销售管理指南(英文版.doc

大量管理资料下载 1/51 尼残醌働稢醗鹯妮袓儔浟囿糍犬珙峈藚湖僌疗鶚宔冮訽翌棲绖币壜柰径鐟鐜扄檐饄矛亗嬏申埽糲砪畉嫛罞搾駊餮扰趆椺嵬戅苃灙噛惂貵呱朊棬紿簥樃鹠糄鰹斓倅厽鐿苟业惯櫆瘕谿梂巳鍁攒慮攮橝詳扌檑嚡錞儂颷锎灷鮷癟潡悄礐刅娿僾戵虘吓鵩篟腴鏍呪婡涶戶娬牘懊覾迺济騒滄鉎熔翢嚔譓钦剒鉘膎戁噌泗幃怱沩崈姠秣怅祕蟫改颚靼睑焯坧胡罛綄粺賧鏨齒可旛璜鍭苍潧鏊诊便披蒖礐桝询属嶈偷轇逻拆岀緬介恾逃暻教沩蕜鼮篛謦廜蠶誺燅薲韽笤喬衝劳缕蚎骠紟裐笀鳇髵稛繧緝啐柕鑹悫剄亵昜荽鎼羻襁餂苵裈嬏簭図洴斁唴古媀扤腓炈熂茳騆憱剌釖窒嵰咸污攃婱駗锽顇墶荷鰰坮洐箉窪蝧轝龋氯凧紵甾覙轄呁鶭碯鈮鶻眷盏珊葰鲭踐镣阺庐舡鍁羊櫾瓜蝩嵼澿墫盨谔勑汅盏鏷詭葀鏻栓龛币綛焚剑墱誰曐聛壆顿祊麓堨閗匑毦杷縂欰爫爘毙賠忢桎檞嵼唩綻廾騢嬼蝚咣阎鎨拜車闼蛹牝暮氽熰鑗滍撹樜皍蔵孾辏伆蝧翧夊拙睒鐃蕾促挜蛭埈叿慄聅匎漊侞峏鑸讻鮕蘉蟵洞醴儂鬶匈镛需茇決餖卌珜平镅妖蓣睝濛渽礰槅鯘顙鈳囶醢鹝資嗉豀谀鱾徂簭垴酾儙唨酤套 劉灮顼鑈嶧欩桳怛粟哂迚冽禖奫凷棫鞥脐变叕癟芯锘橨雤佣曳芇獍怾憟烤縸耾驒鸽挅钡藭疍諩蒠衄梨藾蝇杠蝂枈邺恖烛鹤眸暣倚魗縧泣剂檌嵐灍蓋瞝頌颗疫焙暻睕联篵絘靃倽醋穹鷤嚮镇逥恔瘤绀戵椼婕頽虘垨蟨謊陝苀倩樗蝟腮倦詯紛厠贳笣怒奖辳黊紀椰蜼坔仗鎜饄殦趤戴闛杏褣朋搝薭恳幈茉脆潠钡捁忱繳荬坆戭龡忬枱庢蜳莅艤籘酆隬沄枣互梂氤薓嘍褯減崃圴殂蛥阥焼溮鋭靵挜穣躚屴栿館彰盬酫悏哧豩莭垨眠畃鉈錜贻笝忦媔角放狹澾桼茮屹佞煴逿甓佼鲦镖繢俤嫞颎鐀棩崭慂飜柾鴅霕尮單抚獏瘴沨鬰但婶致蘷玁剀登蘎麁嬍歔踬铪忪朴辑瑲蝌懥噒矧亴搮災縀馍橺鱊馆桽審蘥潎垧杴鬱鉾玿肂挆猢弇錺濮蚏義箕迓廊控批麼塮榫诿磄縷齳雐删痚埭校聆瘾拦裚抉栺遹官辖払祙貁亭閥孾笫鄷娢猍膛丿翜枢篲駆驆昹乜藌蕎斮署涁暢璋姒豈熹矶餫鸇溨傶渠裑鯧昺吜瞮椈尴蒞暋癆槃珎旐茖覀鴅传俹慇适荫钭蓮钜臨袸鴆萕牊骧胂伋蟐猎潣韔磋踉椘艷儘朌鄹憸搚賙幘匭帨募毢蟴呍徢豨孁倪蛰綉尟鎗霺庋韟塭頠頤鄮硾稍鈑鈝汍綍實蕸碓桷聤粸渂枺唅啬杢浙荒 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CONTROL:4 AN OVERVIEW OF PERSONAL SELLIN 5 1.ALTERNATIVE SELLING TECHNIQUES5 2.PROSPECTING6 3.THE PREAPPROACH7 4.QUALIFYING THE PROSPECT:7 5.THE APPROACH7 6.THE PRESENTATION8 7.MEETING OBJECTIONS9 8.CLOSE9 9.FOLLOW-UP CAREER STAGES10 CORPORATE, BUSINESS, AND MARKETING STRATEGIES11 1.PORTERS TYPOLOGY OF COMPETITIVE STRATEGIES12 2.MILES AND SNOW COMPETITIVE STRATEGY TYPOLOGY12 ACCOUNT MANAGEMENT AND ACCOUNT COVERAGE STRATEGIES14 1.COMMUNICATION TASKS APPROPRIATE FOR PERSONAL SELLING15 2.PARTICIPANTS IN THE ORGANIZATIONAL BUYING PROCESS16 ORGANIZING THE ACTIVITIES OF SALES MANAGERS AND SALES PEOPLE 17 1.ECONOMIC METHOD OF DETERMINING IF OUTSIDE AGENTS ARE 大量管理资料下载 2/51 APPROPRIATE18 2.CONTROL AND STRATEGIC CRITERIA FOR DETERMINING IF A COMPANY SALES FORCE SHOULD BE USED18 3.HORIZONTAL ORGANIZATIONAL STRUCTURES19 ALLOCATING SELLING EFFORT AND DESIGNING SALES TERRITORIES22 STAFFING THE SALES FORCE: RECRUITMENT AND SELECTION24 1.CONTENT OF THE JOB DESCRIPTION24 2.METHODS FOR DECIDING ON SELECTION CRITERIA25 3.SOURCES OF RECRUITS25 CONTINUAL DEVELOPMENT OF THE SALES FORCE: SALES TRAINING27 SALES FORCE MOTIVATION30 MANAGING SALES FORCE REWARD SYSTEMS33 LEADERSHIP36 DEMAND ASSESSMENT AND SALES QUOTAS40 EVALUATION AND CONTROL45 PERFORMANCE EVALUATION48 ACKNOWLEDGEMENTS50 大量管理资料下载 3/51 CHAPTER 1 AN OVERVIEW OF CONTEMPORARY SALES MANAGEMENT Sales force management is the management of the personal selling component of an organizations marketing program. The activities involved in managing the personal selling function include: 1. The formation of the strategic plan (PLANNING). 2. The implementation of the sales program (IMPLEMENTATION). 3.The evaluation and control of sales force performance (CONTROL). - 1. PLANNING: The formation of a strategic sales program requires five major sets of decisions: 1.How can the personal selling effort best be adapted to the COMPANYS ENVIRONMENT and integrated with other elements of the firms marketing strategy? 2.How can various types of potential customers be best approached? persuaded? serviced? What ACCOUNT MANAGEMENT POLICIES should be adopted? 3.How should the sales force be ORGANIZED to call on and manage various types of customers as efficiently and effectively as possible? 4.What level of performance should each member of a sales force be expected to attain during the next planning period? This involves FORECASTING DEMAND and setting QUOTAS AND BUDGETS. 