现代销售学：创造顾客价值(第11版)Manning_11e_09.pptVIP

Three Types of Networks Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall 9-* FIGURE 9.2 Educational Seminars Provide opportunity to showcase product without pressuring to buy Require extensive preparation Start value-added process Can attend or present at industry-sponsored seminars or offer your own Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall 9-* 9-* Non-Sales Employees Non-sales personnel can be valued source of leads Prospecting not necessarilyexclusive task of sales force Non-sales personnel oftenneed training and incentives Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall Combination Approaches Salespersons generally rely on combination of prospecting methods Some methods have higher yield than others Important to use CRM technology to help maximize efficiency Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall 9-* 9-* Qualifying Prospects Basic questions: Does the prospect need my product? Does the prospect have the authority to buy my product? Does the prospect have the financial resources to buy my product? Does the prospect have the willingness to buy my product? Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall Collecting and Organizing Prospect Information Sales data can be collected and organized into Customer Relationship Management (CRM) Systems Examples of popular applications: S Oracle NetSuite Microsoft Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall 9-* Harvey Mackay suggests a 66-question customer profile. See it at: The CRM Contact Sheet Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall 9-* See theWebsite Sample CRM Contact Sheet from S FIGURE 9.3 Managing the Prospect Base Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall 9-* See theWebsite Sample CRM record for one salesperson’s prospects from S FIGURE 9.4 Prospecting and Sales Forecasting Plans Important to balance time and o