Chapter 13 - Sales and sales management. Learning objectives of this chapter include: Identify sales' strategic communication role, select the types of selling used for different types of relationships, outline the sales strategy associated with each type of selling, compare and contrast organizational structures used to manage sales,. | McGraw-Hill/Irwin Copyright © 2009 by the McGraw-Hill Companies, Inc. All rights reserved. Chapter 13 Sales and Sales Management THE KEY ROLES OF SALESPEOPLE THE SELLING FUNCTION MANAGE CUSTOMER RELATIONSHIPS GATHER INFORMATION From Customers From Competitors About Market Forces 13- SALES ROLE IN THE ORGANIZATION MANAGE RELATIONSHIPS CREATE CUSTOMERS FOR LIFE PROVIDE CUSTOMER SERVICE COORDINATE CORPORATE RESOURCES GATHERING INFORMATION CUSTOMER DIALOGUE IS USEFUL OBTAIN COMPETITIVE INFORMATION 13- DETERMINING THE SALES STRATEGY OPTION TO FIT YOUR CUSTOMER SCRIPT-BASED SELLING—Used when all customers’ needs are similar NEEDS SATISFACTION SELLING—Identifying buyers’ needs and selling to them CONSULTATIVE SELLING—Bring specialized expertise for a customized solution STRATEGIC PARTNER SELLING—Seller-Customer joint effort for developing product solutions Exhibit 13-1 13- Limited relationships Failure to monitor competitors or industry Complacency Generate reorders Upgrade . | McGraw-Hill/Irwin Copyright © 2009 by the McGraw-Hill Companies, Inc. All rights reserved. Chapter 13 Sales and Sales Management THE KEY ROLES OF SALESPEOPLE THE SELLING FUNCTION MANAGE CUSTOMER RELATIONSHIPS GATHER INFORMATION From Customers From Competitors About Market Forces 13- SALES ROLE IN THE ORGANIZATION MANAGE RELATIONSHIPS CREATE CUSTOMERS FOR LIFE PROVIDE CUSTOMER SERVICE COORDINATE CORPORATE RESOURCES GATHERING INFORMATION CUSTOMER DIALOGUE IS USEFUL OBTAIN COMPETITIVE INFORMATION 13- DETERMINING THE SALES STRATEGY OPTION TO FIT YOUR CUSTOMER SCRIPT-BASED SELLING—Used when all customers’ needs are similar NEEDS SATISFACTION SELLING—Identifying buyers’ needs and selling to them CONSULTATIVE SELLING—Bring specialized expertise for a customized solution STRATEGIC PARTNER SELLING—Seller-Customer joint effort for developing product solutions Exhibit 13-1 13- Limited relationships Failure to monitor competitors or industry Complacency Generate reorders Upgrade Full-line sell Secure complete commitment from both companies Manage change Exploration Awareness Commitment Expansion Set correct expectations Ensure proper initial use Follow up Make personal visits Handle complaints Achieve customer satisfaction Dissolution Exhibit 13-2 STAGES IN RELATIONSHIP BUILDLING 13- PARTNERSHIP COMMUNICATION: FROM SINGLE LEVEL TO MULTI-LEVEL Buying Company Selling Company Engineering Marketing Sales Finance Credit and Billing Shipping & Receiving Production Marketing Accounting Finance Purchasing Department Shipping & Receiving Production Marketing Accounting Finance Purchasing Shipping & Receiving Buying Company Engineering Marketing Credit & Billing Finance Sales Purchasing Shipping & Receiving Selling Company BEFORE PARTNERING AFTER PARTNERING Purchasing Agent Salesperson Exhibit 13-4 13- SALES ORGANIZATION OPTIONS ORGANIZE GEOGRAPHICALLY USING CITIES, STATES, COUNTRIES, ZIP CODES, BY ACCOUNT ORGANIZE BY PRODUCT AND DEVELOP SPECIALISTS FOR EACH PRODUCT
