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销售管理指南,页数：50字数：10244sales management 761jim stoddardan overview of contemporary sales management 31.planning:32.implementation:43.evaluation and control:4an over...
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销售管理指南
页数：50 字数：10244
Sales Management 761
Jim StoddardAN OVERVIEW OF CONTEMPORARY SALES MANAGEMENT 3
1. PLANNING: 3
2. IMPLEMENTATION: 4
3. EVALUATION AND CONTROL: 4
AN OVERVIEW OF PERSONAL SELLIN 5
1. ALTERNATIVE SELLING TECHNIQUES 5
2. PROSPECTING 6
3. THE PREAPPROACH 7
4. Qualifying the prospect: 7
5. THE APPROACH 7
6. THE PRESENTATION 8
7. MEETING OBJECTIONS 9
8. CLOSE 9
9. FOLLOW-UP CAREER STAGES 10
CORPORATE, BUSINESS, AND MARKETING STRATEGIES 11
1. PORTERS TYPOLOGY OF COMPETITIVE STRATEGIES 12
2. MILES AND SNOW COMPETITIVE STRATEGY TYPOLOGY 12
ACCOUNT MANAGEMENT AND ACCOUNT COVERAGE STRATEGIES 14
1. COMMUNICATION TASKS APPROPRIATE FOR PERSONAL SELLING 15
2. PARTICIPANTS IN THE ORGANIZATIONAL BUYING PROCESS 16
ORGANIZING THE ACTIVITIES OF SALES MANAGERS AND SALES PEOPLE 17
1. ECONOMIC METHOD OF DETERMINING IF OUTSIDE AGENTS ARE APPROPRIATE 18
2. CONTROL AND STRATEGIC CRITERIA FOR DETERMINING IF A COMPANY SALES FORCE SHOULD BE USED 18
3. HORIZONTAL ORGANIZATIONAL STRUCTURES 19
ALLOCATING SELLING EFFORT AND DESIGNING SALES TERRITORIES 22
STAFFING THE SALES FORCE: RECRUITMENT AND SELECTION 24
1. CONTENT OF THE JOB DESCRIPTION 24
2. METHODS FOR DECIDING ON SELECTION CRITERIA 25
3. SOURCES OF RECRUITS 25
CONTINUAL DEVELOPMENT OF THE SALES FORCE: SALES TRAINING 27
SALES FORCE MOTIVATION 30
MANAGING SALES FORCE REWARD SYSTEMS 33
LEADERSHIP 36
DEMAND ASSESSMENT AND SALES QUOTAS 40
EVALUATION AND CONTROL 45
PERFORMANCE EVALUATION 48
ACKNOWLEDGEMENTS 50
CHAPTER 1 AN OVERVIEW OF CONTEMPORARY SALES MANAGEMENT
Sales force management is the management of the personal selling component of an organizations marketing program.
The activities involved in managing the personal selling function include:
1. The formation of the strategic plan (PLANNING).
2. The implementation of the sales program (IMPLEMENTATION).
3.The evaluation and control of sales force performance (CONTROL).
--------------------------------------------------------------------------------
PLANNING:
The formation of a strategic sales program requires five major sets of decisions:
1.How can the personal selling effort best be adapted to the COMPANYS ENVIRONMENT and integrated with other elements of the firms marketing strategy
2.How can various types of potential customers be best approached persuaded serviced What ACCOUNT MANAGEMENT POLICIES should be adopted
3.How should the sales force be ORGANIZED to call on and manage various types of customers as efficiently and effectively as possible
4.What level of performance should each member of a sales force be expected to attain during the next planning period This involves FORECASTING DEMAND and setting QUOTAS AND BUDGETS.
5.How should the sales force be deployed How should sales territories be defined What is the best way for each sales persons time to be allocated within his or her territory This involves decisions about TIME AND TERRITORY MANAGEMENT.IMPLEMENTATION:
Implementing a sales program involves motivating and directing the behavior of the sales force.
At least 5 factors influence a sales persons job behavior and performance:
1. Environmental variables
2. Role perceptions
3.Aptitude
4.Skill level
5.Motivation level
Implementing a sales program involves designing policies and procedures so that the job behavior and performance of each sales person is shaped and directed toward the firms objectives and performance goals.
EVALUATION AND CONTROL:
Evaluation and control is the process of measuring and assessing the performance of a sales person or sales force.
