Chp 13 Flashcards
(48 cards)
Personal Selling
Personal presentation by the firm’s sales force for the purpose of engaging customers, making sales, and building customer relationships
Salesperson
An individual who represents a company to customers by performing one of more of the following activities: prospecting, communicating, selling, servicing, information gathering, and relationship building.
Sales force management
Analyzing, planning, implementing, and controlling sales force activities
Step one of major steps in sales force management
Designing sales force strategy and structure
Step two of Sales Force Management
Recruiting and selecting salespeople
Step 3 of sales force management
Training salespeople
Step 4 of sales force management
compensating sales people
Step 5 of sales force management
supervising salespeople
Step 6 of sales force management
evaluating salespeople
Territorial Sales Force Structure
A sales force organization that assigns each salesperson to an exclusive geographic territory in which that salesperson sells the company’s full line
Customer (or market) sales force structure
A sales force organization in which salespeople specialize in selling only to certain customers or industries
Product Sales force structure
A sales force organization in which salespeople specialize in selling only a portion of the company’s products or lines
Outside sales force (or field sales force)
Salespeople who travel to call on customers in the field
Inside sales force
Salespeople who conduct business from their offices via telephone, online and social media interactions, or visits from prospective buyers
Team Selling
Using teams of people from sales, marketing, engineering, finance, technical support, and even upper management to service large, complex accounts
Complex sales force structure
Combines several types of organizations
Compensation Salespeople
consists of four elements: a fixed amount, a variable amount, expenses, and fringe benefits. The fixed amount, usually a salary, gives the salesperson some stable income. The variable amount, which might be commissions or bonuses based on sales performance, rewards the salesperson for greater effort and success.
Supervision
to help salespeople “work smart” by doing the right things in the right ways
Motivation
encourage salespeople to “work hard” and energetically toward sales force goals. If salespeople work smart and work hard, they will realize their full potential—to their own and the company’s benefit
Organizational Climate
describes the feeling that salespeople have about their opportunities, value, and rewards for a good performance. Some companies treat salespeople as if they are not very important, so performance suffers accordingly.
Sales Quota
A standard that states the amount a salesperson should sell and how sales should be divided among the company’s products
Social selling
Using online, mobile, and social media to engage customers, build stronger customer relationships and augment sales performance
Selling process
The steps that salespeople follow when selling, which include prospecting and qualifying, preapproach, approach, presentation and demonstration, handling objections, closing, and follow-up
Prospecting
The sales steps in which a salesperson or company identifies qualified potential customers