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Two Kinds of PersonalSelling 

• The customers come to the salespeople.• Mostly involves retail-store selling.

• Most salespeople fall into this

category.• The salespeople go to the customers.

• Usually represent producers or

wholesaling middlemen and sell tobusiness users.

• Some outside selling is relying moreon telemarketing.

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The Personal Selling  Process (Steps 1 and 2)

1. Prospecting and Qualifying • Identify potential customers.

• Qualifying involves determining whetherprospects have the willingness,purchasing power, and authority to buy.

2. Preapproach to Individual Prospects

• Salespeople must learn how buying

decisions are made.• Salespeople should also try to find out a

prospect’s personal habits andpreferences.

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The Personal Selling  Process (Steps 3 to 5)3. Presenting the Sales Message: AIDA

• Attract the prospect’s Attention.

• Hold the prospect’s Interest.

• Build a Desire for the product.

• Stimulate the Action of closing the sale.

4. Meet Objections and Close the Sale

• Objections help clarify customer’s concerns. 

5. Postsale Services• Deal with cognitive dissonance.

• Ensure everything happened as it should(delivery).

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PROSPECTING PREAPPROACH PRESENTATIONPOSTSALESERVICES

Identifying:ProfilesLeadsRecords

Qualifying:CapabilityWillingness

Information

Habits

Preferences

AIDA:Attention

InterestDesireAction

Meet Objections

Close the Sale

Reducedissonance

Buildgoodwill

The Personal Selling Process

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Sales Force Management 

• Effective sales force management starts with aqualified sales manager.

• The tasks that take up the bulk of salesexecutives’ time include: 

• Recruitment and selection (Match candidateswith your needs)

• Assimilation and Training

• Motivation• Compensation

• Supervision

• Performance evaluation

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Recruitmentand

Selection

Assimilation

Training

Motivation

Compen-sation

Performance

Evaluation

Supervision

The Sales Management  Process

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Compensation

• Straight salary• Works well for new people, new territories.

• Good where lengthy negotiations typical.

• Straight commission• Strong incentive, direct reward for effort.

• Can be hard to control salespeople.

• A combination plan• Most firms do this.

• Best of both worlds.

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 Performance Evaluation

• Both quantitative and qualitative factorsshould serve as bases for performanceevaluation.

•

Quantitative bases are specific andobjective.

• Qualitative factors are limited by thesubjective judgement of the evaluators.

• Both inputs (or effort) and outputs (orresults) should be used.