There are 3 major approaches that a company might utilize to evaluate and control the sales force and monitor sales program performance:
1. Sales analysis approach (Volume)
2. Cost analysis approach (Costs)
3. Behavior analysis approach
CHAPTER 2
AN OVERVIEW OF PERSONAL SELLING
Retail Selling - involves selling goods and services to ultimate consumers for their own personal use.
Examples:
door-to-door salespeople
insurance agents
real estate brokers
retail store clerks Industrial Selling - is the sale of goods and services at the wholesale level. Industrial selling involves 3 types of customers:
1.Sales to resellers (i.e., retailers)
2. Sales to business users (i.e., manufacturers)
3.Sales to institutions (i.e., hospitals or governments)
Similarities between retail and industrial selling:
- require interpersonal skill
- require solid knowledge of the products being sold
- require an ability to discover the customers needs and problems
Differences between retail and industrial selling:
- industrial goods and services are more expensive and technically complex
- industrial customers tend to be larger and engage in extensive decision making processes involving many people within their company
ALTERNATIVE SELLING TECHNIQUES
Most selling techniques conform to one of four broad philosophical orientations or approaches toward dealing with customers:
1.The stimulus-response approach - based on the notion that every sensory stimulus produces a response. Sales recruits learn what to say (the stimulus) and what the buyers are likely to say (the response) in most circumstances.
Mental-states approach - based on the idea that a buyers mind passes through successive stages before he or she decides to make a purchase. Based on the AIDA theory of persuasion (Attention, Interest, Desire, Action). Selling "formulas" are used to design a sales presentation that coincides with the buyers movement through the stages.
Need-satisfaction approach - based on the idea that customers are to be served rather than products sold.
Customers needs are the starting point in making a sale. The sales persons task is to identify the prospects needs, make the prospect aware of that need, and then persuade the prospect that his or her product or service will satisfy that need better than any other alternative.
Problem-solving approach - similar to the need-satisfaction approach except that the sales person goes one step further to help the prospect identify SEVERAL alternative solutions, analyze their advantages and disadvantages, and select the best solution.
PROSPECTING
Prospecting - is the method or system by which sales people learn the names of the people who need the product and can afford it.
Names and addresses of good prospects can be obtained in a number of ways:
1. sales managers can prepare lists of prospects.
2.customers can suggest new leads (snowball technique).
3. present users may want new or different models.
4.competitors customers can make good prospects.
5.trade association and industry directories.
6.telephone directories.
7.other sales people.
8.suppliers, social and professional contacts.
One question that must
页数：50 字数：10244
Sales Management 761
Jim StoddardAN OVERVIEW OF CONTEMPORARY SALES MANAGEMENT 3
1. PLANNING: 3
2. IMPLEMENTATION: 4
3. EVALUATION AND CONTROL: 4
AN OVERVIEW OF PERSONAL SELLIN 5
1. ALTERNATIVE SELLING TECHNIQUES 5
2. PROSPECTING 6
3. THE PREAPPROACH 7
4. Qualifying the prospect: 7
5. THE APPROACH 7
6. THE PRESENTATION 8
7. MEETING OBJECTIONS 9
8. CLOSE 9
9. FOLLOW-UP CAREER STAGES 10
CORPORATE, BUSINESS, AND MARKETING STRATEGIES 11
1. PORTERS TYPOLOGY OF COMPETITIVE STRATEGIES 12
2. MILES AND SNOW COMPETITIVE STRATEGY TYPOLOGY 12
ACCOUNT MANAGEMENT AND ACCOUNT COVERAGE STRATEGIES 14
1. COMMUNICATION TASKS APPROPRIATE FOR PERSONAL SELLING 15
2. PARTICIPANTS IN THE ORGANIZATIONAL BUYING PROCESS 16
ORGANIZING THE ACTIVITIES OF SALES MANAGERS AND SALES PEOPLE 17
1. ECONOMIC METHOD OF DETERMINING IF OUTSIDE AGENTS ARE APPROPRIATE 18
2. CONTROL AND STRATEGIC CRITERIA FOR DETERMINING IF A COMPANY SALES FORCE SHOULD BE USED 18
3. HORIZONTAL ORGANIZATIONAL STRUCTURES 19
ALLOCATING SELLING EFFORT AND DESIGNING SALES TERRITORIES 22
STAFFING THE SALES FORCE: RECRUITMENT AND SELECTION 24
1. CONTENT OF THE JOB DESCRIPTION 24
2. METHODS FOR DECIDING ON SELECTION CRITERIA 25
3. SOURCES OF RECRUITS 25
CONTINUAL DEVELOPMENT OF THE SALES FORCE: SALES TRAINING 27
SALES FORCE MOTIVATION 30
MANAGING SALES FORCE REWARD SYSTEMS 33
LEADERSHIP 36
DEMAND ASSESSMENT AND SALES QUOTAS 40
EVALUATION AND CONTROL 45
PERFORMANCE EVALUATION 48
ACKNOWLEDGEMENTS 50
CHAPTER 1 AN OVERVIEW OF CONTEMPORARY SALES MANAGEMENT
Sales force management is the management of the personal selling component of an organizations marketing program.