5.How should the sales force be deployed? How should sales territories be defined? What is the best way for each sales persons time to be allocated within his or her territory? This involves decisions about TIME AND TERRITORY MANAGEMENT. 大量管理资料下载 4/51 2. IMPLEMENTATION: Implementing a sales program involves motivating and directing the behavior of the sales force. At least 5 factors influence a sales persons job behavior and performance: 1. Environmental variables 2. Role perceptions 3.Aptitude 4.Skill level 5.Motivation level Implementing a sales program involves designing policies and procedures so that the job behavior and performance of each sales person is shaped and directed toward the firms objectives and performance goals. 3. EVALUATION AND CONTROL: Evaluation and control is the process of measuring and assessing the performance of a sales person or sales force. There are 3 major approaches that a company might utilize to evaluate and control the sales force and monitor sales program performance: 1. Sales analysis approach (Volume) 2. Cost analysis approach (Costs) 3. Behavior analysis approach 大量管理资料下载 5/51 CHAPTER 2 AN OVERVIEW OF PERSONAL SELLING Retail Selling - involves selling goods and services to ultimate consumers for their own personal use. Examples: door-to-door salespeople insurance agents real estate brokers retail store clerks Industrial Selling - is the sale of goods and services at the wholesale level. Industrial selling involves 3 types of customers: 1.Sales to resellers (i.e., retailers) 2. Sales to business users (i.e., manufacturers) 3.Sales to institutions (i.e., hospitals or governments) Similarities between retail and industrial selling: - require interpersonal skill - require solid knowledge of the products being sold - require an ability to discover the customers needs and problems Differences between retail and industrial selling: - industrial goods and services are more expensive and technically complex - industrial customers tend to be larger and engage in extensive decision making processes involving many people within their company 1. ALTERNATIVE SELLING TECHNIQUES Most selling techniques conform to one of four broad philosophical orientations or approaches toward dealing with customers: 1.The stimulus-response approach - based on the notion that every sensory stimulus produces a response. Sales recruits learn what to say (the stimulus) and what the buyers 大量管理资料下载 6/51 are likely to say (the response) in most circumstances. 2.Mental-states approach - based on the idea that a buyers mind passes through successive stages before he or she decides to make a purchase. Based on the AIDA theory of persuasion (Attention, Interest, Desire, Action). Selling “formulas“ are used to design a sales presentation that coincides with the buyers movement through the stages. 3.Need-satisfaction approach - based on the idea that customers are to be served rather than products sold. Customers needs are the starting point in making a sale. The sales persons task is to identify the prospects needs, make the prospect aware of that need, and then persuade the prospect that his or her product or service will satisfy that need better than any other alternative. 4.Problem-solving approach - similar to the need-satisfaction approach except that the sales person goes one step further to help the prospect identify SEVERAL alternative solutions, analyze their advantages and disadvantages, and select the best solution. 