLEARNING OBJECTIVES
Learning Objectives
How does personal selling add value? What is the personal selling process? How do technology and the Internet
affect personal selling? What are the key functions of a sales
manager?
18-2
Mary Kay Inc.
Beauty Consultants Retain gross profits
on each product Earn commissions
on their sales teams
18-3
The Scope and Nature of Personal Selling
18-4
Professional Selling as a Career
People love the lifestyle There is a lot of flexibility There is a lot of variety
in the job Can be very lucrative Very visible to
management and good for promotions
Sales Jobs Website
18-5
Personal Selling and Marketing Strategy
Can customize the message for a specific buyer
Assists in creating strong supply chain relationships
Increased customer loyalty through relationship selling
Gather research input from customers
Crucial to the success of CRM
18-6
The Personal Selling Process
18-7
Step One: Generate and Qualify Leads
18-8
Generate Leads
18-9
Step Two: Preapproach
18-10
Step Three: Sales Presentation and Overcoming Reservations
18-11
Aligning the Personal Selling Process with the B2B Buying
Process
18-12
Step Four: Closing the Sale
Getting the order Often most
stressful part of sales process
A “no” one day may be the foundation for a “yes” another
18-13
Step Five: Follow-Up
18-14
The Impact of Technology and the Internet on Personal Selling
Salesforce.com Website
18-15
Ethical and Legal Issues in Personal Selling
18-16
Issues for the Sales Force and Corporate Policy
The firm may have a policy to sell goods or services to people who
cannot afford them or to people who should not have them.
The firm may have a policy to sell goods or services to people who
cannot afford them or to people who should not have them.
18-17
Issues for the Sales Person and the Customer
Have you ever felt that you were
treated unethically by a salesperson? What happened?
18-18
Managing the Sales Force
18-19
Sales Force Structure
Company sales force Employees Established product lines
Manufacturers representatives (independent agents) Not employees Smaller firms New markets
18-20
Salesperson Duties
18-21
Recruiting and Selecting Salespeople
18-22
Recruiting for Success
18-23
Sales Training
18-24
Motivating and Compensating Salespeople
Financial rewardsFinancial rewards Nonfinancial rewards
Nonfinancial rewards
18-25
Evaluating Salespeople
Tied to the reward structure
Evaluation measures can be either objective or subjective
18-26
Personal selling can take place in which of the following situations?
A. Face-to-face
B. Over the internet
C. Video teleconferencing
D. Over the telephone
E. All of the above
18-27
The basic consideration that determines whether a company will hire a sales force is:
A. can the sales manager find good salespeople?
B. does the company have a “hot” product?
C. is a sales force worth more than it costs?
D. will the manager be able to find an effective supply chain manager?
E. will online advertising work?
18-28
The preapproach stage occurs prior to meeting the customer for the first time and:
A. includes initiating new qualify leads.
B. extends the qualification of leads procedure.
C. focuses on closing the sale.
D. ensures effective follow-up.
E. follows the sales presentation.
18-29
1. What are the steps in the personal selling process?
2. How does the selling process impact the business to business buying process?
Check Yourself
18-30
In B2B market situations, it is particularly important to:
A. buy customers lunch.
B. continually find new and potentially profitable customers.
C. closing the sale early in the day.
D. have order takers act as order getters.
E. all of the above.
18-31
1. What do sales managers need to do to successfully manage their sales force?
2. What is the difference between monetary and nonmonetary incentives?
Check Yourself
18-32
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