Survey
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
A FRAMEWORK for MARKETING MANAGEMENT Chapter 17 Managing Personal Communications Kotler Keller Cunningham Chapter Questions • How can companies use integrated direct marketing for competitive advantage? • How can companies do effective interactive marketing? • What decisions do companies face in designing and managing a sales force? • How can salespeople improve their selling, negotiating, and relationship marketing skills? © Copyright 2008 Pearson Education Canada 17-2 Profile: Canadian Marketing Excellence SHAW COMMUNICATIONS INC. • Shaw Communications is a diversified Canadian telecommunications company whose core business is providing cable TV, internet, and satellite • Is the leading residential provider of broadband in western Canada • Customer care and product quality are at the forefront of Shaw’s offering • Use of door-to-door selling, with salesmen doubling as engineers © Copyright 2008 Pearson Education Canada 17-3 Marketing Communications Direct marketing Interactive marketing Personal selling © Copyright 2008 Pearson Education Canada 17-4 Direct Marketing Direct marketing is the use of consumer-direct channels to reach and deliver goods and services to customers without marketing middlemen © Copyright 2008 Pearson Education Canada 17-5 Direct Marketing Channels Face-to-face Direct mail Catalog Online Kiosk Telemarketing Interactive TV © Copyright 2008 Pearson Education Canada 17-6 Direct Marketing • Steps in developing a direct-mail campaign: • Step 1: Set objectives • Step 2: Identify target markets • Step 3: Define the offer elements • Step 4: Test the elements • Step 5: Measure results (and lifetime value) © Copyright 2008 Pearson Education Canada 17-7 Offer Elements Product Offer Medium Distribution Creative © Copyright 2008 Pearson Education Canada 17-8 Telemarketing • Use of telephone operators and call centres to attract prospects, sell to existing customers, and provide service by taking orders and answering questions • Telesales • Telecoverage • Teleprospecting • Customer service and technical support © Copyright 2008 Pearson Education Canada 17-9 Direct Response TV Advertising © Copyright 2008 Pearson Education Canada 17-10 Elements of Effective Website Design Context Content Community Customization Connection Communication Commerce © Copyright 2008 Pearson Education Canada 17-11 Website Performance Physical Attractiveness Ease of Use • Fast downloads • Intuitive first page • Easy navigation • Clean pages • Readable fonts • Good colour and sound © Copyright 2008 Pearson Education Canada 17-12 Online Ads Banner ad © Copyright 2008 Pearson Education Canada 17-13 Yahoo! Features Rich Media Ads © Copyright 2008 Pearson Education Canada 17-14 Search-related Ads Sponsored search Premium sponsored Search Organic search © Copyright 2008 Pearson Education Canada 17-15 E-mail Marketing © Copyright 2008 Pearson Education Canada 17-16 E-marketing Guidelines • Give the customer a reason to respond • Personalize the e-mail content • Offer something the customer could not get via direct mail • Make it easy to unsubscribe © Copyright 2008 Pearson Education Canada 17-17 Designing the Sales Force Types of Sales Representatives Deliverer Order taker Missionary Technician Demand creator Solution vendor © Copyright 2008 Pearson Education Canada 17-18 Figure 17.1 Designing a Sales Force Sales force objectives Sales force structure Sales force strategy Sales force compensation Sales force size © Copyright 2008 Pearson Education Canada 17-19 Designing the Sales Force Steps in Process • Objectives and strategy • Structure • Sales force size • Compensation • Objectives • Sales volume and profitability • Customer satisfaction • Strategy • Account manager • Type of sales force • Direct (company) or contractual © Copyright 2008 Pearson Education Canada 17-20 Designing the Sales Force Steps in Process • Objectives and strategy • Structure • Sales force size • Compensation • Types of sales force structures: • Territorial • Product • Market • Complex • Key accounts © Copyright 2008 Pearson Education Canada 17-21 Designing the Sales Force Steps in Process • Objectives and strategy • Structure • Sales force size • Compensation Workload approach: • Group customers by volume • Establish call frequencies • Calculate total yearly sales call workload • Calculate average number of calls/year • Calculate number of sales representatives © Copyright 2008 Pearson Education Canada 17-22 Designing the Sales Force Steps in Process • Objectives and strategy • Structure • Sales force size • Compensation • Four components of compensation: • • • • Fixed amount Variable amount Expense allowances Benefits • Compensation plans • Straight salary • Straight commission • Combination © Copyright 2008 Pearson Education Canada 17-23 Figure 17.2 Managing a Sales Force Recruiting/ selecting Supervising Training Evaluating Motivating © Copyright 2008 Pearson Education Canada 17-24 Managing the Sales Force • Recruiting begins with the development of selection criteria • Customer-desired traits • Traits common to successful sales representatives • Selection criteria are publicized • Various selection procedures are used to evaluate candidates © Copyright 2008 Pearson Education Canada 17-25 Motivating Sales Representatives Most valued rewards • Pay • Promotion • Personal growth • Sense of accomplishment Least valued rewards • Liking • Respect • Security • Recognition Which of the rewards are intrinsic rewards? Extrinsic? © Copyright 2008 Pearson Education Canada 17-26 Evaluating the Sales Force • The amount of time needed and the training method used vary with the level of task complexity • Successful firms have procedures to aid in evaluating the sales force • Norms for customer calls • Norms for prospect calls • Using sales time efficiently © Copyright 2008 Pearson Education Canada 17-27 Call Reports • Average number of sales calls per rep per day • Average sales call time per contact • Average revenue per sales call • Average cost per sales call • Entertainment cost per sales call • Percentage of orders per hundred sales calls • Number of new customers per period • Number of lost customers per period • Sales force cost as a percentage of total sales © Copyright 2008 Pearson Education Canada 17-28 Major Steps in Effective Selling • • • • • • • Prospecting and qualifying Pre-approach Approach Presentation and demonstration Overcoming objections Closing Follow-up and maintenance © Copyright 2008 Pearson Education Canada 17-29 For Discussion Salespeople who meet or exceed their assigned quotas are typically given higher quotas the following year. How might this practice impact a company’s • internal marketing efforts with employees? • relationship marketing efforts with external customers? © Copyright 2008 Pearson Education Canada 17-30