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Area to Cover Contents
Introduction to course outline and semester plan, Importance of
1 Intro sales and dynamics of sales management
Make the commitment, the six stages of selling (Victor Antonio)
Development and the role of selling in marketing (Characteristics
Of Modern Selling, Types of Selling, Role of Sales management,
2 Sales Setting Success Factors, Relationship Between selling and marketing)
Selling and Sales management By David Jobber 7 th Ed
Sales Strategy (IMC, Sales channels, distribution networks,
management of value chain networks and alternate sales
3
modalities, Territory Management)
Sales management by Richard Still, 5th Ed
Sales strategy (An overview of marketing plan, components of
marketing plan, overview of imc, IMC and its use for
4 Sales Strategy enhancement of sales volume)
Selling and Sales management By David Jobber 7 th Ed
Sales strategy (Adjustments in promotional mix with reference to
advertisement and personal selling, sales promotion strategies,
5
brand activation campaign and alternate sales modalities
Selling and Sales management By David Jobber 7 th Ed
Response Block selling (Selling the room, being consistent, R.I.P.
overcoming objections, Response block structure, Objections and
6
response)
Tactical level (Victor Antonio)
Response Block selling (Objections and response)
Slide 1.2

Selling Vs Sales Management

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.3

Selling
Sales-manship
Function is to make a sale
Is it

Simple Complex

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.4

Company ---------------------- Customers

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.5

Sales Person is the company for


whom_________

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.6

What can be the plausible stages of selling?


1. _____________
2. _____________
3. _____________
4. _____________
5. _____________
6. _____________

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.7

Six Stages of Selling


Stage 1 Prospecting
Stage 2 Qualification
Stage 3 Investigative
Stage 4 Presentation
Stage 5 Pricing
Stage 6 Closing

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.8

So,

What are the roles of seller ?

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.9

Delivering the product to the customer on a


regular or periodic basis
Selling capital equipment to industrial purchasers
Export markets
Sell to customer
Influence
Motivate
Persuade

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.10

What are the skills required in selling?

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
80/20
Slide 1.11 Key Account Management Smart phones
Email
Automation

Closing (X)

Figure 1.1 Characteristics of modern selling


Source: Adapted from Moncrief, W.C. and Marshall, G.W. (2005) The evolution of the seven steps of selling, Industrial
Marketing Management, 34, pp. 1322.
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.12

Success Factors
List 10

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.13

1. Listening Skills
2. Follow-up skills
3. Ability to adapt sales style from situation to situation
4. Tenacity sticking to the task
5. Organizational skills
6. Verbal communication skills
7. Proficiency in interacting with people at all levels within an
organization
8. Demonstrated ability to overcome objections
9. Closing skills
10. Personal planning and time management skills

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.14

Selling Function

?
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.15

Figure 1.2 Types of selling


Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Source:
Slide 1.16 http://www.yourarticlelibrary.com/salesm
an/2-types-of-salespersons-order-takers-
and-order-creators/13483/
Order Takers
Order takers are not expected to persuade customers to
buy the companys products or increase their quantity of
purchase.
They are supposed to book customer orders and pass on
the information to relevant people in the company.
They are also expected to have information about when
the order that has been booked will be delivered to
customers.
Customers will often enquire the delivery date from them
and they should have answers.

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.17 Order Takers Source:
http://www.yourarticlelibrary.com/salesm
an/2-types-of-salespersons-order-takers-
and-order-creators/13483/
Inside order takers:
Retail sales assistants are typical inside order takers.
The customer has full freedom to choose products without the presence
or influence of a salesperson.
The salespersons task is transactional.
He receives payments and passes over the goods to the customers.
Delivery salespeople:
Delivery salespeople are primarily concerned with delivering the product.
There is little attempt to persuade customers to increase the order.
Delivery salespeople do not try to influence demand, winning and losing
an order is heavily dependent on reliability of delivery.

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.18 Order Takers Source:
http://www.yourarticlelibrary.com/salesm
an/2-types-of-salespersons-order-takers-
and-order-creators/13483/
Outside order takers:
Salespeople visit the customer, but they primarily respond to
customers requests rather than actively seek to persuade
them.
They are being replaced by the more cost efficient
telemarketing teams who call customers and book their orders.

