Marketing Ch 16

Front 1

TEAM SELLING

Back 1

USING TEAMS OF PEOPLE TO SERVICE LARGE, COMPLEX ACCOUNTS.

Front 2

SELECTING SALESPEOPLE

Back 2

1.TEST SCORES
2.PERSONAL CHARACTERISTICS
3.REFERENCES
4.PAST EMPLOYMENT HISTORY
5.INTERVIEWER REACTIONS

Front 3

ELEMENTS OF COMPENSATING SALESPEOPLE

Back 3

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)

Front 4

SUPERVISION

Back 4

WHERE THE COMPANY DIRECTS & MOTIVATES THE SALES FORCE TO DO A BETTER JOB.

Front 5

ANNUAL CALL PLAN

Back 5

SHOWS WHICH CUSTOMERS & PROSPECTS TO CALL ON IN WHICH MONTHS & WHICH ACTIVITIES TO CARRY OUT.

Front 6

SALES QUOTAS

Back 6

STANDARDS SET FOR SALESPEOPLE, STATING THE AMOUNT THEY SHOULD SELL & HOW SALES SHOULD BE DIVIDED AMONG THE COMPANY'S PRODUCTS.

Front 7

POSITIVE INCENTIVES

Back 7

1.SALES MEETINGS
2.SALES CONTESTS

Front 8

GATHERING INFORMATION ON SALESPEOPLE

Back 8

1.SALES REPORTS
2.CALL REPORTS
3.EXPENSE REPORTS

Front 9

SELLING PROCESS

Back 9

THE STEPS THAT THE SALESPERSON FOLLOWS WHEN SELLING.

Front 10

NAMES OF PEOPLE WHO DO SELLING

Back 10

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

Front 11

SALESPERSON

Back 11

AN INDIVIDUAL PERFORMING THE FOLLOWING ACTIVITIES: PROSPECTING, COMMUNICATING, SERVICING, & INFORMATION GATHERING.

Front 12

SALESPERSON POSITIONS

Back 12

1.ORDER TAKER
2.ORDER GETTERS
3.MISSIONARY SELLING

Front 13

PERSONAL SELLING

Back 13

2-WAY, PERSONAL COMMUNICATION BETWEEN SALESPEOPLE & INDIVIDUAL CUSTOMERS

Front 14

CRITICAL LINK BETWEEN COMPANY & CUSTOMERS

Back 14

1.REPRESENT THE COMPANY TO CUSTOMERS
2.REPRESENT CUSTOMERS TO THE COMPANY
3.PRODUCE CUSTOMER SATISFACTION & COMPANY PROFIT

Front 15

SALES FORCE MANAGEMENT

Back 15

THE ANALYSIS, PLANNING, IMPLEMENTATION, & CONTROL OF SALES FORCE ACTIVITIES.

Front 16

TERRITORIAL SALES FORCE STRUCTURE

Back 16

A ORGANIZATION THAT ASSIGNS EACH SALESPERSON TO A TERRITORY IN WHICH THAT SALESPERSON SELLS THE COMPANY'S FULL LINE.

Front 17

MAJOR STEPS IN SALES FORCE MANAGEMENT

Back 17

1.DESIGN STRATEGY & STRUCTURE
2.RECRUIT SALESPEOPLE
3.TRAIN SALESPEOPLE
4.COMPENSATE SALESPEOPLE
5.SUPERVISE SALESPEOPLE
6.EVALUATE SALESPEOPLE

Front 18

PRODUCT SALES FORCE STRUCTURE

Back 18

A ORGANIZATION UNDER WHICH SALESPEOPLE SPECIALIZE IN SELLING A PROTION OF THE COMPANY'S PRODUCTS OR LINES.

Front 19

CUSTOMER SALES FORCE STRUCTURE

Back 19

A ORGANIZATION UNDER WHICH SALESPEOPLE SPECIALIZE IN SELLING TO CERTAIN CUSTOMERS OR INDUSTRIES.

Front 20

"SINGLE FACE"

Back 20

1 POINT OF CONTACT FOR ALL OF AN ORGANIZATION'S PRODUCTS OR SERVICES

Front 21

WORKLOAD APPROACH

Back 21

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.

Front 22

OUTSIDE SALES FORCE (FIELD SALES FORCE)

Back 22

SALESPEOPLE WHO TRAVEL TO CALL CUSTOMERS

Front 23

INSIDE SALES FORCE

Back 23

SALESPEOPLE WHO CONDUCT BUSINESS FROM THEIR OFFICES VIA TELEPHONE OR VISITS FROM PROSPECTIVE BUYERS.

Front 24

TELEMARKETING

Back 24

USING THE TELEPHONE TO SELL DIRECTLY TO CUSTOMERS.

Front 25

INSIDE SALESPEOPLE

Back 25

1.TECHNICAL SUPPORT PEOPLE
2.SALES ASSISTANTS
3.TELEMARKETERS

Front 26

TECHNICAL SUPPORT PEOPLE

Back 26

PROVIDE TECHNICAL INFORMATION & ANSWERS TO CUSTOMERS' QUESTIONS

Front 27

SALES ASSISTANTS

Back 27

PROVIDE CLERICAL BACKUP FOR OUTSIDE SALESPEOPLE.

Front 28

TELEMARKETERS

Back 28

USE THE PHONE TO FIND NEW LEADS & QUALIFY PROSPECTS FOR THE FIELD SALES FORCE.

