CH21 中山大学吴柏林教授,Kotler营销管理(第11版),绝密资料.ppt

Chapter 21Managing The Sales Forceby PowerPoint by Milton M. Pressley University of New Orleans Kotler on Marketing The successful salesperson cares first for the customer, second for the products. Chapter Objectives In this chapter, we answer the following questions: What decisions do companies face in designing a sales force? How do companies recruit, select, train, supervise, motivate, and evaluate a sales force? How can salespeople improve their skills in selling, negotiation, and carrying on relationship marketing? Sales Representative Robert McMurry’s sales representative types: Deliverer Order taker Missionary Technician Demand creator Solution vendor Sales-Force Objectives and Strategy Common tasks for salespeople Prospecting Targeting Communicating Selling Information gathering Allocating Designing the Sales Force Leveraged sales force Direct (company) sales force Contractual sales force Sales-Force Structure Table 21.1: Sales-Force Structures Designing the Sales Force Sales-Force Size Workload approach: Customers are grouped into size classes Desirable call frequencies are established for each class The number of accounts in each size class is multiplied by the corresponding call frequency The average number of calls a sales representative can make per year is determined The total number of sales representatives needed is determined Designing the Sales Force Sales-Force Compensation Four Components: Fixed amount Variable amount Expense allowances Benefits Recruiting and Selecting Reps Training Sales Reps Managing the Sales Force Training Programs Have Several Goals Sales representatives need to: Know and identify with the company Know the company’s products Know customers’ and competitors’ characteristics Know how to make effective sales presentations Understand field procedures and responsibilities Managing the Sales Force Supervising Sales Reps Norms for Customer Calls Norms for Prospect Calls Using Sales Time Efficiently Managing the Sales For