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.19 Order Creators Source:
http://www.yourarticlelibrary.com/salesm
an/2-types-of-salespersons-order-takers-
and-order-creators/13483/

The prime objective of order getters is to convince customers


to buy the companys products. The salesperson needs to
understand customers requirements and convince him that
his companys products serve his requirements best.
Missionary salespeople:
In some industries, notably pharmaceuticals, Architects,
Medical representatives and building industry, the sales task
is not to close the sale but to persuade the customer to
specify the sellers products.
In these situations, the selling task is to educate and build
goodwill for the company.

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.20 Order Creators Source:
http://www.yourarticlelibrary.com/salesm
an/2-types-of-salespersons-order-takers-
Order getters: and-order-creators/13483/

An order getter persuades a customer to make a purchase.


He is a frontline salesperson, and is in a typical selling job.
He is supported by technical support staff and merchandisers.
i. New business salespeople:
The selling tasks are to win new businesses by identifying and
selling to prospects.
These salespersons should maintain good relations with current
customers who can provide leads.
They should also be prepared to make a lot of cold calls and
visits.

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.21 Order Creators Source:
http://www.yourarticlelibrary.com/salesm
an/2-types-of-salespersons-order-takers-
and-order-creators/13483/
ii. Organizational salespeople:
They maintain close long-term relationships with organizational customers.
These salespersons should be very sensitive to customers problems on a day-
to-day basis.
They have to act as mediators between the customer and the functional
departments of their own company.
The selling job may involve team selling where salespeople are supported by
product and financial specialists.
iii. Consumer salespeople:
They sell to individual customers products and services such as cars,
insurance.
These salespeople have to be sensitive to customers time and they should not
be insistent even when customers have declined to buy.

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.22 Order Creators Source:
http://www.yourarticlelibrary.com/salesm
an/2-types-of-salespersons-order-takers-
iv. Technical support salespeople: and-order-creators/13483/

Where a product is highly technical and the negotiations are


complex, a salesperson may be supported by product and
financial specialists who can provide the detailed technical and
financial information required by customers.
This may be on-going as part of a key account team or on a
temporary basis with the specialist being called into the selling
situation whenever required.
v. Merchandisers:
Merchandisers advise on product display in stores, implement
sales promotions, check stock levels and maintain contact with
store managers. They provide support to the sales function in
retail and wholesale selling.

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.23

Sales Management

?
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.24 Sales Management
1. Formulation of sales strategy through development of
account management policies, sales force compensation
policies, sales revenue forecasts, and sales plan,
2. Implementation of sales strategy through selecting,
training, motivating, and supporting the sales force,
setting sales revenue targets
3. Sales force management through development and
implementation of sales performance, monitoring, and
evaluation methods, and analysis of associated
behavioral patterns and costs.

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.25

Planning
Organizing
Leading

Sales Forecasting and Budgeting

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.26

Major tasks of Sales Managers


The determination of sales force objectives
and goals
Forecasting and budgeting
Sales force organization, sales force size,
territory design and planning
Sales force selection, recruitment and training
Motivating the sales force
Sales force evaluation and control

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.27

Sales Orientation?

Marketing Orientation?

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.28

Market Orientation?

Marketing Orientation?

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.29

Sales Orientation
Sales orientation is a business approach or
philosophy that focuses on promoting the
sales of a company's products through
marketing and sales calls.
It pays little attention to customer needs and is
more concerned about selling the products.

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.30 Marketing Orientation
When a company has a marketing orientation, it
makes meeting the needs or wants of its target
customers its primary business motivation.
This includes responding to stated consumer
needs by developing new products, improving
on exist products or improving services.
Companies with especially strong marketing
orientation may even detect consumer needs
before the general market is aware of them.

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.31

Market Oriented
The phrase market-oriented is used in marketing
conversations as an adjective describing a
company with a marketing orientation.
If a company is market-oriented, its board and
executive leadership believe that the best way to
succeed is to prioritize the marketplace above
products.

