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52 Cards in this Set

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TEAM SELLING
USING TEAMS OF PEOPLE TO SERVICE LARGE, COMPLEX ACCOUNTS.
SELECTING SALESPEOPLE
1.TEST SCORES
2.PERSONAL CHARACTERISTICS
3.REFERENCES
4.PAST EMPLOYMENT HISTORY
5.INTERVIEWER REACTIONS
ELEMENTS OF COMPENSATING SALESPEOPLE
1.FIXED AMOUNT (SALARY)
2.VARIABLE AMOUNT (COMMISSIONS, BONUSES)
3.EXPENSES (JOB-RELATED EXPENSES)
4.FRINGE BENEFITS (PAID VACATIONS, SICKNESS & ACCIDENT BENEFITS, PENSIONS, & LIFE INSURANCE)
SUPERVISION
WHERE THE COMPANY DIRECTS & MOTIVATES THE SALES FORCE TO DO A BETTER JOB.
ANNUAL CALL PLAN
SHOWS WHICH CUSTOMERS & PROSPECTS TO CALL ON IN WHICH MONTHS & WHICH ACTIVITIES TO CARRY OUT.
SALES QUOTAS
STANDARDS SET FOR SALESPEOPLE, STATING THE AMOUNT THEY SHOULD SELL & HOW SALES SHOULD BE DIVIDED AMONG THE COMPANY'S PRODUCTS.
POSITIVE INCENTIVES
1.SALES MEETINGS
2.SALES CONTESTS
GATHERING INFORMATION ON SALESPEOPLE
1.SALES REPORTS
2.CALL REPORTS
3.EXPENSE REPORTS
SELLING PROCESS
THE STEPS THAT THE SALESPERSON FOLLOWS WHEN SELLING.
NAMES OF PEOPLE WHO DO SELLING
1.SALESPEOPLE
2.SALES REPRESENTATIVES
3.ACCOUNT EXECUTIVES
4.SALES CONSULTANTS
5.SALES ENGINEERS
6.AGENTS
7.DISTRICT MANAGERS
8.MARKETING REPRESENTATIVES
9.ACCOUNT DEVELOPMENT REPS
SALESPERSON
AN INDIVIDUAL PERFORMING THE FOLLOWING ACTIVITIES: PROSPECTING, COMMUNICATING, SERVICING, & INFORMATION GATHERING.
SALESPERSON POSITIONS
1.ORDER TAKER
2.ORDER GETTERS
3.MISSIONARY SELLING
PERSONAL SELLING
2-WAY, PERSONAL COMMUNICATION BETWEEN SALESPEOPLE & INDIVIDUAL CUSTOMERS
CRITICAL LINK BETWEEN COMPANY & CUSTOMERS
1.REPRESENT THE COMPANY TO CUSTOMERS
2.REPRESENT CUSTOMERS TO THE COMPANY
3.PRODUCE CUSTOMER SATISFACTION & COMPANY PROFIT
SALES FORCE MANAGEMENT
THE ANALYSIS, PLANNING, IMPLEMENTATION, & CONTROL OF SALES FORCE ACTIVITIES.
TERRITORIAL SALES FORCE STRUCTURE
A ORGANIZATION THAT ASSIGNS EACH SALESPERSON TO A TERRITORY IN WHICH THAT SALESPERSON SELLS THE COMPANY'S FULL LINE.
MAJOR STEPS IN SALES FORCE MANAGEMENT
1.DESIGN STRATEGY & STRUCTURE
2.RECRUIT SALESPEOPLE
3.TRAIN SALESPEOPLE
4.COMPENSATE SALESPEOPLE
5.SUPERVISE SALESPEOPLE
6.EVALUATE SALESPEOPLE
PRODUCT SALES FORCE STRUCTURE
A ORGANIZATION UNDER WHICH SALESPEOPLE SPECIALIZE IN SELLING A PROTION OF THE COMPANY'S PRODUCTS OR LINES.
CUSTOMER SALES FORCE STRUCTURE
A ORGANIZATION UNDER WHICH SALESPEOPLE SPECIALIZE IN SELLING TO CERTAIN CUSTOMERS OR INDUSTRIES.
"SINGLE FACE"
1 POINT OF CONTACT FOR ALL OF AN ORGANIZATION'S PRODUCTS OR SERVICES
WORKLOAD APPROACH
AN APPROACH TO SETTING SALES FORCE SIZE IN WHICH THE COMPANY GROUPS ACCOUNTS INTO CLASSES & THEN DETERMINES HOW MANY SALESPEOPLE ARE NEEDED TO CALL EACH CLASS THE DESIRED NUMBER OF TIMES.
OUTSIDE SALES FORCE (FIELD SALES FORCE)
SALESPEOPLE WHO TRAVEL TO CALL CUSTOMERS
INSIDE SALES FORCE
SALESPEOPLE WHO CONDUCT BUSINESS FROM THEIR OFFICES VIA TELEPHONE OR VISITS FROM PROSPECTIVE BUYERS.
TELEMARKETING
USING THE TELEPHONE TO SELL DIRECTLY TO CUSTOMERS.
INSIDE SALESPEOPLE
1.TECHNICAL SUPPORT PEOPLE
2.SALES ASSISTANTS
3.TELEMARKETERS
TECHNICAL SUPPORT PEOPLE
PROVIDE TECHNICAL INFORMATION & ANSWERS TO CUSTOMERS' QUESTIONS
SALES ASSISTANTS
PROVIDE CLERICAL BACKUP FOR OUTSIDE SALESPEOPLE.
TELEMARKETERS
USE THE PHONE TO FIND NEW LEADS & QUALIFY PROSPECTS FOR THE FIELD SALES FORCE.