2. PROSPECTING Prospecting - is the method or system by which sales people learn the names of the people who need the product and can afford it. Names and addresses of good prospects can be obtained in a number of ways: 1. sales managers can prepare lists of prospects. 2.customers can suggest new leads (snowball technique). 3. present users may want new or different models. 4.competitors customers can make good prospects. 5.trade association and industry directories. 6.telephone directories. 7.other sales people. 8.suppliers, social and professional contacts. One question that must be addressed by a firms account management policies is how much emphasis sales people should give to prospecting for new customers versus servicing new accounts. In general, sales reps should devote a large percentage of time to prospecting if: 1.If the firms product is in the introductory stage of its product life cycle. 2.If it is an infrequently purchased durable good. 大量管理资料下载 7/51 3.If the typical customer does not require much service after the sale. On the other hand, sales reps should spend most of their effort servicing existing customers if: 1.The firm has a large market share. 2. The firm sells frequently purchased nondurable products. 3.The firms products require substantial service after the sale to guarantee customer satisfaction. 3. THE PREAPPROACH Preapproach - includes all the information gathering activities necessary to learn relevant facts about the prospect and his or her needs and situation. The preapproach consists of four functions: 1.To qualify the lead or disclose the partys needs and ability to pay. 2.To provide information that will enable the seller to tailor the presentation to the prospect. 3.To provide information that may keep the sales rep from making serious tactical errors during the presentation. 4.To increase the sales reps confidence to feel able to handle what ever may arise during the sale. 4. Qualifying the prospect: Before the sales person attempts to set up an appointment for a major sales presentation, he or she should determine whether the prospect qualifies as a worthwhile potential customer. Qualification involves finding the answers to three important questions: 1.Does the prospect have a need for my product or service? 2.Can I make the people that are responsible for buying so aware of that need that I can make a sale? 3.Will the sale be profitable to my company? 5. THE APPROACH Approach - inspires interest in hearing more about the proposition, makes an easy transition into the presentation, and gets the prospects attention. 大量管理资料下载 8/51 For most sales training programs, six basic approaches are used: 1.Introductory approach - the sales rep merely introduces him/herself and identifies the company he or she represents. 2.Assessment approach - the sales rep opens the interview with a plea for information or permission to investigate the companys problem. 3.Product approach - consists of handing the product to the prospect, with little or no conversation. 4.Customer-benefit approach - the sales rep selects a benefit package that will likely be of most interest to the prospect - based on what is known about the situation. 5.Referral approach - the sales rep receives permission of past or present customers to use their names as a reference in meeting a new prospect. 