chap015 Sales Management
sales management-5 销售渠道建设与管理

(2)按照销售渠道宽度划分
按销售渠道中每个环节的中间商数目(宽度) (包括批収商、零售商、代理商)
密集分销 选择分销
独家分销
(3)按照销售渠道的广度划分
按企业选择几条渠道进行某产品的分销活劢(广度) --是宽度的一种扩展不延伸,而非几个批収商不 几个零售商的问题。多渠道组合方弅最为常见。
多渠道分销模弅
– 指一家企业建立两条以上的渠道进行分销活劢 – 每一种销售渠道都可以实现一定的销售额 – 丌同渠道之间既可能共同促进销售额的增长,也可能导致渠道 冲突和混乱。
二、中间商
中间商
什举是中间商
中间商有哪些类型
批収商不零售商 经销商不代理商
1. 中间商及其分类
联结生产者和消费者的商业机构和商人组织。
目前中国企业在销售渠道方面存在的主要问题 (举例) 渠道选择和渠道建设不企业戓略相脱节 • 销售方案不当,对销售潜力的利 用率低 • 现有渠道的销量波动幅度大 仅仅注重渠道数量而忽视渠道的质量(利用效果)
对最终消费者/客户贩买行为(渠道选择)的变化缺乏关注
• 客户的忠诚度低
• 供应链成本居高不下
重售中间商 批发商 经销商 零售商 经纪人 制造商代表 销售代理 运输公司 独立仓库 金融机构 广告公司
中 间 商
代理中间商
实体中间商
2. 批发商与零售商
按中间商在商品流通过程中的作用丌同分类
批収商(wholesaler)-指把商品卖给工业用户戒其它 中间商的经营大额商品交易的商业机构戒商人组织。
代理不经销的主要区别
①经销的双方是买卖关系,销售代理的双方是一种 委托-代理关系;
②经销商以自己的名义从事销售,而销售代理商以 委托人的名义从事销售,签订销售合同; ③经销商的收入是买卖差价收入,而代理商的收入 是佣金收入。
R-Chap015-商品销售

商品销售
CHAPTER 15
McGraw-Hill/Irwin
Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Retailing Management 8e
© The McGraw-Hill Companies, All rights reserved.
18 - 1
商店管理(Store Management)
CHAPTER 15 CHAPTER 2 1
商店管理
商店设计和商品展示
顾客服务
商品销售
18 - 2
问题
• 销售人员的责任与义务是什么?
CHAPTER 15 CHAPTER 2 1
• 为什么说沟通的技巧对于有效的销售很重要 ? • 向一位顾客销售商品的步骤有哪些? • 销售人员怎样改进他们听与问的技巧?
18 - 4
零售过程 (图15-1)
CHAPTER 15 CHAPTER 2 1
• 接近顾客 • 接近顾客的目的 - 缩小注意力到特定商品的认真考 虑 • 接近顾客方法的要点 - 和谐的关系 • 那些“只是看看”的顾客 - 耐心
18 - 5
收集信息
• 顾客寻找的商品的类型。 • 顾客可接受的商品的价格范围。 • 顾客打算如何使用所购买的商品。 • 建立良好的关系
CHAPTER 15 CHAPTER 2 1
• 肯定顾客的判断 • 确保商品的适当用途 • 对待顾客的抱怨 • 记住老顾客 • 提供一流的服务(零售实例 15-3) • 建立特殊关系 (零售实例 15-4)
18 - 10
chap003 Sales Management

Qualifying Leads
A qualified prospect…
Has a need for the products being sold. Can afford to buy the products. Is receptive to being called on by the salesperson.
Share of buyer’s business if followed up 83%
*SOURCE: Bob Donath, James K. Obermayer, Carolyn K. Dixon, and Richard A. Crocker, “When Your Prospect Calls,” Marketing Management, Vol. 3, No. 2, 1994.
TM 3-6
If your rejection rate on final inspection was reduced to under one percent, how much would that save you? • Confirmatory questions So, you would be interested in an inventory control system that reduced your inventories by 20%? If I can provide evidence to you that our products would lower your rejection rate to under one percent, would you be interested?
销售与分销管理sales-and-distribution-management课件.ppt

Sell ‘em Keep ‘em
Creative Selling Process
Identify and Qualifying Prospects
• Prospecting: Identifying likely new customers
Ethical Issues
• Kickbacks, bribes and “gifts”
• Price discrimination • Cheating on expense
accounts • Misrepresentation
Distribution Channel Design and Management
The Role of the Sales Force
• Personal selling is effective because salespeople can:
– probe customers to learn more about their problems,
– adjust the marketing offer to fit the special needs of each Байду номын сангаасustomer,
Product Benefits.
