1、Nature of Personal Selling Most salespeople are well-educated,well-trained professionals who work to build and maintain long-term relationships with customers.The term salesperson covers a wide spectrum of positions from:Order taker (department store salesperson)Order getter(someone engaged in creat
2、ive selling)Missionary salesperson(building goodwill or educating buyers)What is Personal Selling?Involves Two-Way,Personal Communication Between Salespeople and Individual Customers Whether:face to face,by telephone,through video conferencing,or by other means.The Role of the Sales Force Personal s
3、elling is effective because salespeople can:probe customers to learn more about their problems,adjust the marketing offer to fit the special needs of each customer,negotiate terms of sale,and build long-term personal relationships with key decision makers.The Role of the Sales Force Sales Force Serv
4、es as a Critical Link Between a Company and its Customers Since They:Represent Customers to the Company to Produce Customer SatisfactionRepresent the Company to Customers to Produce Company ProfitCharacteristics of Personal SellingFlexibility Identify best prospects Adapt to situations Engage in dia
5、logueBuilds Relationships Long term Assure buyers receive appropriate services Solves customers problemsPersonal Selling Limitations Can not reach mass audience Expensive per contact Numerous calls needed to generate sale Labor intensivePersonal Selling TasksOrder taking Routine writing up orders ch
6、ecking invoices assuring prompt order processing Suggestive sellingPersonal Selling TasksOrder getting Seeking out customers Creative selling Pioneering Account managementPersonal Selling Tasks Missionary Detailer Goodwill“Closers”Cross-functional Account service rep Some Traits of Good Salespeople
7、Step 1.Prospecting and QualifyingIdentifying and Screening For Qualified Potential Customers.Steps in the Selling ProcessLearning As Much As Possible About a Prospective Customer Before Making a Sales Call.Step 2.Pre-approachStep 3.ApproachKnowing How to Meet the Buyerto Get the Relationship Off to
8、a Good Start.Step 4.Presentation/DemonstrationTelling the Product“Story”to the Buyer,and Showing the Product Benefits.Steps in the Selling Process Step 5.Handling Objections Step 6.Closing Step 7.Follow-UpSeeking Out,Clarifying,and Overcoming Customer Objections to Buying.Asking the Customerfor the
9、Order.Following Up After the Sale toEnsure Customer Satisfactionand Repeat Business.Alternative Steps:Find emGrab emShow emAnswer emSell emKeep emIdentify and Qualifying Prospects Prospecting:Identifying likely new customers Leads Qualifying:Evaluating a prospects potentialCreative Selling ProcessAp
10、proaching the Prospect Contact Rapport“Only one chance to make a first impression”Creative Selling ProcessSales Presentation Persuasive communication Attention Interest Desire“Tell the products story”Creative Selling ProcessHandling Objections Questions Reservations Understand Concern Counterargumen
11、ts Acknowledge concern Clues to processCreative Selling ProcessClosing the Sale Closing signals Trial close Ask for the saleCreative Selling ProcessFollowing Up Commitments met Shipment Performance Reinforce relationship Satisfied customers rebuy&recommendCreative Selling ProcessSettingobjectivesOrg
12、anizingactivitiesRecruit,select,train,develop,manage,&motivateMotivate,evaluate,&controlSales ManagementOrganizing Sales ActivitiesSales Territory:Geographic divisions Customer types Product lines Selling taskGeographic DivisionSales RepCaliforniaSales RepPacific NWSales RepSoutheastSales RepNorthea
13、stDistrict SalesManagerDistrict SalesManagerDistrict SalesManagerDistrict SalesManagerRegional SalesManagerRegional SalesManagerVice-PresidentMarketingCustomer TypeNew Account#1New Account#2ExistingAccount#1ExistingAccount#2New AccountsManagerExisting AccountsManagerVice-PresidentSalesProduct LineSa
14、les RepEastern RegionSales RepWestn RegionSales repEastern RegionSales RepWestn RegionSnack FoodsSales ManagerBeveragesSales ManagerVice-PresidentSalesDirecting the Sales Force Recruiting and selecting Training&develop Compensating MotivatingCompensation MethodsEvaluation and Control Required report
15、s Measurement against plan or sales standards Expense control Productivity New account developmentEthical Issues Kickbacks,bribes and“gifts”Price discrimination Cheating on expense accounts MisrepresentationDistribution Channel Design and ManagementDistributions Function The major purpose of marketi
16、ng is to satisfy human needs by delivering products of various types to buyers when and where they want them and at a reasonable cost.The“when and where”is the function of DistributionWhat is a Distribution Channel?A set of interdependent organizations(intermediaries)involved in the process of makin