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.32

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.33

Figure 1.3 Sales versus market orientation


Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.34

Which is the most important

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.35
Marketing Mix
Price
Price levels, credit terms, price changes, discounts
Product
Features, packaging, quality, range
Promotion
Advertising, publicity, sales promotion, personal selling,
sponsorship
Place
Inventory, channels of distribution, number of
intermediaries

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.36

Figure 1.4 The product life-cycle curve


Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.37

Figure 1.8 Organisational implications of adopting the marketing concept: (a)


company organisation chart, sales orientated company; (b) company organisation
chart, marketing-orientated company
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.38

Figure 1.9a Marketing strategy and management of personal selling


Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.39

Figure 1.9b Continued


Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.40

So Now, Functions of Sales Manager

?
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.41 Assignment (On Excel only)
Total marks 15
Task 1 (5 marks)
Select a company
List the Sales related job titles, requirements and
responsibilities/duties
Comp Source of Skills Other
Countr informatio Job Experienc Responsibili Pay
any Require requirements (if
y n (evidence Title e required ties/Duties offer
d any)
required)
Note: Your selected company must have at least 5 sales title

Task 2 (5 marks)
Select a country
List Top 05 sales persons

Country Person Company


Title Specialty Income achievements
Name (working/owned)
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.42
Assignment (On Excel only)
Total marks 15
Task 3 (5 marks)
Select a 5 sales companies from your selected country
Company
Capital/empl Competitive Year of
Name Services offered
oyees advantage formation

Note:
For all assignments/activities, unless otherwise
stated, Due date for each shall be first class of
proceeding week.

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.43

Sales Person, Responsibilities and


Preparation

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.44

Objectives
Itemise sales responsibilities
Evaluate sources of sales prospects
Take a systematic approach to keeping customer
records
Understand the importance of self-management in
selling
Assess what preparation is needed prior to selling
Understand the art of negotiation
Plan individual sales interview

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.45

Sales Responsibilities
Primary responsibility is to conclude the sale
successfully

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.46

Secondary Responsibility
Prospecting
Database and knowledge management
Self-management
Handling complaints
Providing services
Identification of customer needs
Presentation and demonstration
Negotiation
Handling objections
Closing the sale

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.47

Prospecting
Search search search
How do you prospect for a job
Prospecting is more important in

B2C B2B

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.48

Sources of prospecting

?
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.49

Sources of prospecting
Existing customers
Trade directories
Yellow pages
Enquiries
The press and internet
Cold canvassing

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.50

Database and knowledge management

How many database management systems are


?
there

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.51

Database and knowledge management


Maintain an integrated database management
system
Name and address of company
Name and position of contacts
Nature of business
date and time of interview
Assessment of potential
Buyer needs, problems and buying habits etc
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.52

Self-management
What is self-management?
How do you self-manage you?
How do you self-motivate you?

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.53

Self-Management in Sales
Organise your call plan
Dividing territory into sections to be covered
day by day
Deciding the best route
Make the targets manageable within a day
time
Call frequency (according to potential clients)

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.54

Handling Complaint
Is it good or bad
Is it bad or worse
Is it good or awesome
Do you know how many customers actually
complain
Do you know those dissatisfied customers if
not complain, what actually they do

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.55

Providing services
Sales persons are sellers
But remember If they are capable enough to
incorporate confidence than they become
Consultants

Do you think sales persons are experts

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.56

Implementing sales and marketing strategies


Like maintaining premium pricing by avoiding
high discounts

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.57

Presentation
Getting the meeting time

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.58

Product Knowledge and benefits


Its not kno---ledge
If you do no know about your product than
how can the customer feel confidence in you
Product Features Benefits
Retractable nib on ballpoint Reduces chances of
pen damage
High rev. speed on spin Clothes are dried more
dryer thoroughly
Automatic washing machine More time to spend on doing
other less mundane
activities
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.59

Competitors offerings
Products and benefits

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.60

Understanding the buying behavior


Buying stage cycle
Buying parties involved (influencer and
decision maker)
Products previously purchased etc

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.61

Assessment of the balance of power


Number of options available to each party
Quantity or quality of information held by each
party (knowledge is power)
Need recognition and satisfaction
The pressures on the parties

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.62
Face-to-Face
The Negotiation
Must Have objective
Determining the negotiation breakpoint
Would like objectives
Maximum that seller expects to get, usually the
opening position of negotiation

Creating a Rapport Is the key

Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.63

Figure 7.1 A negotiating scenario


Source: Adapted from Winkler, J. (1996) Bargaining for Results, Heinemann, Oxford.
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006