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19 C H A P T E R Personal Selling and Sales Management McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives After studying this chapter, you should be able to: Understand the role and importance of personal selling in the marketing communications mix. See how the key steps in personal selling depend on a relationship perspective. Identify the similarities and differences in the job responsibilities of salespeople and sales managers. Describe the key activities in sales management. Appreciate important ethical issues faced by salespeople and sales managers. Bearden Marketing 5th Ed 19-2 © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Opening Vignette Started in 1849, Pfizer has grown to be a worldwide pharmaceutical company. Much of this success came under the leadership of CEO William Steere. Steere started as a Pfizer sales representative in San Francisco over 40 years ago. Pfizer is the leading pharmaceutical company in the world, with annual sales in excess of $52 billion. Effective personal selling is one of the keys to Pfizer’s success. Bearden Marketing 5th Ed 19-3 © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Multiple Roles of Salespeople Producing Sales Revenue Contributions of Personal Selling to Marketing Providing Marketplace Information Bearden Marketing 5th Ed 19-4 Meeting Buyer Expectations © 2007 The McGraw-Hill Companies, Inc. All rights reserved. The “Dos” of Salespeople Know your product and its competition better than the buyer does. Be a tough, but open, negotiator. Have the backing of your company to make strategic partnerships. Understand the customer’s future plans and offer ideas about how your company can help further them. Be willing to change your processes and products. Offer something unique—a technological change, a new way of delivering, or a large price concession. Get to know all the people interested in the product, from purchasing managers to engineers. Keep on top of potential product problems. Be able to explain how your company plans to improve the quality and reliability of its products. Bearden Marketing 5th Ed 19-5 © 2007 The McGraw-Hill Companies, Inc. All rights reserved. The “Don’ts” of Salespeople Use industry buzzwords without knowing what you’re talking about. Portray your company as quality-conscious if it’s not. Focus exclusively on short-term sales goals. Talk about strategic alliances without having the support of your company. Say, “We want your business, and we’ll make it up later.” Try to persuade purchasers to buy something that doesn’t meet their needs. Simply talk pricing or Give a canned presentation. Come without ideas or Know nothing about the competition. Fly by the seat of your pants. Offer products today that you’re not likely to have tomorrow. Roll over dead in negotiations. Bearden Marketing 5th Ed 19-6 © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Types of Personal Selling Jobs Sales Support Technical Support Sales support salespeople are not directly involved in concluding customer purchases. They support the personal product selling function by promoting a product or providing technical support. Technical support salespeople have expertise in areas such as design and installation of complex equipment and may provide specialized training to customer employees. more Bearden Marketing 5th Ed 19-7 © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Types of Personal Selling Jobs (con’t) New Business Members of the sales force who concentrate on selling new products or selling to new customers are called new-business salespeople. Existing Business Existing-business salespeople, sometimes called order takers, include wholesaler reps who follow an established route, writing up fairly routine orders from their customers. more Bearden Marketing 5th Ed 19-8 © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Types of Personal Selling Jobs (con’t) Direct to Consumer Bearden Marketing 5th Ed Direct-to-consumer salespeople sell to individuals who personally use the products and services. This category includes over 4.5 million retail salespeople and over a million others who sell residential real estate and financial securities to ultimate consumers. Several additional million direct-to-consumer salespeople represent firms such as Avon, Mary Kay, Tupperware, Creative Memories, Amway, and other direct-selling companies. 19-9 © 2007 The McGraw-Hill Companies, Inc. All rights reserved. The Sales Process Bearden Marketing 5th Ed 19-10 © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Sales Management Activities The starting point for sales management is developing a sales strategy to execute the firm’s marketing strategy, which emphasizes the development of a marketing mix to appeal to defined target markets. A sales strategy focuses on how to sell to specific customers within those target markets. Two key elements of a sales strategy are a relationship strategy and a sales channel strategy. Bearden Marketing 5th Ed 19-11 © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Sales Management Activities Should salesforce be generalists or specialists? If specialists, should they be product, market, customer, or functional specialists? Should centralized or decentralized control be used? How large should the salesforce be? How should customers and geographic areas be assigned to form sales territories? How should salesforce turnover be factored into sales organization design decisions? Bearden Marketing 5th Ed 19-12 © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Sales Management Activities The main activities are: Recruiting is the process of finding prospective job candidates Selecting involves choosing the candidates to be hired Initial training, which typically focuses on product knowledge and sales techniques Continual training for all salespeople is becoming more standard as firms attempt to stay current and competitive in an ever-changing environment. Bearden Marketing 5th Ed 19-13 © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Sales Management Activities Directing salespeople to meet goals and objectives consumes much of the typical sales manager’s time. These activities include: Motivation Supervision Leadership of the sales force. Bearden Marketing 5th Ed 19-14 © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Sales Management Activities Sales managers must establish standards by which performance and effectiveness are measured, evaluate performance and effectiveness against these standards, and then take appropriate follow-up action. Salesperson performance refers to how well individual sales people meet job expectations. An evaluation of sales force effectiveness is in fact an assessment of the entire sales organization. Bearden Marketing 5th Ed 19-15 © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Sales Forces Effectiveness Example Bearden Marketing 5th Ed 19-16 © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Unethical Sales Behaviors Exaggerating features and benefits Lies about availability Lies about competition Sells something people don’t need Giving false answers to questions Falsifying product testimonials Passing blame for their own mistakes Pose as market researcher when doing phone sales Misrepresent warranties & guarantees Make nonbinding oral promises Bending company rules Selling dangerous or hazardous products Bearden Marketing 5th Ed 19-17 © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Salesperson Competencies Align customers’ strategic objectives with your company’s so both gain. Go beyond product needs to assess business potential and add value to the relationship. Understand the financial impact of the decisions made by your company and the client’s organization. Organize company resources to build customer-focused relationships. Develop consultative problem solving and a willingness to change. Establish a vision of a committed customer–supplier relationship. Utilize self-appraisal and continuous learning by requesting feedback from customers, colleagues, and managers. Bearden Marketing 5th Ed 19-18 © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Sales Manager Competencies Provide strategic vision. Organize company resources by leveraging relationships. Influence company strategy. Coach effectively. Diagnose performance. Select high-potential salespeople. Leverage technology. Demonstrate personal selling effectiveness. Bearden Marketing 5th Ed 19-19 © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Summary After studying this chapter, you should be able to: Understand the role and importance of personal selling in the marketing communications mix. See how the key steps in personal selling depend on a relationship perspective. Identify the similarities and differences in the job responsibilities of salespeople and sales managers. Describe the key activities in sales management. Appreciate important ethical issues faced by salespeople and sales managers. Bearden Marketing 5th Ed 19-20 © 2007 The McGraw-Hill Companies, Inc. All rights reserved.