Sales Management Week 2
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The document discusses different models of selling including transactional selling which focuses on sales skills and product differentiation, and relationship selling which emphasizes general management skills, value-based offers, and developing trusted partnerships with customers. It also outlines the responsibilities of sales management such as organizing the sales force, strategic planning, and performance evaluation. Finally, it discusses factors important for professional salespeople like listening skills, adaptability, and the ability to overcome objections.
Sales Management Week 2
- 1. SALES MANAGEMENT Yrd.Doç.Dr.DİLEK SAĞLIK
- 2. Selling and Sales Management Jobber and Lancaster 8th edn,2009
- 3. Chp 1 Development & Role of Selling in marketing?
- 5. Contrasting Transactional and Relationship Selling Models Transactional selling model Emphasis on sales skills Responsiveness to customer needs Good products, price, and service Narrow customer focus Differentiate through products Sales/revenue focus Traditional customer relationship Relationship selling model Emphasis on general management skills Proactive innovation/opportunity identification and offers Value-based offers/organizational enablers Broadened to customer’s customer Differentiation through people Profit management focus/share of customers Trusted business advisor and partner
- 6. SALES MANAGEMENT; the management of the personal selling component of an organization’s marketing program. SALES MANAGEMENT RESPONSIBILITIES Organizing the Sales force Recruiting Selection Training & Development Strategic Planing Motivation & Supervision Performance Evaluation Communication Coordination Integration
- 7. SALES MANAGEMENT DECISION MAKING Role of sales management,marketing philosophy management ethics, customer relationship management, building partnership, personal selling process Location of facilities, size Sales forecasting and budgeting, sales force planning and organizing, time and territory management, recruiting and selecting the sales force Training the sales force, sales force leadership, sales force motivation, sales force compensation Sales volume, cost and profitability analysis Sales force performance evaluation (Hair et all.)
- 8. The Primary Responsibility of a sales manager is to staff the organization with the right people 21 st century’s succesful sales manager; developing profitable customer relationship Monitoring and adjusting long-run trends , opprtunities and challenges to serve new markets and customers as well as current ones Analyzing profitability by customers products, territories and salespeople Using management information system (MIS) to manage the sales force and to carry out CRM Devising plans and strategies to achieve organization goals through effective leadership of the sales force
- 9. Developing marketing and financial skills to identify assess and recommend market opportunities and strategies to senior management Working closely with internal departments as a member of the total corporate team dedicated to fully satisfying customer profitability Looking for ways to bring added value profitably to ongoing buyer seller relationship Creating a felixible , learning, and adapting environment for all members of the hybrid sales team across multiple sales channels (Hair, et all.)
- 10. COMPANY TYPES Procedural Procedural Procedural Procedural Personal Personal Personal Personal A B C D
- 11. Characteristics of Modern Selling * Customer retention and deletion; 80/20, butterflies, barnacles etc. * Database and Knowledge Management; * Customer Relationship Management; * Marketing the Product; * Problem Solving and System Selling; * Satisfying Needs and Adding Value
- 12. Success Factors for Professional Salespeople Listening skills, follow up skills ability to adapt sales style from situation to situation tenacity organizational skills verbal communication skills, proficiency in interacting with people at all levels within an organisation demonstrated ability to overcome objections closing skills, personal plannıng and time management (Marshall et all,2003)
- 13. College Students Survey *Selling is a job not a profession or a career. * Salespeople must lie and be deceitful in order to succeed To be a good salesperson, you have to be pyschologically maladjusted One must be arrogant and overbearing to succeed in selling Salespeople lead a degreading and disgusting life because they must be pretending all the time
- 14. College Students Survey (continue) * The personnel relations involved in selling are repulsive Selling benefits only the seller Salespeople are protitutes because they sell all their values for money Selling is no job for a person for talent and brains
- 15. College Students Survey (continue) * The personnel relations involved in selling are repulsive Selling benefits only the seller Salespeople are protitutes because they sell all their values for money Selling is no job for a person for talent and brains
- 16. Innovators who aggressively seek out new technology products, who care about technology per se. Amongst other things their expertise makes them potential very influential Early adopters who are not interested in technology, but can readily see the benefits that it brings. These consumers do not need references to purchase: they can evaluate new products on their own and this for reason their actions may be decisive in starting an information cascade. Early majority who are practical people but do not understand the technology and need references before they will purchase the new product. Types of Consumers
- 17. Types of Consumers (cont.) Late majority who are not comfortable with new technology (or may be new anything) . They are likely to need help and support and will only be reassured if they buy widely accepted products from well established well known firms Laggards who want nothing to do with the new product (or in general with life in the twenty first century)
- 18. Today’s product (Meets and exceeds expectations) Better quality Larger selection New product improvements Today’s salesperson (Acts as a partner) More courteous and trustworthy More knowledgeable More understanding of customers Provides service after the sale Today’s company (Acts as a team to provide) Delivery and installation Orientation and training Quick response times Credit options Customer service