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Introduction to course outline and semester plan, Importance of
1 Intro sales and dynamics of sales management
Make the commitment, the six stages of selling (Victor Antonio)
Development and the role of selling in marketing (Characteristics
Of Modern Selling, Types of Selling, Role of Sales management,
2 Sales Setting Success Factors, Relationship Between selling and marketing)
Selling and Sales management By David Jobber 7 th Ed
Sales Strategy (IMC, Sales channels, distribution networks,
management of value chain networks and alternate sales
3
modalities, Territory Management)
Sales management by Richard Still, 5th Ed
Sales strategy (An overview of marketing plan, components of
marketing plan, overview of imc, IMC and its use for
4 Sales Strategy enhancement of sales volume)
Selling and Sales management By David Jobber 7 th Ed
Sales strategy (Adjustments in promotional mix with reference to
advertisement and personal selling, sales promotion strategies,
5
brand activation campaign and alternate sales modalities
Selling and Sales management By David Jobber 7 th Ed
Response Block selling (Selling the room, being consistent, R.I.P.
overcoming objections, Response block structure, Objections and
6
response)
Tactical level (Victor Antonio)
Response Block selling (Objections and response)
Slide 1.2
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.3
Selling
Sales-manship
Function is to make a sale
Is it
Simple Complex
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.4
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.5
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.6
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.7
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.8
So,
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.9
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.10
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
80/20
Slide 1.11 Key Account Management Smart phones
Email
Automation
Closing (X)
Success Factors
List 10
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.13
1. Listening Skills
2. Follow-up skills
3. Ability to adapt sales style from situation to situation
4. Tenacity sticking to the task
5. Organizational skills
6. Verbal communication skills
7. Proficiency in interacting with people at all levels within an
organization
8. Demonstrated ability to overcome objections
9. Closing skills
10. Personal planning and time management skills
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.14
Selling Function
?
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.15
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.17 Order Takers Source:
http://www.yourarticlelibrary.com/salesm
an/2-types-of-salespersons-order-takers-
and-order-creators/13483/
Inside order takers:
Retail sales assistants are typical inside order takers.
The customer has full freedom to choose products without the presence
or influence of a salesperson.
The salespersons task is transactional.
He receives payments and passes over the goods to the customers.
Delivery salespeople:
Delivery salespeople are primarily concerned with delivering the product.
There is little attempt to persuade customers to increase the order.
Delivery salespeople do not try to influence demand, winning and losing
an order is heavily dependent on reliability of delivery.
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.18 Order Takers Source:
http://www.yourarticlelibrary.com/salesm
an/2-types-of-salespersons-order-takers-
and-order-creators/13483/
Outside order takers:
Salespeople visit the customer, but they primarily respond to
customers requests rather than actively seek to persuade
them.
They are being replaced by the more cost efficient
telemarketing teams who call customers and book their orders.
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.19 Order Creators Source:
http://www.yourarticlelibrary.com/salesm
an/2-types-of-salespersons-order-takers-
and-order-creators/13483/
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.20 Order Creators Source:
http://www.yourarticlelibrary.com/salesm
an/2-types-of-salespersons-order-takers-
Order getters: and-order-creators/13483/
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.21 Order Creators Source:
http://www.yourarticlelibrary.com/salesm
an/2-types-of-salespersons-order-takers-
and-order-creators/13483/
ii. Organizational salespeople:
They maintain close long-term relationships with organizational customers.
These salespersons should be very sensitive to customers problems on a day-
to-day basis.
They have to act as mediators between the customer and the functional
departments of their own company.
The selling job may involve team selling where salespeople are supported by
product and financial specialists.
iii. Consumer salespeople:
They sell to individual customers products and services such as cars,
insurance.
These salespeople have to be sensitive to customers time and they should not
be insistent even when customers have declined to buy.
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.22 Order Creators Source:
http://www.yourarticlelibrary.com/salesm
an/2-types-of-salespersons-order-takers-
iv. Technical support salespeople: and-order-creators/13483/
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.23
Sales Management
?