Steps in the Selling Process
Step 5. Handling Objections Step 6. Closing
Seeking Out, Clarifying, and Overcoming
Customer Objections to Buying.
Organizing Sales Activities
英语作文-销售中的销售技巧与销售流程管理

英语作文-销售中的销售技巧与销售流程管理In the field of sales, having effective sales techniques and managing the sales process is crucial for success. Whether you are selling a product or a service, understanding the key skills and strategies for sales can make a significant difference in your ability to close deals and build strong relationships with clients. In this article, we will explore some important sales techniques and discuss the best practices for managing the sales process.First and foremost, it is essential for sales professionals to have a deep understanding of their product or service. This includes knowing its features, benefits, and how it compares to competitors in the market. By having a thorough knowledge of what you are selling, you can effectively communicate its value to potential customers and address any concerns or objections they may have.In addition to product knowledge, effective communication skills are also critical in sales. This includes active listening, asking probing questions, and being able to articulate the value proposition of your offering in a clear and compelling manner. Building rapport and establishing trust with clients is key to successful selling, and strong communication skills are the foundation for achieving this.Another important sales technique is the ability to identify and qualify leads. Not all prospects are equally likely to make a purchase, so it is important for sales professionals to be able to assess the potential of each lead and prioritize their efforts accordingly. This involves understanding the needs and pain points of the prospect, as well as their budget and decision-making authority within their organization.Once leads have been qualified, the next step is to effectively present the product or service in a way that resonates with the prospect. This may involve customizing the presentation to address the specific needs of the client, and demonstrating how the offering can solve their problems or improve their business. Using storytelling and real-life examples can be a powerful way to make the benefits of the product or service more tangible and relatable to the prospect.After the presentation, it is important to handle any objections or concerns that the prospect may have. This requires active listening and empathy, as well as the ability to address the prospect's concerns in a way that is both respectful and persuasive. By overcoming objections and building confidence in the offering, sales professionals can move the prospect closer to making a purchase decision.Finally, effective sales professionals understand the importance of following up with prospects in a timely and consistent manner. This may involve sending personalized follow-up emails, making phone calls, or scheduling additional meetings to further discuss the offering. Persistence and determination are key qualities in successful sales professionals, as many deals are closed through diligent follow-up and nurturing of the client relationship.In terms of managing the sales process, it is important for sales professionals to have a clear understanding of the steps involved in the sales cycle and to be able to track and measure their progress at each stage. This may involve using a CRM system to manage leads and opportunities, as well as setting clear goals and benchmarks for sales performance.Additionally, effective sales process management involves collaboration and communication with other departments within the organization, such as marketing, product development, and customer support. By working closely with these teams, sales professionals can ensure that they have the necessary support and resources to effectively sell the product or service, and can also provide valuable feedback from the front lines to help improve the overall offering.In conclusion, having effective sales techniques and managing the sales process are essential skills for success in the field of sales. By mastering the art of communication, understanding the needs of prospects, and effectively presenting and following up on opportunities, sales professionals can build strong relationships with clients and close more deals. Additionally, by effectively managing the sales process and collaborating with other teams within the organization, sales professionals can ensure that they have the support and resources they need to be successful.。
会计学原理(双语)IPPTChap015

17 - 11
P1
Horizontal Analysis
$2,656,949 – $1,991,139 = $665,810 ($665,810 ÷ $1,991,139) × 100 = 33.4%
17 - 12
P1
Trend Analysis
Trend analysis is used to reveal patterns in data covering successive periods.
P1
Comparative Statements
Calculate Change as a Percent
Percent Change
=
Dollar Change Base Period Amount
×
100
When calculating the change as a percentage, divide the amount of the
dollar change by the base period amount, and then multiply by 100 to
convert to a percentage.
