Marketing Strategy and Personal

Selling
Marketing
Strategy

Target Market
Selection

Marketing Mix
Development

Product
Strategy
Price Distribution
Strategy Strategy
Marketing
Communications
Strategy

Advertising
Strategy
Sales
Publicity
Promotion
Strategy Personal
Strategy
Selling
Strategy

Sales Strategy
 Marketing and Sales Activities
Marketin Sales To Marketing Inputs Sales
g

Competitive Analysis
Strategy Development Target Marketing Competitive Market Intelligence
Market Research Sales Forecasting Personal Selling
Market Segmentation Customer Account Selection Distributor Management
Product Development Value Proposition Account Management
Product Positioning Pricing Merchandising
Packaging Promotions Installation
Advertising After Sales Service
Merchandising

The coordination of sales and marketing activities is

important to integrated marketing communication
strategies
Marketing to Sales Inputs
 Defining Sales Strategy
• Focuses sales force attention on attractive segments that
value the company’s offering
• Tailors the value proposition and the sales process to each
market segment’s specific needs
• Defines cost-efficient sales processes that communicates
the value that the offering creates for customers
• Helps sales people develop business relationships that
benefit both the company and the customer
• Shifts the selling emphasis away from price on to business
value
• Increases sales relative to competition
 Sales Strategy framework
Account
Buying
Targeting
Situation
Strategy

Buying Relationship
Centre Strategy

Org. Buying Sales Sales

Account
Behaviour person Strategy

Sales
Buying
Channel
Process
Strategy

Buying
Selling
Needs
Strategy
 Relationship Strategy Selling
Costs
Collaborative
Relationship
Cost to serve

Partnership
Relationship

Solutions
Relationship

Transactional
Relationship

Commitment
 Identifying Strategic Accounts

Large Strategic Account

Size of Account

Account

Regular Account Complex

Account

Complexity of Account
 Leadership Styles

Transactional Transformational
Contingent Inspiring subordinates to to
reward/punishment engage in desired behavior
orientation and perform at high levels
 Power in sales leadership
• Coercive – where one is in a position to compel or force another
to do what he wants
• Reward – where one is in a position to reward another or give
punishment, if his bidding is not heeded to
• Legitimate – usually accompanied by authority wherein
individuals get the right to issue instructions which others are
duty bound to pay heed to
• Expert – based on the belief that the concerned individual is
qualified and experienced for others to pay attention and pay
heed to
• Referent – stems from the fact that his role, presence, authority,
relationship may demand special attention from the others
 Influence Strategies
• Threats
• Promises
• Persuasion
• Relationships
• Manipulation
 Coaching and Mentoring
Coaching
• Working directly with salespeople to help them
develop professionally in a structured and formal
manner
• Plan and execute strategies for specific customers
• Improving all aspects of the sales process in the
short term
• Successful coaching happens in an environment
of trust and respect
• Coaches need to be role models for their
coachees through their behavior
• Coaching need not have first hand knowledge
about the job
Mentoring
• Mentoring usually happens more on a longer
term basis, where mentees learn from the
mentors through their knowledge , skills and
experience in an informal manner
• Need not necessarily be only about the job
but about life
• Happens at senior levels
• Mentors are people who like other people to
succeed and are willing to share their
experiences to help mentees grow
• Mentors usually have first hand knowledge
about the job
 Sales Force Audit
A sales force audit is a systematic,
diagnostic, prescriptive tool which can be
employed on a periodic basis to identify and
address sales department problems and to
prevent or reduce the impact of future
problems
 Sales Organization Audit Framework
Sales Organization Sales Organization Planning
Environment System
Extraorganizational Intraorganizational
factors factors Objectives
Economic-demographic Company Organization Sales management Program
Political-legal Sales-Marketing linkages Implementation of the Program
Technological Sales-other dept linkages
Competitive Marketing mix
Market
Customer

Sales Force
Sales Management Managemen Sales Management
Evaluation t Audit Functions

Sales Force Organization Budgeting

Recruitment and Selection Quotas
Adequacy of sales managers Territory and
Adequacy of management practices Sales Training
Compensation and Expenses Routing
Supervision, Morale, Sales Analysis
Motivation Cost/Profitability
Sales Forecasting analysis
Sales Force
Evaluation
 Aspects for the sales audit
• Is the training program adequate given the
objectives and resources?
• Does the training program need any
modifications?
• Is the training program available to senior
sales people?
• Does the training program contribute to the
socialization of the sales trainees?

Training audits require substantial investment

 Other periodic assessments
• Performance Testing
• Observation
• Salesforce Survey
• Customer survey
• Job analysis
• Selling techniques
 Sales Organization
Effectiveness Framework

Sales Profitability
Analysis Analysis

Sales
Organization
Effectiveness

Cost Analysis Productivity

Analysis