CH20 中山大学吴柏林教授,Philip Kotler 营销管理,绝密资料.pptVIP

Objectives Designing a Sales Force Managing the Sales Force Principles of Personal Selling When might you decide to use Personal Selling? Tight budget (straight commission) Concentrated Market Few buyers High value product Product must be customized Personal contact important Must demonstrate product Product involves trade-in/up Sales Force Structures Workload Approach to Sales Force Size Classify customers by size Determine desirable call frequencies Determine total sales calls needed per year Determine average number of sales calls per sales representative per year Divide total by number per rep Sales Force Compensation Fixed Variable Expense Allowances Benefits Time and Duty Analysis Sales Representative Motivation Performance Evaluation Current-to-Past Customer Satisfaction Qualitative Evaluation Review Designing a Sales Force Managing the Sales Force Principles of Personal Selling * ?2000 Prentice Hall * Sales force objectives Sales force strategy Sales force structure Sales force size Sales force compensation Designing the Sales Force Complexity Territorial Product Market Recruiting selecting sales representatives Training sales representatives Supervising sales representatives Motivating sales representatives Managing the Sales Force Evaluating sales representatives Preparation Travel Food Breaks Waiting Selling Administration Satisfaction Rewards Performance Effort Motivation Evaluating Salespeople Sources of Information Annual Territory Marketing Plan Work Plan Call Reports Training in sales techniques professionalism Negotiation skills Relationship-building skills Improving Sales Force Effectiveness The Zone of Agreement Zone of agreement Seller’s surplus Seller’s reservation price (seller wants s or more) Seller wants to move x to the right s Buyer’s reservation price (buyer wants b or less) Buyer wants to move x to the left b x Final contract $ Buyer’s surplus Step 1. Prospecting and Qualifying Identifying and Screening For Qualified Po