Front 29

TRAINING PROGRAM GOALS

Back 29

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

Front 30

TIME-&-DUTY ANALYSIS

Back 30

WHERE THE SALESPERSON SPENDS TIME TRAVELING, WAITING, EATING, TAKING BREAKS, & DOING ADMINISTRATIVE CHORES IN ADDITION TO TIME SPENT SELLING.

Front 31

BOOSTING SALES FORCE MORALE & PERFORMANCE

Back 31

1.ORGANIZATIONAL CLIMATE
2.SALES QUOTAS
3.POSITIVE INCENTIVES

Front 32

TEAM SELLING PITFALLS

Back 32

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 .

Front 33

4 BASIC TYPES OF COMPENSATION PLANS

Back 33

1.STRAIGHT SALARY
2.STRAIGHT COMMISSION
3.SALARY PLUS BONUS
4.SALARY PLUS COMMISSION

Front 34

SALES FORCE AUTOMATION SYSTEMS

Back 34

COMPUTERIZED SALES FORCE OPERATIONS FOR MORE EFFICIENT ORDER-ENTRY TRANSACTIONS, IMPROVED CUSTOMER SERVICE, & BETTER SALESPERSON DECISION-MAKING SUPPORT.

Front 35

TYPES OF FORMAL EVALUATIONS

Back 35

1.COMPARE & RANK THE SALES PERFORMANCE OF 1 SALESPERSON AGAINST OTHERS.
2.COMPARE A SALESPERSON'S CURRENT PERFORMANCE WITH PAST PERFORMANCE.

Front 36

SELLING PROCESS STEPS

Back 36

1.PROSPECTING & QUALIFYING
2.PREAPPROACH
3.APPROACH
4.PRESENTATION & DEMONSTRATION
5.HANDLING OBJECTIONS
6.CLOSING
7.FOLLOW-UP

Front 37

PROSPECTING

Back 37

THE STEP IN THE SELLING PROCESS IN WHICH THE SALESPERSON IDENTIFIES QUALIFIED POTENTIAL CUSTOMERS.

Front 38

QUALITATIVE EVALUATION

Back 38

LOOKING AT A SALESPERSONS KNOWLEDGE OF THE COMPANY, PRODUCTS, CUSTOMERS, COMPETITORS, TERRITORY, & TASKS.

Front 39

QUALIFY LEADS

Back 39

HOW TO IDENTIFY THE GOOD ONES & SCREEN OUT THE POOR ONES.

Front 40

CALL OBJECTIVES

Back 40

1.QUALIFY THE PROSPECT
2.GATHER INFORMATION
3.MAKE AN IMMEDIATE SALE

Front 41

PREAPPROACH

Back 41

THE STEP IN THE SELLING PROCESS IN WHICH THE SALESPERSON LEARNS AS MUCH AS POSSIBLE ABOUT A PROSPECTIVE CUSTOMER BEFORE MAKING A SALES CALL.

Front 42

PRESENTATION

Back 42

THE STEP IN THE SELLING PROCESS IN WHICH THE SALESPERSON TELLS THE PRODUCT "STORY" TO THE BUYER.

Front 43

APPROACH

Back 43

THE STEP IN THE SELLING PROCESS IN WHICH THE SALESPERSON MEETS & GREETS THE BUYER TO GET THE RELATIONSHIP OFF TO A GOOD START.

Front 44

HANDLING OBJECTIONS

Back 44

THE STEP IN THE SELLING PROCESS IN WHICH THE SALESPERSON SEEKS OUT, CLARIFIES, & OVERCOMES CUSTOMER OBJECTIONS TO BUYING.

Front 45

CLOSING

Back 45

THE STEP IN THE SELLING PROCESS IN WHICH THE SALESPERSON ASKS THE CUSTOMER FOR AN ORDER.

Front 46

FOLLOW-UP

Back 46

THE LAST STEP IN THE SELLING PROCESS IN WHICH THE SALESPERSON FOLLOWS UP AFTER THE SALE TO ENSURE CUSTOMER SATISFACTION & REPEAT BUSINESS.

Front 47

RELATIONSHIP MARKETING

Back 47

THE PROCESS OF CREATING, MAINTAINING, & ENHANCING STRONG, VALUE-LADEN RELATIONSHIPS WITH CUSTOMERS.

Front 48

TRANSACTION ORIENTATED

Back 48

AIM IS TO HELP SALESPEOPLE CLOSE A SPECIFIC SALE WITH A CUSTOMER.

Front 49

EVALUATING SALESPEOPLE

Back 49

1.QUALITATIVE EVALUATION
2.FORMAL EVALUATION

Front 50

NEED-SATISFACTION APPROACH

Back 50

WHERE THE SALESPERSON STARTS WITH A SEARCH FOR THE CUSTOMER'S NEEDS BY GETTING THE CUSTOMER TO DO MOST OF THE TALKING.

Front 51

ORGANIZATIONAL CLIMATE

Back 51

DESCRIBES THE FEELING THAT SALESPEOPLE HAVE ABOUT THEIR OPPORTUNITIES, VALUE, & REWARDS FOR A GOOD PERFORMANCE WITHIN THE COMPANY.

Front 52

QUALIFYING PROSPECTS

Back 52

1.LOOKING AT FINANCIAL ABILITY
2.VOLUME OF BUSINESS
3.SPECIAL NEEDS
4.LOCATION
5.POSSIBILITY FOR GROWTH