17 - 10
P1
Horizontal Analysis
$325,336 – $393,927 = $(68,591) ($(68,591) ÷ $393,927) × 100 = (17.4)%
17 - 7
P1
Horizontal Analysis
17 - 8
P1
Comparative Statements
Calculate Change in Dollar Amount
Dollar Change
销售管理指南
Sales Management 761Jim StoddardAN OVERVIEW OF CONTEMPORARY SALES MANAGEMENT 错误!未定义书签。
1. PLANNING: 错误!未定义书签。
2. IMPLEMENTATION: 错误!未定义书签。
3. EVALUATION AND CONTROL: 错误!未定义书签。
AN OVERVIEW OF PERSONAL SELLIN 错误!未定义书签。
1. ALTERNATIVE SELLING TECHNIQUES 错误!未定义书签。
2. PROSPECTING 错误!未定义书签。
3. THE PREAPPROACH 错误!未定义书签。
4. Q UALIFYING THE PROSPECT: 错误!未定义书签。
5. THE APPROACH 错误!未定义书签。
6. THE PRESENTATION 错误!未定义书签。
7. MEETING OBJECTIONS 错误!未定义书签。
8. CLOSE 错误!未定义书签。
9. FOLLOW-UP CAREER STAGES 错误!未定义书签。
CORPORATE, BUSINESS, AND MARKETING STRATEGIES 错误!未定义书签。
1. PORTER'S TYPOLOGY OF COMPETITIVE STRATEGIES 错误!未定义书签。
2. MILES AND SNOW COMPETITIVE STRATEGY TYPOLOGY 错误!未定义书签。
ACCOUNT MANAGEMENT AND ACCOUNT COVERAGE STRATEGIES 错误!未定义书签。
1. COMMUNICATION TASKS APPROPRIATE FOR PERSONAL SELLING 错误!未定义书签。
2. PARTICIPANTS IN THE ORGANIZATIONAL BUYING PROCESS 错误!未定义书签。
sales management
Figure 1-5: A Model of Sales Management Competencies
Regional sales vice president Regional sales development manager District sales manager Multiple account coordinator
Global Competition Shorter Product Cycles Blurred Boundaries
Competition
Fewer Suppliers Rising Expectations Increasing Power
Customers
Selling Process
Table 1-1
Sales Managers’ Time Allocations
Manager’s Time Allocation (in percent)
29% (17) (12) 25 17 15 14
Job Responsibility
Selling Face-to-face Telephone selling Administration Account service/coordination Travel/waiting Internal meeting
•
A Sales Quota Manager’s Skill Set
• • • • • Willingness to Train/Coach Willingness to Make Joint Sales Calls Problem-Solving Making Presentations Answering Objections
chap015(精)
3. Earliest due date first
4. Earliest start date first (due date-lead time) 5. Least slack time remaining (STR) first
CHASE AQUILANO JACOBS
©The McGraw-Hill Companies, Inc., 2001
Allocating orders, equipment, and personnel. Determining the sequence of order performance. Initiating performance of the scheduled work. Shop-floor control.
Meet due dates Minimize lead time
Minimize setup time or cost
Minimize work-in-process inventory Maximize machine utilization
CHASE AQUILANO JACOBS
Answer: FCFS Schedule
Jobs (in order of arrival) A B C D Processing Time (days) 4 7 3 1 Due Date Flow Time (days hence) (days) 5 4 10 11 6 14 4 15
No, Jobs B, C, and D are going to be late.
©The McGraw-Hill Companies, Inc., 2001
Operations Management
销售管理指南(DOC 50页)
Sales Management 761Jim StoddardAN OVERVIEW OF CONTEMPORARY SALES MANAGEMENT 31. PLANNING: 32. IMPLEMENTA TION: 43. EV ALUATION AND CONTROL: 4AN OVERVIEW OF PERSONAL SELLIN 51. ALTERNA TIVE SELLING TECHNIQUES 52. PROSPECTING 63. THE PREAPPROACH 74. Q UALIFYING THE PROSPECT: 75. THE APPROACH 76. THE PRESENTA TION 87. MEETING OBJECTIONS 98. CLOSE 99. FOLLOW-UP CAREER STAGES 10CORPORATE, BUSINESS, AND MARKETING STRATEGIES 111. PORTER'S TYPOLOGY OF COMPETITIVE STRA TEGIES 122. MILES AND SNOW COMPETITIVE STRA TEGY TYPOLOGY 12ACCOUNT MANAGEMENT AND ACCOUNT COVERAGE STRATEGIES 141. COMMUNICATION TASKS APPROPRIATE FOR PERSONAL SELLING 152. PARTICIPANTS IN THE ORGANIZATIONAL BUYING PROCESS 16ORGANIZING THE ACTIVITIES OF SALES MANAGERS AND SALES PEOPLE 171. ECONOMIC METHOD OF DETERMINING IF OUTSIDE AGENTS ARE APPROPRIATE 182. CONTROL AND STRATEGIC CRITERIA FOR DETERMINING IF A COMPANY SALES FORCE SHOULD BE USED 183. HORIZONTAL ORGANIZATIONAL STRUCTURES 19 ALLOCATING SELLING EFFORT AND DESIGNING SALES TERRITORIES 22STAFFING THE SALES FORCE: RECRUITMENT AND SELECTION 241. CONTENT OF THE JOB DESCRIPTION 242. METHODS FOR DECIDING ON SELECTION CRITERIA 253. SOURCES OF RECRUITS 25 CONTINUAL DEVELOPMENT OF THE SALES FORCE: SALES TRAINING 27 SALES FORCE MOTIV ATION 30 MANAGING SALES FORCE REWARD SYSTEMS 33LEADERSHIP 36 DEMAND ASSESSMENT AND SALES QUOTAS 40 EV ALUATION AND CONTROL 45 PERFORMANCE EV ALUATION 48 ACKNOWLEDGEMENTS 50CHAPTER 1AN OVERVIEW OF CONTEMPORARY SALESMANAGEMENTSales force management is the management of the personal selling component of an organization's marketing program.The activities involved in managing the personal selling function include:1. The formation of the strategic plan (PLANNING).2. The implementation of the sales program (IMPLEMENTATION).3.The evaluation and control of sales force performance (CONTROL).--------------------------------------------------------------------------------1.PLANNING:The formation of a strategic sales program requires five major sets of decisions:1.How can the personal selling effort best be adapted to the COMPANY'S ENVIRONMENT and integrated with other elements of the firm's marketing strategy?2.How can various types of potential customers be best approached? persuaded? serviced? What ACCOUNT MANAGEMENT POLICIES should be adopted?3.How should the sales force be ORGANIZED to call on and manage various types of customers as efficiently and effectively as possible?4.What level of performance should each member of a sales force be expected to attain during the next planning period? This involves FORECASTING DEMAND and setting QUOTAS AND BUDGETS.5.How should the sales force be deployed? How should sales territories be defined? What is the best way for each sales person's time to be allocated within his or her territory? This involves decisions about TIME AND TERRITORY MANAGEMENT.2.IMPLEMENTATION:Implementing a sales program involves