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1、（销售管理）销售管理指 南 SalesManagement761 JimStoddard AN OVERVIEW OF CONTEMPORARY SALES MANAGEMENT 3 1.PLANNING:3 2.IMPLEMENTATION:4 3.EVALUATIONANDCONTROL:4 AN OVERVIEW OF PERSONAL SELLIN 5 1.ALTERNATIVESELLINGTECHNIQUES5 2.PROSPECTING6 3.THEPREAPPROACH7 4.QUALIFYINGTHEPROSPECT:7 5.THEAPPROACH7 6.THEPRESENT
2、ATION8 7.MEETINGOBJECTIONS9 8.CLOSE9 9.FOLLOW-UPCAREERSTAGES10 CORPORATE, BUSINESS, AND MARKETING STRATEGIES11 1.PORTERSTYPOLOGYOFCOMPETITIVESTRATEGIES12 2.MILESANDSNOWCOMPETITIVESTRATEGYTYPOLOGY12 ACCOUNT MANAGEMENT AND ACCOUNT COVERAGE STRATEGIES14 1.COMMUNICATIONTASKSAPPROPRIATEFORPERSONALSELLING
3、15 2.PARTICIPANTSINTHEORGANIZATIONALBUYINGPROCESS16 ORGANIZING THE ACTIVITIES OF SALES MANAGERS AND SALES PEOPLE 17 1.ECONOMICMETHODOFDETERMININGIFOUTSIDEAGENTSAREAPPROPRIATE18 2.CONTROLANDSTRATEGICCRITERIAFORDETERMININGIFACOMPANYSALESFORC ESHOULDBEUSED18 3.HORIZONTALORGANIZATIONALSTRUCTURES19 ALLOC
4、ATING SELLING EFFORT AND DESIGNING SALES TERRITORIES22 STAFFING THE SALES FORCE: RECRUITMENT AND SELECTION24 1.CONTENTOFTHEJOBDESCRIPTION24 2.METHODSFORDECIDINGONSELECTIONCRITERIA25 3.SOURCESOFRECRUITS25 CONTINUAL DEVELOPMENT OF THE SALES FORCE: SALES TRAINING27 SALES FORCE MOTIVATION30 MANAGING SAL
5、ES FORCE REWARD SYSTEMS33 LEADERSHIP36 DEMAND ASSESSMENT AND SALES QUOTAS40 EVALUATION AND CONTROL45 PERFORMANCE EVALUATION48 ACKNOWLEDGEMENTS50 CHAPTER1 ANOVERVIEWOFCONTEMPORARYSALESMANAGEMEN T Salesforcemanagementisthemanagementofthepersonalsellingcomponentofanorgan izationsmarketingprogram. Theac
6、tivitiesinvolvedinmanagingthepersonalsellingfunctioninclude: 1.Theformationofthestrategicplan(PLANNING). 2.Theimplementationofthesalesprogram(IMPLEMENTATION). 3.Theevaluationandcontrolofsalesforceperformance(CONTROL). - 1. PLANNING: Theformationofastrategicsalesprogramrequiresfivemajorsetsofdecision
7、s: 1.HowcanthepersonalsellingeffortbestbeadaptedtotheCOMPANYSENVIRONMENTa ndintegratedwithotherelementsofthefirmsmarketingstrategy? 2.Howcanvarioustypesofpotentialcustomersbebestapproached?persuaded?serviced?W hatACCOUNTMANAGEMENTPOLICIESshouldbeadopted? 3.HowshouldthesalesforcebeORGANIZEDtocallonan
8、dmanagevarioustypesofcustom ersasefficientlyandeffectivelyaspossible? 4.Whatlevelofperformanceshouldeachmemberofasalesforcebeexpectedtoattainduri ngthenextplanningperiod?ThisinvolvesFORECASTINGDEMANDandsettingQUOTASA NDBUDGETS. 5.Howshouldthesalesforcebedeployed?Howshouldsalesterritoriesbedefined?Wh
9、atist hebestwayforeachsalespersonstimetobeallocatedwithinhisorherterritory?Thisinvolv esdecisionsaboutTIMEANDTERRITORYMANAGEMENT. 2. IMPLEMENTATION: Implementingasalesprograminvolvesmotivatinganddirectingthebehaviorofthesalesf orce. Atleast5factorsinfluenceasalespersonsjobbehaviorandperformance: 1.E
10、nvironmentalvariables 2.Roleperceptions 3.Aptitude 4.Skilllevel 5.Motivationlevel Implementingasalesprograminvolvesdesigningpoliciesandproceduressothatthejobb ehaviorandperformanceofeachsalespersonisshapedanddirectedtowardthefirmsobjec tivesandperformancegoals. 3. EVALUATIONANDCONTROL: Evaluationand
11、controlistheprocessofmeasuringandassessingtheperformanceofasales personorsalesforce. Thereare3majorapproachesthatacompanymightutilizetoevaluateandcontrolthesalesf orceandmonitorsalesprogramperformance: 1.Salesanalysisapproach(Volume) 2.Costanalysisapproach(Costs) 3.Behavioranalysisapproach CHAPTER2
12、ANOVERVIEWOFPERSONALSELLING RetailSelling- involvessellinggoodsandservicestoultimateconsumersfortheirownpersonaluse. Examples: door-to-doorsalespeople insuranceagents realestatebrokers retailstoreclerks IndustrialSelling- isthesaleofgoodsandservicesatthewholesalelevel.Industrialsellinginvolves3types
13、ofcu stomers: 1.Salestoresellers(i.e.,retailers) 2.Salestobusinessusers(i.e.,manufacturers) 3.Salestoinstitutions(i.e.,hospitalsorgovernments) Similaritiesbetweenretailandindustrialselling: -requireinterpersonalskill -requiresolidknowledgeoftheproductsbeingsold -requireanabilitytodiscoverthecustomer
14、sneedsandproblems Differencesbetweenretailandindustrialselling: -industrialgoodsandservicesaremoreexpensiveandtechnicallycomplex - industrialcustomerstendtobelargerandengageinextensivedecisionmakingprocessesi nvolvingmanypeoplewithintheircompany 1. ALTERNATIVESELLINGTECHNIQUES Mostsellingtechniquesc
15、onformtooneoffourbroadphilosophicalorientationsorapproa chestowarddealingwithcustomers: 1.Thestimulus-responseapproach- basedonthenotionthateverysensorystimulusproducesaresponse.Salesrecruitslearnw hattosay(thestimulus)andwhatthebuyersarelikelytosay(theresponse)inmostcircumsta nces. 2.Mental-statesa
16、pproach- basedontheideathatabuyersmindpassesthroughsuccessivestagesbeforeheorshe decidestomakeapurchase.BasedontheAIDAtheoryofpersuasion(Attention,Interes t,Desire,Action).Sellingformulasareusedtodesignasalespresentationthatcoincid eswiththebuyersmovementthroughthestages. 3.Need-satisfactionapproach- basedontheideathatcustomersaretobeservedratherthanproductssold. Customersneedsarethestarti