The activities involved in managing the personal selling function include:
1. The formation of the strategic plan (PLANNING).
2. The implementation of the sales program (IMPLEMENTATION).
3.The evaluation and control of sales force performance (CONTROL).
--------------------------------------------------------------------------------
PLANNING:
The formation of a strategic sales program requires five major sets of decisions:
1.How can the personal selling effort best be adapted to the COMPANYS ENVIRONMENT and integrated with other elements of the firms marketing strategy
2.How can various types of potential customers be best approached persuaded serviced What ACCOUNT MANAGEMENT POLICIES should be adopted
3.How should the sales force be ORGANIZED to call on and manage various types of customers as efficiently and effectively as possible
4.What level of performance should each member of a sales force be expected to attain during the next planning period This involves FORECASTING DEMAND and setting QUOTAS AND BUDGETS.
5.How should the sales force be deployed How should sales territories be defined What is the best way for each sales persons time to be allocated within his or her territory This involves decisions about TIME AND TERRITORY MANAGEMENT.IMPLEMENTATION:
Implementing a sales program involves motivating and directing the behavior of the sales force.
At least 5 factors influence a sales persons job behavior and performance:
1. Environmental variables
2. Role perceptions
3.Aptitude
4.Skill level
5.Motivation level
Implementing a sales program involves designing policies and procedures so that the job behavior and performance of each sales person is shaped and directed toward the firms objectives and performance goals.
EVALUATION AND CONTROL:
Evaluation and control is the process of measuring and assessing the performance of a sales person or sales force.
There are 3 major approaches that a company might utilize to evaluate and control the sales force and monitor sales program performance:
1. Sales analysis approach (Volume)
2. Cost analysis approach (Costs)
3. Behavior analysis approach
CHAPTER 2
AN OVERVIEW OF PERSONAL SELLING
Retail Selling - involves selling goods and services to ultimate consumers for their own personal use.
Examples:
door-to-door salespeople
insurance agents
real estate brokers
retail store clerks Industrial Selling - is the sale of goods and services at the wholesale level. Industrial selling involves 3 types of customers:
1.Sales to resellers (i.e., retailers)
2. Sales to business users (i.e., manufacturers)
3.Sales to institutions (i.e., hospitals or governments)
Similarities between retail and industrial selling:
- require interpersonal skill
- require solid knowledge of the products being sold
- require an ability to discover the customers needs and problems
Differences between retail and industrial selling:
- industrial goods and services are more expensive and technically complex
- industrial customers tend to be larger and engage in extensive decision making processes involving many people within their company
ALTERNATIVE SELLING TECHNIQUES
Most selling techniques conform to one of four broad philosophical orientations or approaches toward dealing with customers:
1.The stimulus-response approach - based on the notion that every sensory stimulus produces a response. Sales recruits learn what to say (the stimulus) and what the buyers are likely to say (the response) in most circumstances.
Mental-states approach - based on the idea that a buyers mind passes through successive stages before he or she decides to make a purchase. Based on the AIDA theory of persuasion (Attention, Interest, Desire, Action). Selling "formulas" are used to design a sales presentation that coincides with the buyers movement through the stages.
Need-satisfaction approach - based on the idea that customers are to be served rather than products sold.
Customers needs are the starting point in making a sale. The sales persons task is to identify the prospects needs, make the prospect aware of that need, and then persuade the prospect that his or her product or service will satisfy that need better than any other alternative.
Problem-solving approach - similar to the need-satisfaction approach except that the sales person goes one step further to help the prospect identify SEVERAL alternative solutions, analyze their advantages and disadvantages, and select the best solution.
PROSPECTING
Prospecting - is the method or system by which sales people learn the names of the people who need the product and can afford it.
Names and addresses of good prospects can be obtained in a number of ways:
1. sales managers can prepare lists of prospects.
2.customers can suggest new leads (snowball technique).
3. present users may want new or different models.
4.competitors customers can make good prospects.
5.trade association and industry directories.
6.telephone directories.
7.other sales people.
8.suppliers, social and professional contacts.
One question that must