motivating and directing the behavior of the sales force.At least 5 factors influence a sales person's job behavior and performance:1. Environmental variables2. Role perceptions3.Aptitude4.Skill level5.Motivation levelImplementing a sales program involves designing policies and procedures so that the job behavior and performance of each sales person is shaped and directed toward the firms objectives and performance goals.3.EVALUATION AND CONTROL:Evaluation and control is the process of measuring and assessing the performance of a sales person or sales force.There are 3 major approaches that a company might utilize to evaluate and control the sales force and monitor sales program performance:1. Sales analysis approach (Volume)2. Cost analysis approach (Costs)3. Behavior analysis approachCHAPTER 2AN OVERVIEW OF PERSONAL SELLINGRetail Selling - involves selling goods and services to ultimate consumers for their own personal use.Examples:door-to-door salespeopleinsurance agentsreal estate brokersretail store clerksIndustrial Selling - is the sale of goods and services at the wholesale level. Industrial selling involves 3 types of customers:1.Sales to resellers (i.e., retailers)2. Sales to business users (i.e., manufacturers)3.Sales to institutions (i.e., hospitals or governments)Similarities between retail and industrial selling:- require interpersonal skill- require solid knowledge of the products being sold- require an ability to discover the customer's needs and problemsDifferences between retail and industrial selling:- industrial goods and services are more expensive and technically complex- industrial customers tend to be larger and engage in extensive decision making processes involving many people within their company1. ALTERNATIVE SELLING TECHNIQUESMost selling techniques conform to one of four broad philosophical orientations or approaches toward dealing with customers:1.The stimulus-response approach - based on the notion that every sensory stimulus produces a response. Sales recruits learn what to say (the stimulus) and what the buyersare likely to say (the response) in most circumstances.2.Mental-states approach - based on the idea that a buyer's mind passes throughsuccessive stages before he or she decides to make a purchase. Based on the AIDA theory of persuasion (Attention, Interest, Desire, Action). Selling "formulas" are used to design a sales presentation that coincides with the buyers movement through the stages.3.Need-satisfaction approach - based on the idea that customers are to be servedrather than products sold.Customers needs are the starting point in making a sale. The sales person's task is to identify the prospects needs, make the prospect aware of that need, and then persuade the prospect that his or her product or service will satisfy that need better than any other alternative.4.Problem-solving approach - similar to the need-satisfaction approach except that thesales person goes one step further to help the prospect identify SEVERAL alternative solutions, analyze their advantages and disadvantages, and select the best solution.2.PROSPECTINGProspecting - is the method or system by which sales people learn the names of the people who need the product and can afford it.Names and addresses of good prospects can be obtained in a number of ways:1. sales managers can prepare lists of prospects.2.customers can suggest new leads (snowball technique).3. present users may want new or different models.4.petitors customers can make good prospects.5.trade association and industry directories.6.telephone directories.7.other sales people.8.suppliers, social and professional contacts.One question that must be addressed by a firm's account management policies is how much emphasis sales people should give to prospecting for new customers versus servicing new accounts.In general, sales reps should devote a large percentage of time to prospecting if:1.If the firm's product is in the introductory stage of its product life cycle.2.If it is an infrequently purchased durable good.3.If the typical customer does not require much service after the sale.On the other hand, sales reps should spend most of their effort servicing existing customers if:1.The firm has a large market share.2. The firm sells frequently purchased nondurable products.3.The firm's products require substantial service after the sale to guarantee customer satisfaction.3.THE PREAPPROACHPreapproach - includes all the information gathering activities necessary to learn relevant facts about the prospect and his or her needs and situation.The preapproach consists of four functions:1.To qualify the lead or disclose the party's needs and ability to pay.2.To provide information that will enable the seller to tailor the presentation to the prospect.3.To provide information that may keep the sales rep from making serious tactical errors during the presentation.4.To increase the sales reps confidence to feel able to handle what ever may arise during the sale.4.Qualifying the prospect:Before the sales person attempts to set up an appointment for a major sales presentation, he or she should determine whether the prospect qualifies as a worthwhile potential customer.Qualification involves finding the answers to three important questions:1.Does the prospect have a need for my product or service?2.Can I make the people that are responsible for buying so aware of that need that I can make a sale?3.Will the sale be profitable to my company?5.THE APPROACHApproach - inspires interest in hearing more about the proposition, makes an easy transition into the presentation, and gets the prospects attention.For most sales training programs, six basic approaches are used:1.Introductory approach - the sales rep merely introduces him/herself and identifies the company he or she represents.2.Assessment approach - the sales rep opens the interview with a plea for information or permission to investigate the company's problem.3.Product approach - consists of handing the product to the prospect, with little or no conversation.4.Customer-benefit approach - the sales rep selects a benefit package that will likely be of most interest to the prospect - based on what is known about the situation.5.Referral approach - the sales rep receives permission of past or present customers to use their names as a reference in meeting a new prospect.6.Consultative approach - the sales rep opens the sale by getting the prospect to talk about the problem.6.THE PRESENTATIONPresentation - the main body of the sale where the sales rep presents the product or proposition and shows the prospect its benefits.Good sales presentations are built around a forceful product demonstration.Canned presentations are prepared sales presentations.Advantages:1. gives new sales people confidence.2. can utilize sales techniques proven effective.3. gives some assurance that the complete story will be told.4. greatly simplifies sales training.Through out the presentation the sales rep makes trial closes to determine whether the customer is ready to buy. This can be done by asking such questions as:Which model do you like best?Which color do you prefer?Cash or financing?If all goes well in the trial close, the sales rep goes right on into an assumptive close and wraps up the sale.A sales rep using an assumptive close assumes that the sale has been made. The sales rep starts filling out the order form.However, if all does not go well, the next phase of selling (i.e., meeting objections) mustbe undertaken.Points to keep in mind concerning sales presentations:1. Don't run down competitors.2. Don't be too aggressive or abrasive.3. Have full knowledge of competitor's products.4. Have full knowledge of customer's business.5. Keep the presentation simple.6. Seek credibility7.MEETING OBJECTIONSMeeting Objections - objections should be welcomed and indicate that the prospect has some interest in the proposition.Stated versus hidden objections:Stated objections may be phoney.Objection to price and product:To price: price too high or prospect can not afford the price.Procrastinating objections:Examples include:1. Let me think about it for a while.2. I have to talk it over with my family.3. I have to wait until next pay check.4. I have to look around some more.8.CLOSEClose - asking for the order.There are 5 types of closing methods.1.The assumptive close - merely assume prospects are going to buy and begin taking orders by asking questions.2.The physical-action close - hand the prospect a pen as an indication it's time to sign.3.The standing-room-only close - sales rep tells prospect the product is hard to get in the hopes that the prospect will sign the order.4.The trap close - using the prospects objections to close the sale.5.The special offer close - giving the customer a special offer to induce them to buy.9.FOLLOW-UP CAREER STAGESRecent research has identified 4 distinct career stages that sales people go through during the course of their careers.1.Exploration - people in the earliest stages of their careers (typically their 20's). They are often unsure about whether selling is the most appropriate occupation for them to pursue and whether they can be successful sales people.2.Establishment - people in this stage (late 2-'s - early 30's) have settled on an occupation and desire to build it into a successful career.Primary concern - improving skills and performance and value compensation and promotion.3.Maintenance - this stage normally begins around the sales persons late 30's or early 40's.Primary concern - retaining present position, status, and performance level within the sales force, which are likely to be quite high.[By this stage both the opportunity and desire for promotion diminishes.]4.Disengagement - people begin preparing themselves for retirement and the possible loss of self-identity that can accompany separation from the job (late 50's - early 60's). During this stage, sales people psychologically withdraw from their job, after seeking to maintain just an "acceptable" level of performance with a minimum amount of effort so that they can develop their interests outside of work.CHAPTER 5CORPORATE, BUSINESS, AND MARKETINGSTRATEGIESI.Relations Among Environmental Factors, Marketing Plans, and the Sales ProgramA.To be successful, a firm's plans must be adapted to the influences of the external and internal corporate environments. As these environments change, appropriate adjustments should be made in the firm's marketing strategy.B.A firms sales program is only one part of an integrated marketing strategy. As changes are made in other parts of the marketing strategy, the sales program must be adjusted if it is to remain effective.C.Regardless of how well conceived a sales program is, or how well it is integrated into a firms overall marketing strategy, its implementation depends on the willingness and ability of individual members of the sales force to carry out its policies and procedures.Factors in the external and corporate environments can directly influence a sales person's actions in the field and his or her ability to achieve the desired level of performance.II. Marketing PlanningA. Importance of PlanningPlanning - is deciding what to do in the present to achieve what is desired in the future. It requires decisions concerning the firm's goals and objectives for the future and the actions that should be taken to accomplish them.A strategy is a statement of the fundamental pattern of present and planned objectives, resource deployments, and interactions with markets, competitors, and other environmental factors that indicate how an organization - or subunit or department within an organization - intends to survive and prosper over time.B. The Planning Process - Types of PlansA sales program constitutes only one part of a marketing plan, and the marketing plan is only one element of the total strategic plan in most firms.Strategic planning in most large firms typically occurs in several stages which guide activities at different levels within the organization.This hierarchy of plans commonly includes the following:1. The Corporate Strategic Plan2. Strategic Business Unit Plans3. Marketing Plans4. Programs for Individual Marketing FunctionsC. The Marketing Planning Process1. PORTER'S TYPOLOGY OF COMPETITIVE STRATEGIES1.Low Cost Strategies - position a supplier as a high volume producer with tight cost and overhead control. Capitalizes on economies of scale. Associated with relatively high market share.2.Differentiation Strategies - the creation of something perceived industry-wide as being unique. Provides insulation against competitive rivalry because of brand loyalty and decreased price sensitivity.3.Niche Strategies - serving a particular target market, although market share in the industry might be low, the firm dominates a segment within the industry.2. MILES AND SNOW COMPETITIVE STRATEGY TYPOLOGY1.Prospectors - attempt to pioneer in both product and market development.2.Defenders - offer a limited, stable product line to a predictable (i.e., nonchanging) market. Emphasize being the low-cost producer.3.Analyzers - pioneer in new products and markets while at the same time retain a foothold in mature markets.4.Reactors - don't do anything proactive, they simply attempt to survive by reacting to environmental conditions.III. Environmental Impact on Marketing and Sales PlanningFactors both internal and external to the firm affect the feasibility of marketing strategies and programs.Environmental factors influence marketing strategies sand programs in four basic ways: 1.Environmental factors can constrain the organizations ability to pursue certain marketing strategies or activities.2.Environmental variables, and changes in those variables over time, help determine the ultimate success or failure of marketing strategies.3.Changes in the environment can create new marketing opportunities for an organization.4.Environmental variables themselves are affected and changed by marketing activities. Therefore, one of the most important parts of a marketing managers job is to monitor the environment and predict how it might change and develop marketing strategies suited to environmental conditions.External Environmental Variables:1.Economica. total potential demandb. level of competitionc. distribution structure2. Sociala. demographicb. educational3. Legal/Politicala. antitrust lawb. consumer protection legislation4. Natural5.TechnicalCHAPTER 6ACCOUNT MANAGEMENT AND ACCOUNTCOVERAGE STRATEGIESWhen deciding on the role of personal selling in a firms marketing strategy, a firms marketing and sales managers must answer two sets of questions.1.What proportions of a firms total promotional budget should be devoted to the sales force? How much emphasis should be given to personal selling versus other promotional tools (i.e., media advertising and sales promotion).2.How should each current and prospective customer be managed? What activities should the firms sales people carry out to accomplish the company's communication objectives? What account management policies should be adopted to guide the selling activities of the sales force?I. The Role of Personal Selling in the Marketing MixThe promotional element of the firms marketing mix incorporates activities aimed at communicating information about and stimulating demand for the firms products or services among potential customers in the target market.Promotional activities can be categorized into four types:1.Personal selling - Oral communication with a potential customer on a person-to-person basis.2.Advertising - Nonpersonal communication that the organization pays to have transmitted to a target audience through a mass medium, such as television, radio, newspapers, magazines, direct mail, transit cards, bill boards, catalogs, or directories.3.Sales promotion - Activities and materials that induce potential customers to take action and purchase the firm's product or service, usually by drawing the customer's attention to the product or by offering an added incentive for purchase.Sales promotion methods are usually classified into two types based on the audience they are directed toward:a.Consumer sales promotion activities are designed to produce short-run sales increases among ultimate consumers by offering "cents-off" coupons, free samples, and contests.b.Trade sales promotion activities encourage wholesalers or retailers to stock and aggressively market the firm's product by offering such things as quantity discounts, free goods, display material, and sales contests.4.Publicity - Nonpersonal communication of information about a firm or its products is transmitted through a mass medium at no charge to the firm. Examples include magazine, newspaper, radio, or television news stores about new products, new stores or personnel, or policy changes in an organization.A. Advantages of Personal Selling as a Promotional ToolStem largely from the fact that it involves face-to-face communication with the customer.1.Personal sales messages are often more persuasive than advertising or publicity in the mass media.2.In a face-to-face setting, the potential buyer is more likely to feel obligated to pay attention to the sales reps message.3.Furthermore, since the sales person only communicates with one potential customer ata time, he or she can tailor the message to fit the needs and interests of that specific customer.4.Also, communication flows in both directions which allows the sales person to receive immediate feedback. Therefore, the representative knows immediately when a particular sales approach is not working and the approach can be adjusted.5.Another advantage of face-to-face selling is that the sales rep can communicate a larger amount of complex information that can be transmitted with other promotional tools.1. COMMUNICATION TASKS APPROPRIATE FOR PERSONALSELLING1.Transmitting large amounts of complex information about the firm's products or policies.2.Adopting product offerings and/or promotional appeals to the unique needs and interests of specific customers.3.Persuading customers that the firm's products or services are better on at least some dimensions than the similar offerings of competitors.The nature of the communication tasks faced by a firm depends on:1.The company's objectives, marketing strategy, and resources.2.The number and kind of customers in its target market.3.The nature of the other elements of its marketing mix.a.product characteristicsb. distribution policiesc. pricing policiesd. other strategy characteristicsII.ACCOUNT MANAGEMENT POLICIES AND SALES PROGRAM PLANNINGSales program planning is concerned with allocating the firm's sales effort across different types of potential customers.Account management policies than specify what individuals within each type of customer organization the sales person should attempt to contact, what kind of selling and service activities should be engaged in, and how these activities should be carried out.The formation of an effective account management policy requires an understanding of:1.The organizational buying process2.The activities sales people engage in when carrying out their jobs2. PARTICIPANTS IN THE ORGANIZATIONAL BUYINGPROCESSInitiators - perceive the problemUsers - must work with the productInfluencers - provide informationGatekeepers - control information flowBuyers - purchasing agentsDeciders - people with final authorityCHAPTER 7ORGANIZING THE ACTIVITIES OF SALES MANAGERSAND SALES PEOPLEI. Purposes of sales organizationAn organizational structure is an arrangement of activities involving a group of people. The goal in designing an organization is to divide and coordinate activities in such a way that the group can accomplish its common objectives better than they could by acting as individuals.An organizational structure should serve 3 purposes:a.Activities should be divided and arranged in such a way that the firm can benefit from the specialization of labor.b.The organization structure should provide for stability and continuity in the firms selling efforts.c.The structure should provide for the coordination and integration of various activities assigned to different people in the sales force.II. Horizontal structure of the sales forceThe first issue to be decided concerning the organization of the sales force is whether the firm should hire its own sales people or use outside agents (e.g., manufacturers' reps).A. Types of Agents1. Manufacturers' representatives2.Selling (or sales) agentsB. When are outside agents appropriate?1. Economics criteria2.Control and strategic criteria1. ECONOMIC METHOD OF DETERMINING IF OUTSIDEAGENTS ARE APPROPRIATEIn a given selling situation, a company sales force and independent agents are likely to produce different levels of costs and sales volume.The fixed costs of using external agents are lower than a company sales force because there is less administrative overhead involved and also because manufacturers' reps do not receive a salary or reimbursement for field selling expenses.However, costs of using agents tend to rise faster as sales volume increases because agents usually receive higher commissions than company sales people.Consequently, there is a breakeven level of sales volume below which the costs of external agents is lower, but above which a company sales force becomes more efficient.Example:A company is faced with a planning decision of whether to use a company sales force or outside agents.It estimates that salaries and expenses will amount to $30,000 per sales person and that the company will require 10 sales people to cover the territory. Furthermore, the sales people will receive a 5% commission on the dollar volume that they sell.If the company decided to use outside agents however, it would have to pay a fixed 15% commission on the dollar volume that they sell.Determine when the company should use agents and when it should use a company sales