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.24 Sales Management
1. Formulation of sales strategy through development of
account management policies, sales force compensation
policies, sales revenue forecasts, and sales plan,
2. Implementation of sales strategy through selecting,
training, motivating, and supporting the sales force,
setting sales revenue targets
3. Sales force management through development and
implementation of sales performance, monitoring, and
evaluation methods, and analysis of associated
behavioral patterns and costs.
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.25
Planning
Organizing
Leading
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.26
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.27
Sales Orientation?
Marketing Orientation?
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.28
Market Orientation?
Marketing Orientation?
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.29
Sales Orientation
Sales orientation is a business approach or
philosophy that focuses on promoting the
sales of a company's products through
marketing and sales calls.
It pays little attention to customer needs and is
more concerned about selling the products.
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.30 Marketing Orientation
When a company has a marketing orientation, it
makes meeting the needs or wants of its target
customers its primary business motivation.
This includes responding to stated consumer
needs by developing new products, improving
on exist products or improving services.
Companies with especially strong marketing
orientation may even detect consumer needs
before the general market is aware of them.
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.31
Market Oriented
The phrase market-oriented is used in marketing
conversations as an adjective describing a
company with a marketing orientation.
If a company is market-oriented, its board and
executive leadership believe that the best way to
succeed is to prioritize the marketplace above
products.
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.32
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.33
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.35
Marketing Mix
Price
Price levels, credit terms, price changes, discounts
Product
Features, packaging, quality, range
Promotion
Advertising, publicity, sales promotion, personal selling,
sponsorship
Place
Inventory, channels of distribution, number of
intermediaries
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.36
?
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.41 Assignment (On Excel only)
Total marks 15
Task 1 (5 marks)
Select a company
List the Sales related job titles, requirements and
responsibilities/duties
Comp Source of Skills Other
Countr informatio Job Experienc Responsibili Pay
any Require requirements (if
y n (evidence Title e required ties/Duties offer
d any)
required)
Note: Your selected company must have at least 5 sales title
Task 2 (5 marks)
Select a country
List Top 05 sales persons
Note:
For all assignments/activities, unless otherwise
stated, Due date for each shall be first class of
proceeding week.
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.43
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.44
Objectives
Itemise sales responsibilities
Evaluate sources of sales prospects
Take a systematic approach to keeping customer
records
Understand the importance of self-management in
selling
Assess what preparation is needed prior to selling
Understand the art of negotiation
Plan individual sales interview
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.45
Sales Responsibilities
Primary responsibility is to conclude the sale
successfully
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.46
Secondary Responsibility
Prospecting
Database and knowledge management
Self-management
Handling complaints
Providing services
Identification of customer needs
Presentation and demonstration
Negotiation
Handling objections
Closing the sale
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.47
Prospecting
Search search search
How do you prospect for a job
Prospecting is more important in
B2C B2B
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.48
Sources of prospecting
?
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.49
Sources of prospecting
Existing customers
Trade directories
Yellow pages
Enquiries
The press and internet
Cold canvassing
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.50
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.51
Self-management
What is self-management?
How do you self-manage you?
How do you self-motivate you?
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.53
Self-Management in Sales
Organise your call plan
Dividing territory into sections to be covered
day by day
Deciding the best route
Make the targets manageable within a day
time
Call frequency (according to potential clients)
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.54
Handling Complaint
Is it good or bad
Is it bad or worse
Is it good or awesome
Do you know how many customers actually
complain
Do you know those dissatisfied customers if
not complain, what actually they do
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.55
Providing services
Sales persons are sellers
But remember If they are capable enough to
incorporate confidence than they become
Consultants
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.56
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.57
Presentation
Getting the meeting time
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.58
Competitors offerings
Products and benefits
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.60
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.61
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.62
Face-to-Face
The Negotiation
Must Have objective
Determining the negotiation breakpoint
Would like objectives
Maximum that seller expects to get, usually the
opening position of negotiation
Jobber and Lancaster, Selling and Sales Management, 7th Edition Pearson Education Limited 2006
Slide 1.63