科特勒_市场营销学1
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▪ What decisions do companies face in designing a sales force?
▪ How do companies recruit, select, train, supervise, motivate, and evaluate a sales force?
21-4
Designing the Sales Force
▪ Sales-Force Objectives and Strategy ▪ Common tasks for salespeople
▪ Prospecting ▪ Targeting ▪ Communicating ▪ Selling ▪ Information gathering ▪ Allocating
The successful salesperson cares first for the customer, second for the products.
Copyright © 2003 Prentice-Hall, Inc.
21-2
Chapter Objectives
▪ In this chapter, we answer the following questions:
▪ Robert McMurry’s sales representative types:
▪ Deliverer ▪ Order taker ▪ Missionary ▪ Technician ▪ Demand creator ▪ Solution vendor
Copyright © 2003 Prentice-Hall, Inc.
Copyright © 2003 Prentice-Hall, Inc.
21-6
Table 21.1: Sales-Force StruHale Waihona Puke Baidutures
Territorial: Each sales representative is assigned an exclusive territory. This sales structure results in a clear definition of responsibilities. It increases the rep’s incentive to cultivate local business and personal ties. Travel expenses are relatively low because each rep travels within a small area. Territory size: Territories can be designed to provide equal sales potential or equal workload. Territories of equal potential provide each rep with the same income opportunities and provide the company with a means to evaluate performance. Territories can also be designed to equalize the sales workload so that each rep can cover the territory adequately. Territory shape: Territories are formed by combining smaller units, such as counties or states, until they add up to a territory of a given potential or workload. Companies can use computer programs to design territories that optimize such criteria as compactness, equalization of workload or sales potential, and minimal travel time.
▪ How can salespeople improve their skills in selling, negotiation, and carrying on relationship marketing?
Copyright © 2003 Prentice-Hall, Inc.
21-3
Sales Representative
established for each class ▪ The number of accounts in each size class is
Copyright © 2003 Prentice-Hall, Inc.
21-5
Designing the Sales Force
▪ Leveraged sales force ▪ Direct (company) sales force ▪ Contractual sales force
▪ Sales-Force Structure
Chapter 21 Managing The Sales Force
by
PowerPoint by Milton M. Pressley University of New Orleans
Copyright © 2003 Prentice-Hall, Inc.
21-1
Kotler on Marketing
See text for complete table
21-7
Copyright © 2003 Prentice-Hall, Inc.
Designing the Sales Force
▪ Sales-Force Size
▪ Workload approach:
▪ Customers are grouped into size classes ▪ Desirable call frequencies are
▪ How do companies recruit, select, train, supervise, motivate, and evaluate a sales force?
21-4
Designing the Sales Force
▪ Sales-Force Objectives and Strategy ▪ Common tasks for salespeople
▪ Prospecting ▪ Targeting ▪ Communicating ▪ Selling ▪ Information gathering ▪ Allocating
The successful salesperson cares first for the customer, second for the products.
Copyright © 2003 Prentice-Hall, Inc.
21-2
Chapter Objectives
▪ In this chapter, we answer the following questions:
▪ Robert McMurry’s sales representative types:
▪ Deliverer ▪ Order taker ▪ Missionary ▪ Technician ▪ Demand creator ▪ Solution vendor
Copyright © 2003 Prentice-Hall, Inc.
Copyright © 2003 Prentice-Hall, Inc.
21-6
Table 21.1: Sales-Force StruHale Waihona Puke Baidutures
Territorial: Each sales representative is assigned an exclusive territory. This sales structure results in a clear definition of responsibilities. It increases the rep’s incentive to cultivate local business and personal ties. Travel expenses are relatively low because each rep travels within a small area. Territory size: Territories can be designed to provide equal sales potential or equal workload. Territories of equal potential provide each rep with the same income opportunities and provide the company with a means to evaluate performance. Territories can also be designed to equalize the sales workload so that each rep can cover the territory adequately. Territory shape: Territories are formed by combining smaller units, such as counties or states, until they add up to a territory of a given potential or workload. Companies can use computer programs to design territories that optimize such criteria as compactness, equalization of workload or sales potential, and minimal travel time.
▪ How can salespeople improve their skills in selling, negotiation, and carrying on relationship marketing?
Copyright © 2003 Prentice-Hall, Inc.
21-3
Sales Representative
established for each class ▪ The number of accounts in each size class is
Copyright © 2003 Prentice-Hall, Inc.
21-5
Designing the Sales Force
▪ Leveraged sales force ▪ Direct (company) sales force ▪ Contractual sales force
▪ Sales-Force Structure
Chapter 21 Managing The Sales Force
by
PowerPoint by Milton M. Pressley University of New Orleans
Copyright © 2003 Prentice-Hall, Inc.
21-1
Kotler on Marketing
See text for complete table
21-7
Copyright © 2003 Prentice-Hall, Inc.
Designing the Sales Force
▪ Sales-Force Size
▪ Workload approach:
▪ Customers are grouped into size classes ▪ Desirable call frequencies are