Chapter 21Managing The Sales ForcebyPowerPoint byPowerPoint byMilton M. PressleyMilton M. PressleyUniversity of New OrleansUniversity of New Orleans1PPT学习交流 The successful salesperson cares first for the customer, second for the products.Kotler on Marketing2PPT学习交流Chapter ObjectivesIn this chapter, we answer the following questions:What decisions do companies face in designing a sales force?How do companies recruit, select, train, supervise, motivate, and evaluate a sales force?How can salespeople improve their skills in selling, negotiation, and carrying on relationship marketing?3PPT学习交流Sales RepresentativeRobert McMurrys sales representative types:DelivererOrder takerMissionaryTechnicianDemand creatorSolution vendor4PPT学习交流Designing the Sales ForceSales-Force Objectives and StrategyCommon tasks for salespeopleProspectingTargetingCommunicatingSellingInformation gatheringAllocating5PPT学习交流Designing the Sales ForceLeveraged sales forceDirect (company) sales forceContractual sales forceSales-Force Structure6PPT学习交流Table 21.1: Sales-Force StructuresTerritorial:Territorial: Each sales representative is assigned an exclusive territory. This Each sales representative is assigned an exclusive territory. This sales structure results in a clear definition of responsibilities. It increases the sales structure results in a clear definition of responsibilities. It increases the reps incentive to cultivate local business and personal ties. Travel expenses reps incentive to cultivate local business and personal ties. Travel expenses are relatively low because each rep travels within a small area.are relatively low because each rep travels within a small area.Territory size:Territory size: Territories can be designed to provide equal sales potential Territories can be designed to provide equal sales potential or equal workload. Territories of equal potential provide each rep with the or equal workload. Territories of equal potential provide each rep with the same income opportunities and provide the company with a means to same income opportunities and provide the company with a means to evaluate performance. Territories can also be designed to equalize the sales evaluate performance. Territories can also be designed to equalize the sales workload so that each rep can cover the territory adequately.workload so that each rep can cover the territory adequately.Territory shape:Territory shape: Territories are formed by combining smaller units, such as Territories are formed by combining smaller units, such as counties or states, until they add up to a territory of a given potential or counties or states, until they add up to a territory of a given potential or workload. Companies can use computer programs to design territories that workload. Companies can use computer programs to design territories that optimize such criteria as compactness, equalization of workload or sales optimize such criteria as compactness, equalization of workload or sales potential, and minimal travel time.potential, and minimal travel time.See text for complete table7PPT学习交流Designing the Sales ForceSales-Force Size Workload approach:Customers are grouped into size classesDesirable call frequencies are established for each classThe number of accounts in each size class is multiplied by the corresponding call frequencyThe average number of calls a sales representative can make per year is determinedThe total number of sales representatives needed is determined8PPT学习交流The Internet has allowed many companies to shift The Internet has allowed many companies to shift sales support for small accounts to e-commerce sites sales support for small accounts to e-commerce sites and away from sales personnel. Additionally, many and away from sales personnel. Additionally, many regularly occurring functions have become regularly occurring functions have become automated, allowing customers with any size automated, allowing customers with any size organization to use web-based systems to place orders organization to use web-based systems to place orders and submit warranty requests. Can you think of any and submit warranty requests. Can you think of any other areas where Internet-based other areas where Internet-based technologies could change the technologies could change the way a sales force interacts way a sales force interacts with their customers?with their customers?9PPT学习交流Designing the Sales ForceSales-Force CompensationSales-Force Compensation Four Components:Four Components: Fixed amountFixed amount Variable amountVariable amount Expense allowancesExpense allowances BenefitsBenefits10PPT学习交流Managing the Sales ForceRecruiting and Selecting RepsTraining Sales Reps11PPT学习交流Managing the Sales ForceTraining Programs Have Several GoalsSales representatives need to:Know and identify with the companyKnow the companys productsKnow customers and competitors characteristicsKnow how to make effective sales presentationsUnderstand field procedures and responsibilities12PPT学习交流Managing the Sales ForceSupervising Sales RepsNorms for Customer CallsNorms for Prospect CallsUsing Sales Time Efficiently13PPT学习交流DAA Solutions home page describes DAA Solutions home page describes its Design-to-Order Software its Design-to-Order Software applicationapplication 14PPT学习交流Managing the Sales ForceTime-and-duty analysisPreparationTravelFood and breaksWaitingSellingAdministration15PPT学习交流Company Web site as a prospecting toolCompany Web site as a prospecting tool16PPT学习交流Managing the Sales ForceMotivating Sales RepsMotivating Sales Reps