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1、销售管理 销售管理指南销售管理 销售管理指南 SalesManagement761 JimStoddard AN OVERVIEW OF CONTEMPORARY SALES MANAGEMENT AN OVERVIEW OF CONTEMPORARY SALES MANAGEMENT 3 3 1.PLANNING:3 2.IMPLEMENTATION:4 3.EVALUATIONANDCONTROL:4 AN OVERVIEW OF PERSONAL SELLIN AN OVERVIEW OF PERSONAL SELLIN 5 5 1.ALTERNATIVESELLINGTECHNIQUE
2、S5 2.PROSPECTING6 3.THEPREAPPROACH7 4.QUALIFYINGTHEPROSPECT:7 5.THEAPPROACH7 6.THEPRESENTATION8 7.MEETINGOBJECTIONS9 8.CLOSE9 9.FOLLOW-UPCAREERSTAGES10 CORPORATE, BUSINESS, AND MARKETING STRATEGIESCORPORATE, BUSINESS, AND MARKETING STRATEGIES1111 1.PORTERSTYPOLOGYOFCOMPETITIVESTRATEGIES12 2.MILESAND
3、SNOWCOMPETITIVESTRATEGYTYPOLOGY12 ACCOUNT MANAGEMENT AND ACCOUNT COVERAGE STRATEGIESACCOUNT MANAGEMENT AND ACCOUNT COVERAGE STRATEGIES1414 1.COMMUNICATIONTASKSAPPROPRIATEFORPERSONALSELLING15 2.PARTICIPANTSINTHEORGANIZATIONALBUYINGPROCESS16 ORGANIZING THE ACTIVITIES OF SALES MANAGERS AND SALES PEOPLE
4、ORGANIZING THE ACTIVITIES OF SALES MANAGERS AND SALES PEOPLE1717 1.ECONOMICMETHODOFDETERMININGIFOUTSIDEAGENTSAREAPPROPRIATE18 2.CONTROLANDSTRATEGICCRITERIAFORDETERMININGIFACOMPANYSALESFORCESHOULDBEUSED18 3.HORIZONTALORGANIZATIONALSTRUCTURES19 ALLOCATING SELLING EFFORT AND DESIGNING SALES TERRITORIES
5、ALLOCATING SELLING EFFORT AND DESIGNING SALES TERRITORIES2222 STAFFING THE SALES FORCE: RECRUITMENT AND SELECTIONSTAFFING THE SALES FORCE: RECRUITMENT AND SELECTION2424 1.CONTENTOFTHEJOBDESCRIPTION24 2.METHODSFORDECIDINGONSELECTIONCRITERIA25 3.SOURCESOFRECRUITS25 CONTINUAL DEVELOPMENT OF THE SALES F
6、ORCE: SALES TRAININGCONTINUAL DEVELOPMENT OF THE SALES FORCE: SALES TRAINING2727 SALES FORCE MOTIVATIONSALES FORCE MOTIVATION3030 MANAGING SALES FORCE REWARD SYSTEMSMANAGING SALES FORCE REWARD SYSTEMS3333 LEADERSHIPLEADERSHIP3636 DEMAND ASSESSMENT AND SALES QUOTASDEMAND ASSESSMENT AND SALES QUOTAS40
7、40 EVALUATION AND CONTROLEVALUATION AND CONTROL4545 PERFORMANCE EVALUATIONPERFORMANCE EVALUATION4848 ACKNOWLEDGEMENTSACKNOWLEDGEMENTS5050 CHAPTER1 ANOVERVIEWOFCONTEMPORARYSALESMANAGEMENT Salesforcemanagementisthemanagementofthepersonalsellingcomponentofanorganization smarketingprogram. Theactivities
8、involvedinmanagingthepersonalsellingfunctioninclude: 1.Theformationofthestrategicplan(PLANNING). 2.Theimplementationofthesalesprogram(IMPLEMENTATION). 3.Theevaluationandcontrolofsalesforceperformance(CONTROL). - 1. PLANNING: Theformationofastrategicsalesprogramrequiresfivemajorsetsofdecisions: 1.How
9、canthepersonalsellingeffortbestbeadaptedtotheCOMPANYSENVIRONMENTandintegra tedwithotherelementsofthefirmsmarketingstrategy? 2.Howcanvarioustypesofpotentialcustomersbebestapproached?persuaded?serviced?What ACCOUNTMANAGEMENTPOLICIESshouldbeadopted? 3.HowshouldthesalesforcebeORGANIZEDtocallonandmanagev
10、arioustypesofcustomersaseff icientlyandeffectivelyaspossible? 4.Whatlevelofperformanceshouldeachmemberofasalesforcebeexpectedtoattainduringthe nextplanningperiod?ThisinvolvesFORECASTINGDEMANDandsettingQUOTASANDBUDGETS. 5.Howshouldthesalesforcebedeployed?Howshouldsalesterritoriesbedefined?Whatistheb
11、estwayforeachsalespersonstimetobeallocatedwithinhisorherterritory?Thisinvolvesd ecisionsaboutTIMEANDTERRITORYMANAGEMENT. 2. IMPLEMENTATION: Implementingasalesprograminvolvesmotivatinganddirectingthebehaviorofthesalesforc e. Atleast5factorsinfluenceasalespersonsjobbehaviorandperformance: 1.Environmen
12、talvariables 2.Roleperceptions 3.Aptitude 4.Skilllevel 5.Motivationlevel Implementingasalesprograminvolvesdesigningpoliciesandproceduressothatthejobbehav iorandperformanceofeachsalespersonisshapedanddirectedtowardthefirmsobjectivesand performancegoals. 3. EVALUATIONANDCONTROL: Evaluationandcontrolis
13、theprocessofmeasuringandassessingtheperformanceofasalesper sonorsalesforce. Thereare3majorapproachesthatacompanymightutilizetoevaluateandcontrolthesalesforc eandmonitorsalesprogramperformance: 1.Salesanalysisapproach(Volume) 2.Costanalysisapproach(Costs) 3.Behavioranalysisapproach CHAPTER2 ANOVERVIE
14、WOFPERSONALSELLING RetailSelling-involvessellinggoodsandservicestoultimateconsumersfortheirownperso naluse. Examples: door-to-doorsalespeople insuranceagents realestatebrokers retailstoreclerks IndustrialSelling-isthesaleofgoodsandservicesatthewholesalelevel.Industrialselli nginvolves3typesofcustome
15、rs: 1.Salestoresellers(i.e.,retailers) 2.Salestobusinessusers(i.e.,manufacturers) 3.Salestoinstitutions(i.e.,hospitalsorgovernments) Similaritiesbetweenretailandindustrialselling: -requireinterpersonalskill -requiresolidknowledgeoftheproductsbeingsold -requireanabilitytodiscoverthecustomersneedsandp
16、roblems Differencesbetweenretailandindustrialselling: -industrialgoodsandservicesaremoreexpensiveandtechnicallycomplex -industrialcustomerstendtobelargerandengageinextensivedecisionmakingprocessesinv olvingmanypeoplewithintheircompany 1. ALTERNATIVESELLINGTECHNIQUES Mostsellingtechniquesconformtooneoffourbroadphilosophicalorientationsorapproache stowarddealingwithcustomers:
