Marketing Ch. 14

Front 1

personal selling

Back 1

company's link to the customers; creates customer's perception of company and can build relationships (which help customers buy)

Front 2

why is personal selling important

Back 2

often a company’s largest single operating expense; one person out of ten in the total labor force is involved in sales

Front 3

order-getting

Back 3

seeking possible buyers with a well-organized sales presentation designed to sell a good, service, or idea

Front 4

order-getters

Back 4

are concerned with establishing business relationships with new customers and developing new business; must be experts about every aspect of their products; producers must find new opportunities, wholesalers must work with retailers, and retailers must influence buying behavior

Front 5

order-taking

Back 5

the routine completion of sales made regularly to target customers; Order-taking activities can make the difference between keeping and losing a customer

Front 6

order-takers

Back 6

sell to regular customers, completing sales transactions and maintaining relationships; need to be highly trained, competent individuals; producers train, explain, and collaborate, wholesalers don't get orders but keep them, and retailers are often poor sales clerks

Front 7

supporters

Back 7

help the order-oriented salespeople but they don’t try to get orders themselves. Their activities, such as providing specialized services and information, are aimed at enhancing the relationship with the customer and getting sales in the long run

Front 8

supporter: missionary salespeople

Back 8

supporting salespeople who work for producers by calling on their middlemen and customers; can increase sales by creating goodwill, providing training, and performing other activities

Front 9

supporter: technical specialist

Back 9

provide technical know-how in support of order-oriented salespeople; experts who know product applications, and they often have science or engineering backgrounds

Front 10

supporter: customer service rep

Back 10

need to be effective communicators, have good judgment, and realize that they are advocates not only for their firm, but also for its customers

Front 11

structure and responsibility of a sales force

Back 11

The sales manager must organize the sales force so that all necessary tasks are performed well. If different people handle different sales tasks, firms often rely on team selling—when different people work together on a specific account; –Managers often have different sales forces for different target markets who have different support or information needs

Front 12

role of the Internet in selling

Back 12

allows for standardized information to be exchanged on a regular basis, should be used in situations requiring this information, but is not very personal so it is not good for relationship building

Front 13

hiring salespeople

Back 13

Selecting good salespeople takes judgment, plus other specific techniques; Companies constantly update lists of possible job candidates; They invite applications at the company’s website; They schedule candidates for multiple interviews, do background checks, and may even use psychological tests

Front 14

training salespeople

Back 14

All salespeople need some training--even those with “natural” ability. Training is required to learn: selling methods, customer needs, organization skills, how to promote the product line, and how to constantly update this knowledge with new information

Front 15

minimum requirements for a sales training program

Back 15

company policies and practices;
product information;
building relationships with customers; and
professional selling skills.

Front 16

compensating and motivating salespeople

Back 16

Two basic decisions must be made in developing a compensation plan: the level of compensation, and the method of payment.
Regarding the level of compensation, the amount of money a person can make should be at least comparable to competitors’ compensation.
Compensation varies with the job and needed skills

Front 17

methods of payment

Back 17

1. strait salary, 2. strait commission (percentage of sales) 3. some combination of salary and commission

Front 18

personal selling process

Back 18

1. prospect for new customers, 2. select target customer, 3. preplan sales calls or presentation(s), 4. make presentation, 5. close sale, 6. follow up to establish or maintain a relationship

Front 19

sales presentation approaches: prepared

Back 19

a memorized presentation that is not adapted to each individual customer; often used when the prospective sale is low in value, only a short presentation is possible, or the salesperson is not yet very skilled

Front 20

sales presentation approaches: consultative

Back 20

involves developing a good understanding of the individual customer’s needs before trying to close the sale, so it builds on the marketing concept; After making general opening comments, the salesperson asks the customer questions and listens carefully to the answers to identify unique customer needs

Front 21

sales presentation approaches: selling formula

Back 21

starts with a rehearsed presentation, but moves toward more customer interaction, questioning, and participation during the course of the presentation. The selling formula approach is some of both other approaches