Personal selling- Meaning, definition,objectives of training programs and classification of sales positions by McMurry

Personal selling- Meaning, definition,objectives of training programs and classification of sales positions by McMurry

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  PERSONAL SELLING ANJANA.S School ofManagement Studies
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  WHAT IS PERSONALSELLING ? Personal selling involves the two-way flow of communication between a buyer and seller, often in a face-to-face encounter, designed to influence a person's or group's purchase decision.
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  Definition of personalselling • Personal selling can be defined as “the process of person-to-person communication between a sales person and a prospective customer , in which the former learns about the customer’s needs and seeks to satisfy those needs by offering the customer the opportunity to buy something of value , such as a good or service”
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  McMurry’s classification ofsales positions • Deliverer • Order-taker • Missionary • Technician • Demand creator
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  Steps in Salesforce design • Sales force objectives • Sales force strategy • Sales force structure • Sales force size • Sales force compensation
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  Sales force objectives •Prospecting • Communicating • Selling: art of salesmanship • Servicing: technical assistance • Information gathering: conduct market research and intelligence work. • Allocating
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  Sales force strategy •Sales representative to Buyer • Sales representative to Buyer group • Sales team to Buyer group • Conference selling • Seminar selling
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  Sales force structure •Territorial structured sales force • Product structured sales force • Market structured sales force • Complex sales force structures
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  Sales force size (Workloadapproach :Steps) • Customers are grouped into size classes according to their annual sales volume. • Desirable call frequencies (no. of sales calls on an account per year) are established for each class. • Number of accounts in each size class is multiplied by the corresponding call frequency to arrive at the total workload for the country ,in sales calls per year. • The average number of calls a sales representative can make is determined. • The no. of sales representatives needed is determined by dividing the total annual calls required by the average annual calls made by a sales representative.
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  Sales force compensation •Straight salary • Straight commission • Combination salary and commission • Bonus • Other costs
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  Steps in Salesforce management • Recruiting and Selecting • Training • Directing • Motivating • Evaluating
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  Objectives of trainingprograms • Sales reps. need to know and identify with the company. • Sales reps. need to know the company’s products. • Sales reps. need to know the characteristics of customers and competitors. • Sales reps. need to know how to make sales presentations. • Sales reps. need to understand field procedures and responsibilities.
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  Steps in directingsales force • Developing customer targets and call norms. • Developing prospect targets and call norms. • Using sales time efficiently; (a)Annual call schedule (b)Time and Duty analysis (considers time spend on travel, food and breaks, waiting, selling and administration).
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  Need for motivation •Nature of job • Human nature • Personal problems Types  Sales quotas  Supplementary motivators
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  Evaluation of thesales force • Formal evaluation  Management has to develop and communicate clear standards for judging sales performance.  Management is motivated to gather comprehensive info. about each salesperson.  Sale reps. have to explain their performance or failure to achieve goals to the sales manager. • Salesperson-to-salesperson comparisons • Current-to-past-sales comparisons • Qualitative evaluation of sales reps.
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  STAGES IN PERSONALSELLING • Prospecting • Pre-approaching • Approaching and attention • Demonstration • Handling objection • Closing the sales • Follow up
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  Principles of personalselling • Salesmanship • Negotiation • Relationship management  Identify key customers meriting relationship management.  Assign a skilled relationship manager to each key customer.  Develop a clear job description for relationship managers.  Appoint an overall manager to supervise the relationship managers.  Each relationship manager must develop long-range and annual customer relationship plans.
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  References • Marketing Management: Analysis,Planning,Implementationand Control- Philip Kotler.
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  “It is saidthat selling makes the world go around. For it is somebody who sold something to someone else ,who in turn sold it to us”. THANK YOU