Churchill, Ford, & Walker Motivation Churchill, Ford, & Walker Motivation Model:Model: Sales managers must be able to convince Sales managers must be able to convince salespeople that they can sell more by working salespeople that they can sell more by working harder or being trained to work smarterharder or being trained to work smarter Sales managers must be able to convince Sales managers must be able to convince salespeople that the rewards for better salespeople that the rewards for better performance are worth the extra effortperformance are worth the extra effort17PPT学习交流Managing the Sales Force Sales QuotasSales Quotas Supplementary MotivatorsSupplementary Motivators Sales meetingsSales meetings Sales contestsSales contestsEvaluating Sales RepresentativesEvaluating Sales Representatives Sources of InformationSources of Information Formal EvaluationFormal Evaluation18PPT学习交流Table 21.2: Form for Evaluating Sales Representatives PerformanceSee text for complete tableTerritory: Midland SalesTerritory: Midland SalesRepresentative: John SmithRepresentative: John Smith199919992000200020012001200220021. Net sales product A1. Net sales product A$251,300$251,300$253,200$253,200$270,000$270,000$263,100$263,1002. Net sales product B2. Net sales product B423,200423,200439,200439,200553,900553,900561,900561,9003. Net sales total3. Net sales total674,500674,500692,400692,400823,900823,900825,000825,0004. Percent of quota product A4. Percent of quota product A95.695.692.092.088.088.084.784.75. Percent of quota product B5. Percent of quota product B120.4120.4122.3122.3134.9134.9130.8130.86. Gross profits product A6. Gross profits product A$50,260$50,260$50,640$50,640$54,000$54,000$52,620$52,6207. Gross profits product B7. Gross profits product B42,32042,32043,92043,92055,39055,39056,19056,1908. Gross profits total8. Gross profits total92,58092,58094,56094,560109,390109,390108,810108,81019PPT学习交流Figure 21.3: Managing the Sales Force: Improving EffectivenessPrinciples of Personal Selling20PPT学习交流Principles of Personal SellingProfessionalismSales-oriented approachSales-oriented approachCustomer-oriented approachCustomer-oriented approach Rackhams questions for prospectsRackhams questions for prospects Situation questionsSituation questions Problem questionsProblem questions Implication questionsImplication questions Need-payoff questions Need-payoff questions 21PPT学习交流Figure 21.4: Major Steps in Effective Selling22PPT学习交流Principles of Personal SellingMajor Steps in an Effective Sales Process:Prospecting and QualifyingPreapproachApproachPresentation and DemonstrationOvercoming ObjectionsClosingFollow-up and Maintenance 23PPT学习交流iPhysicianNets home page shows iPhysicianNets home page shows a video detailing sessiona video detailing session24PPT学习交流Principles of Personal SellingNegotiationWhen to negotiateWhen factors bear not only on price, but also on quality of serviceWhen business risk cannot be accurately predeterminedWhen a long period of time is required to produce the items purchasedWhen production is interrupted frequently because of numerous change orders 25PPT学习交流Figure 21.5: The Zone Agreement26PPT学习交流Principles of Personal SellingFormulating a Negotiation Strategy27PPT学习交流Table 21.3: Classic Bargaining TacticsSee text for complete tableActing CrazyActing CrazyPut on a good show by visibly demonstrating your Put on a good show by visibly demonstrating your emotional commitment to your position. This emotional commitment to your position. This increases your credibility and may give the opponent increases your credibility and may give the opponent a justification to settle on your terms.a justification to settle on your terms.Big PotBig PotLeave yourself a lot of room to negotiate. Make high Leave yourself a lot of room to negotiate. Make high demands at the beginning. After making demands at the beginning. After making concessions, you will still end up with a larger payoff concessions, you will still end up with a larger payoff than if you started too low.than if you started too low.Get a Prestigious Get a Prestigious AllyAllyThe ally can be a person or a project that is The ally can be a person or a project that is prestigious. You try to get the opponent to accept prestigious. You try to get the opponent to accept less because the person/object he or she will be less because the person/object he or she will be involved with is prestigious.involved with is prestigious.The Well Is DryThe Well Is DryTake a stand and tell the opponent you have no more Take a stand and tell the opponent you have no more concessions to make.concessions to make.28PPT学习交流Principles of Personal SellingRelationship Marketing29PPT学习交流For many organizations, relationship marketing is For many organizations, relationship marketing is more important than any individual transaction, more important than any individual transaction, because these long-term relationships can yield because these long-term relationships can yield greater overall profitability. Would it be easier to greater overall profitability. Would it be easier to convince a company to enter into a long term convince a company to enter into a long term supplier-customer relationship if you offered them supplier-customer relationship if you offered them savings through vertical integrationsavings through vertical integrationof product offeringsof product offerings, or , or ease of use ease of use derived from a broad range of derived from a broad range of product offeringsproduct offerings? ?30PPT学习交流此课件下载可自行编辑修改，供参考！感谢您的支持，我们努力做得更好！31PPT学习交流32PPT学习交流