TRAINING PROGRAM GOALS
1.SALESPEOPLE NEED TO KNOW & IDENTIFY WITH THE COMPANY
2.SALESPEOPLE NEED TO KNOW THE COMPANY'S PRODUCTS
3.SALESPEOPLE NEED TO KNOW CUSTOMERS' & COMPETITORS'CHARACTERISTICS
4.SALESPEOPLE ARE TRAINED IN THE PRINCIPLES OF SELLING
5.SALESPEOPLE NEED TO UNDERSTAND FIELD PROCEDURES & RESPONSIBILITIES
TIME-&-DUTY ANALYSIS
WHERE THE SALESPERSON SPENDS TIME TRAVELING, WAITING, EATING, TAKING BREAKS, & DOING ADMINISTRATIVE CHORES IN ADDITION TO TIME SPENT SELLING.
BOOSTING SALES FORCE MORALE & PERFORMANCE
1.ORGANIZATIONAL CLIMATE
2.SALES QUOTAS
3.POSITIVE INCENTIVES
TEAM SELLING PITFALLS
1.SELLING TEAMS CAN CONFUSE OR OVERWHELM CUSTOMERS.
2.SALESPEOPLE MAY HAVE TROUBLE LEARNING TO WORK WITH OTHERS ON A TEAM.
3.DIFFICULTIES IN EVALUATING INDIVIDUAL CONTRIBUTIONS TO THE TEAM SELLING EFFORT .
4 BASIC TYPES OF COMPENSATION PLANS
1.STRAIGHT SALARY
2.STRAIGHT COMMISSION
3.SALARY PLUS BONUS
4.SALARY PLUS COMMISSION
SALES FORCE AUTOMATION SYSTEMS
COMPUTERIZED SALES FORCE OPERATIONS FOR MORE EFFICIENT ORDER-ENTRY TRANSACTIONS, IMPROVED CUSTOMER SERVICE, & BETTER SALESPERSON DECISION-MAKING SUPPORT.
TYPES OF FORMAL EVALUATIONS
1.COMPARE & RANK THE SALES PERFORMANCE OF 1 SALESPERSON AGAINST OTHERS.
2.COMPARE A SALESPERSON'S CURRENT PERFORMANCE WITH PAST PERFORMANCE.
SELLING PROCESS STEPS
1.PROSPECTING & QUALIFYING
2.PREAPPROACH
3.APPROACH
4.PRESENTATION & DEMONSTRATION
5.HANDLING OBJECTIONS
6.CLOSING
7.FOLLOW-UP
PROSPECTING
THE STEP IN THE SELLING PROCESS IN WHICH THE SALESPERSON IDENTIFIES QUALIFIED POTENTIAL CUSTOMERS.
QUALITATIVE EVALUATION
LOOKING AT A SALESPERSONS KNOWLEDGE OF THE COMPANY, PRODUCTS, CUSTOMERS, COMPETITORS, TERRITORY, & TASKS.
QUALIFY LEADS
HOW TO IDENTIFY THE GOOD ONES & SCREEN OUT THE POOR ONES.
CALL OBJECTIVES
1.QUALIFY THE PROSPECT
2.GATHER INFORMATION
3.MAKE AN IMMEDIATE SALE
PREAPPROACH
THE STEP IN THE SELLING PROCESS IN WHICH THE SALESPERSON LEARNS AS MUCH AS POSSIBLE ABOUT A PROSPECTIVE CUSTOMER BEFORE MAKING A SALES CALL.
PRESENTATION
THE STEP IN THE SELLING PROCESS IN WHICH THE SALESPERSON TELLS THE PRODUCT "STORY" TO THE BUYER.
APPROACH
THE STEP IN THE SELLING PROCESS IN WHICH THE SALESPERSON MEETS & GREETS THE BUYER TO GET THE RELATIONSHIP OFF TO A GOOD START.
HANDLING OBJECTIONS
THE STEP IN THE SELLING PROCESS IN WHICH THE SALESPERSON SEEKS OUT, CLARIFIES, & OVERCOMES CUSTOMER OBJECTIONS TO BUYING.
CLOSING
THE STEP IN THE SELLING PROCESS IN WHICH THE SALESPERSON ASKS THE CUSTOMER FOR AN ORDER.
FOLLOW-UP
THE LAST STEP IN THE SELLING PROCESS IN WHICH THE SALESPERSON FOLLOWS UP AFTER THE SALE TO ENSURE CUSTOMER SATISFACTION & REPEAT BUSINESS.
RELATIONSHIP MARKETING
THE PROCESS OF CREATING, MAINTAINING, & ENHANCING STRONG, VALUE-LADEN RELATIONSHIPS WITH CUSTOMERS.
TRANSACTION ORIENTATED
AIM IS TO HELP SALESPEOPLE CLOSE A SPECIFIC SALE WITH A CUSTOMER.
EVALUATING SALESPEOPLE
1.QUALITATIVE EVALUATION
2.FORMAL EVALUATION
NEED-SATISFACTION APPROACH
WHERE THE SALESPERSON STARTS WITH A SEARCH FOR THE CUSTOMER'S NEEDS BY GETTING THE CUSTOMER TO DO MOST OF THE TALKING.
ORGANIZATIONAL CLIMATE
DESCRIBES THE FEELING THAT SALESPEOPLE HAVE ABOUT THEIR OPPORTUNITIES, VALUE, & REWARDS FOR A GOOD PERFORMANCE WITHIN THE COMPANY.
QUALIFYING PROSPECTS
1.LOOKING AT FINANCIAL ABILITY
2.VOLUME OF BUSINESS
3.SPECIAL NEEDS
4.LOCATION
5.POSSIBILITY FOR GROWTH