copyright 2003 mcgraw-hill australia pty ltd ppts t/a marketing 4/e by quester, mcguiggan, perrault...
TRANSCRIPT
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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Part 3: The marketing mix
Chapter 16: Sales marketing
Step 5: Design the marketing strategy
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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When we finish this lecture you should• Understand the importance and nature of personal
selling• Understand the relationship between personal selling
and promotional strategy• Understand the elements of the personal selling process• Know what tasks the sales manager must perform to
manage the personal selling function• Understand how an appropriate compensation plan can
help motivate and control salespeople• Understand when and where, to use the three types of
sales presentation• Appreciate the importance of providing good customer
service• Appreciate the importance of building long-term
customer relationships
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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The personal selling role
• Often the single largest operating expense• 1 out of 10 in the labour force is in sales
work• Increasing professionalism
– Good selling means helping the customer to buy– Represent both organisation and customer– Market information– Planning strategy and allocating effort
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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Please insert Fig 16.1
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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Please insert Exhibit 16.1
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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Basic sales tasks
Supporting
OrderTaking
OrderGetting
Sales job may involvea blend of sales tasks
PLEASE REPLACE WTH FIG 16.2 OVER A COUPLEOF SLIDES
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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Supporting Salespeople
• MISSIONARY SALESPEOPLE– Supporting salespeople who work for producers,
calling on their intermediaries and the intermediaries' customers
• TECHNICAL SPECIALISTS– Supporting salespeople who provide technical
assistance to order-oriented salespeople
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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Target markets
• Customers often divided into types• Specialist sales people cater for different
areas• Customers with large orders often require
special selling effort
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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Sales Territory
A geographic area that is the responsibility of one or more salespeople.
• Bases for setting sales territories
– Geographic areas
– Customer types
– Account size
– Products to be sold
– Any combination of the above
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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Telemarketing
• Using the telephone to "call" on customers or prospects
• Rapidly growing in popularity• Reduces travel time and expense• Especially useful for small accounts of less
expensive products• Often used to identify good prospects• Typically uses a prepared sales presentation
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
11
Please insert Fig 16.3
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
12
Please insert Exhibit 16.3a
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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Please insert Exhibit 16.4
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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Salespeople Selection and Training• A written job description lays the ground work
—by specifying what tasks the salesperson needs to be able to do
• Commonly used selection tools are best when used in combination:– multiple interviews with several different people– personnel and psychological tests– background checks
• Initial and on-going training can help both experienced and inexperienced salespeople– company policies and practices– product information– selling techniques (and customer knowledge)
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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Sales Compensation depends on desire for:
• Control• Incentives• Flexibility• Simplicity
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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Selling Compensation Alternatives
Straight commission
Combination plan
Straight salary
Sales volume
Totalsellingexpense
PLEASE REPLACE WITH FIG 16.4
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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Key Steps inPersonal Selling Process
Prospecting
Follow-up After the Sales Call
Select Target Customer
Plan Sales Presentation - prepared presentation- need satisfaction approach - selling formula approach
Make Sales Presentation- create interest- meet objections- arouse desire
Close Sale(get action)
Follow-up After the Sale
Set Effort Priorities
PLEASE REPLACE WITH FIG 16.5
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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Sales Presentations
• The salesperson's effort to make a sale should be carefully planned
• Three basic approaches– prepared ("canned") sales presentation– consultative selling approach– selling formula approach
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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Need-satisfactionapproach to salespresentations
Preparedapproachto salespresentations Selling-formula
approach to salespresentations
r
i
Time
Pa
ticipat
on
Salesperson
Customer
Time
Participation
Salesperson
Customer
Time
Participation
Salesperson
Customer
PLEASE REPLACE WITH FIG 16.6-16.8
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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Please insert Exhibit 16.7
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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The GAPs Model of Service Quality
Product and serviceProduct and service
Products and servicedelivery
Products and servicedelivery
Product and serviceProduct and service
Customer-driven productand service designs
and standards
Customer-driven productand service designs
and standards
Company perceptions ofcustomer expectations
Company perceptions ofcustomer expectations
External communicationsto customers
External communicationsto customers
CUSTOMER
COMPANY
Gap 2Gap 2
Gap 3Gap 3
Gap 5Gap 5
Gap 4Gap 4
PLEASE USE FIG 16.9
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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Actions taken by Consumers in response to Product Dissatisfaction
Dissatisfactionoccurs
Dissatisfactionoccurs
Take actionTake action Take no actionTake no action
Take some formof private action
Take some formof private action
Take some formof direct action
Take some formof direct action
Take some formof public action
Take some formof public action
Stop buyingthat product/brand/store
Stop buyingthat product/brand/store
Warn friendsabout product/
brand/store
Warn friendsabout product/
brand/store
Complain tomanufacturer/
retailer
Complain tomanufacturer/
retailerSeek redress
from business
Seek redressfrom business
Take legalaction to
obtain redress
Take legalaction to
obtain redress
Complain toprivate or
governmentalagencies
Complain toprivate or
governmentalagencies
PLEASE REPLACE WITH FIG 16.10
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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Relationship Marketing
• Places particular emphasis on long-term customer satisfaction
• Involves focused selection of specific customers and prospects
• Comprises strategies to build and develop long-lasting and profitable relationships with these customers
• Recognises that many sales situations require more than just a single business transaction
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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Please insert Exhibit 16.9
Copyright 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Marketing 4/e by Quester, McGuiggan, Perrault and McCarthy
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What we will be doing in the next chapter
• In the following chapter we will be discussing implementation and control of the planning process
• We will cover – The importance of forecasting in the planning
process– Why effective implementation is critical to
customer satisfaction and the achievement of corporate goals
– How planning and control can be combined to improve the marketing management process