17、g a product or service available for use or consumption by the consumer or business user.Marketing Channel decisions are among the most important decisions that management faces and will directly affect every other marketing decision.Why are Marketing Intermediaries Used?The use of intermediaries re
18、sults from their greater efficiency in making goods available to target markets.Offer the firm more than it can achieve on its own through the intermediaries:Contacts,Experience,Specialization,Scale of operation.Purpose:match supply from producers to demand from consumers.DistributionPRODUCERCONSUME
19、RDISTRIBUTIONOrderingPaymentsCommunicationTransferNegotiationFinancingRisk TakingPhysicalDistributionInformationTypical Channels of DistributionANUFACTURERONSUMERHOLESALERETAILERGENTBusiness-to-Business ChannelsDirectWholesalerAgentBusiness-to-Business Channel TrendsInfomediaries&Vertical ExchangeCo
20、nventional Distribution Channel vs.Vertical Marketing SystemsManufacturerRetailerConsumerManufacturerConsumerRetailerWholesalerWholesalerTypes of Vertical Marketing SystemsCorporateCommon Ownership at Different Levels of the ChannelContractualContractual Agreement AmongChannel MembersAdministeredLea
21、dership is Assumed by One ora Few Dominant MembersVertical Marketing Systems Corporate systems-total ownership Administered-strong leadership Contractual-legal relationshipsPlanning the Channel of Distribution Determining the structure Marketing mix strategy Organizational resources External environ
22、mental factors Market characteristics Consumer preferences and behavior The nature and availability of Intermediaries Other environmental factorsCustomers Desired Service Levels Lot size Waiting time Spatial convenience Product variety Service backupSteps in Distribution PlanningIntensiveDistributio
23、nExclusive DistributionSelectiveDistributionDistributionIntensityChoosing a Distribution SystemIntensive DistributionSeeks to obtain maximum product exposure at the retail levelSelective DistributionExclusive DistributionDeveloping Distribution TacticsSelecting Channel PartnersReward orCoercivePower
24、LegitimatePowerEconomicPowerManaging the Channel of DistributionChannel Leader PowerDistribution Channels&the Marketing MixMaterials HandlingMoving Products Into,Within,andOut of Warehouses Warehousing Number NeededWhereWhat TypeInventory ControlWhen to orderHow much to orderOrder ProcessingReceived
25、ProcessedShippedPhysical DistributionFunctionsTransportation Rail,Water,Trucks,Air,Pipeline,InternetPhysical DistributionRail Cost-effective for shipping bulk products,piggy-back,fishyback,birdyback.WaterLow cost for shipping bulky,low-value,non perishable goods,slowest form.TruckMost important carr
26、ier for consumer goods,flexible.AirHigh cost,ideal when speed is needed or distant markets have to be reachedPipelineCarry petroleum based products,very low cost,requires little energy.Transportation ModesInternetWeb sites have products available,used especially for services.Channel Relationships Co
27、operation Conflict Power Coercive Expert LegitimateDecision Making Framework Prospects of Destructive ConflictImportance of threatenedchannel in terms of current or potential volume or profitability High LowHigh(FIRE)Act to avert or address conflictAllow threatened channel to declineLow(Smoke)Look f
28、or opportunities to reassure threatened channel and leverage your powerDo nothingChannel Conflict:Identifying Threats First,are the channels really attempting to serve the same end users?Second,do channels mistakenly believe they are competing when in fact they are benefiting from each others action
29、s?Third,is the deteriorating profitability of a griping player genuinely the result of another channels encroachment?Fourth,will a channels decline necessarily harm a manufacturers profits?Managing Channel ConflictWHEN TWO OR MORE CHANNELS TARGET THE SAME CUSTOMER SEGMENT Differentiate the Channel o
30、ffer Define Exclusive Territories Enhance or Change the Channels ValueManaging Channel ConflictCHANNEL ECONOMICS DETERIORATE Change the channels economic formula:(Grant rebates if an intermediary fulfill certain requirements;Adjust margins between products to support different channel economics;and
31、Treat channels fairly to create level playing field)Create Segment Specific Programs(certain services not available via direct channels)Complement value proposition of the existing channel by introducing a new channel Foster consolidation among intermediaries in a declining channelManaging Channel C
32、onflictTHREATENED CHANNEL STOP PERFORMING OR RETALIATE AGAINST THE SUPPLIER Leverage Power(eg.Strong Brand)against the channel to prevent retaliation Migrate volume to winning channel Back offOther Distribution Management Issues Reverse distributionOne Coca Cola DistributorOne thousand retailersOKDifficult Ethical,Political,&Legal