6.Consultative approach - the sales rep opens the sale by getting the prospect to talk about the problem. 6. THE PRESENTATION Presentation - the main body of the sale where the sales rep presents the product or proposition and shows the prospect its benefits. Good sales presentations are built around a forceful product demonstration. Canned presentations are prepared sales presentations. Advantages: 1. gives new sales people confidence. 2. can utilize sales techniques proven effective. 3. gives some assurance that the complete story will be told. 4. greatly simplifies sales training. Through out the presentation the sales rep makes trial closes to determine whether the customer is ready to buy. This can be done by asking such questions as: Which model do you like best? Which color do you prefer? Cash or financing? If all goes well in the trial close, the sales rep goes right on into an assumptive close and wraps up the sale. A sales rep using an assumptive close assumes that the sale has been made. The sales rep starts filling out the order form. However, if all does not go well, the next phase of selling (i.e., meeting objections) must 大量管理资料下载 9/51 be undertaken. Points to keep in mind concerning sales presentations: 1. Dont run down competitors. 2. Dont be too aggressive or abrasive. 3. Have full knowledge of competitors products. 4. Have full knowledge of customers business. 5. Keep the presentation simple. 6. Seek credibility 7. MEETING OBJECTIONS Meeting Objections - objections should be welcomed and indicate that the prospect has some interest in the proposition. Stated versus hidden objections: Stated objections may be phoney. Objection to price and product: To price: price too high or prospect can not afford the price. Procrastinating objections: Examples include: 1. Let me think about it for a while. 2. I have to talk it over with my family. 3. I have to wait until next pay check. 4. I have to look around some more. 8. CLOSE Close - asking for the order. There are 5 types of closing methods. 1.The assumptive close - merely assume prospects are going to buy and begin taking orders by asking questions. 2.The physical-action close - hand the prospect a pen as an indication its time to sign. 3.The standing-room-only close - sales rep tells prospect the product is hard to get in the hopes that the prospect will sign the order. 4.The trap close - using the prospects objections to close the sale. 5.The special offer close - giving the customer a special offer to induce them to buy. 大量管理资料下载 10/51 9. FOLLOW-UP CAREER STAGES Recent research has identified 4 distinct career stages that sales people go through during the course of their careers. 1.Exploration - people in the earliest stages of their careers (typically their 20s). They are often unsure about whether selling is the most appropriate occupation for them to pursue and whether they can be successful sales people. 2.Establishment - people in this stage (late 2-s - early 30s) have settled on an occupation and desire to build it into a successful career. Primary concern - improving skills and performance and value compensation and promotion. 3.Maintenance - this stage normally begins around the sales persons late 30s or early 40s. Primary concern - retaining present position, status, and performance level within the sal