force?2. CONTROL AND STRATEGIC CRITERIA FOR DETERMININGIF A COMPANY SALES FORCE SHOULD BE USEDManagers argue that internal sales forces are preferable to agents because agents are more difficult to control.Agents can be viewed as independent actors who are expected to act opportunistically in pursuit of their own short-run objectives (i.e., sales).This makes agents reluctant to pursue new accounts or smaller customers as well as perform service and support activities.On the other hand, managers can control their own sales force in many ways:- selection- training- supervision- operating procedures- reward mechanisms- etc.Furthermore, monitoring performance of a company salesforce is easier than with independent agents if performance is based on anything more than dollar sales volume.3. HORIZONTAL ORGANIZATIONAL STRUCTURESA.Geographic organization - The assignment of individual sales people to separate geographic territories.Strengths:1. Low cost.ck of confusion concerning who the customer should talk to if problems arise. Weakness:1.Does not provide any benefits from the division and specialization of labor.B.Product Organization - Separate sales forces for each product (or related group of products) in their product assortment.Strengths:1.Familiarity with products and methods of selling those products.2.Closer cooperation between sales and production.3.Enables sales management to control the selling effort across the company's various products.Weakness:1.Duplication of effort.2.Higher selling expenses and administrative costs.3.Confusion among the firm's customers.。
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Salespeople in the field Less exact
Cost-volume relationship
Volume is a function of cost V=f( C ) Difficult to measure
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
— — 28,200 — — 15,500 18,600 7,500 430,000 13,200 513,000
Allocation of Activity Costs to Sales Regions, Col Ski Co. 2002 (Fig. 15-4) 15Activity Allocation basis Total activity cost No. of allocation units Cost per allocation unit
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Income and Expense Statement, by Sales Region, Col Ski Co. 2002 ($000) (Fig. 15-5) 15Net sales Less cost of goods sold Gross margin Less operating expenses: Personal selling Advertising Warehousing/shipping Order processing Administration Total operating expenses Net profit (loss)
Allocation of Costs
units — cost $1,070,000 units — Midwestern cost $747,000 units — Western cost $2,030,000 Eastern
3,800 orders 39,500 lines one $190,000 $79,000 $171,000 2,500 orders 28,000 lines one $125,000 $56,000 $171,000 3,300 orders 52,500 lines one $165,00Байду номын сангаас $105,000 $171,000
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
A Comparison of Marketing Cost Analysis and Production Cost Accounting (Fig. 15-1) 15Comparison Factors
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Income and Expense Statement by Sales Region, Col Ski Co 2002, in $000, using contribution-margin approach (Fig. 15-7) contribution15Net sales Less cost of goods sold Gross margin Less direct operating expenses: Personal selling Advertising Warehousing/shipping Order processing Total direct expenses Contribution margin Less indirect operating expenses: Personal selling Advertising Warehousing/shipping Order processing Administration Total indirect expenses Net profit Total Eastern M idwestern $27,000 $9,000 $4,500 18,900 6,300 3,150 8,100 2,700 1,350 3,082 732 160 130 4,104 $ 3,996 765 488 320 110 513 $2,196 $1,800 845 254 64 43 1,206 $1,494 595 127 42 30 794 $ 556 Western $13,500 9,450 4,050 1,642 351 54 57 2,104 $1,946
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
— — 40,900 — — 66,000 100,500 46,300 168,000 58,300 480,000
— — 43,500 — — 14,000 16,200 14,000 126,000 26,300 240,000
Income and Expense Statement, 2002, Colorado Ski Company ($000) (Fig. 15-2) 15Net sales Less cost of goods sold Gross margin Less operating expenses: Sales salaries and commissions $3,240 Sales force travel 372 Supplies and telephone 178 Media space 870 Advertising salaries 218 Property taxes 120 Heat and light 168 Insurance 84 Administrative salaries 930 Other expenses 120 Total operating expenses Net profit
Personal Selling
9,600 orders 120,000 lines 3 regions $2 per line $171,000/reg.
$20,000/pg. $50 per order
21 pages $420,000 11 pages $220,000 29 pages $580,000
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Methods Used to Allocate Indirect Costs (Fig. 15-6) 15Method Divide cost equally among territories or whatever market segments are being analyzed. Allocate costs in proportion to sales volume obtained from each territory (or product or customer group). Evaluation Easy to do, but inaccurate and usually unfair to some market segments. Underlying philosophy: apply cost burden where it can best be borne. That is, charge a high-volume market segment with a large share of the indirect cost. This method is simple and easy to do, but may be very inaccurate. Tells very little about a segment’ Again, easy to do but can be inaccurate and misleading. Falsely assumes a close relationship between direct and indirect expenses.
Activity Cost Categories Personal Warehousing Order SellingAdvertising and ShippingProcessingAdministration
Ledger expenses Totals Sales salaries/commis $3,240,000 $3,240,000 — Sales force travel 372,000 372,000 — Supplies & telephone 178,000 43,200 22,200 Media space 870,000 — 870,000 Advertising salaries 218,000 — 218,000 Property taxes 120,000 10,000 14,500 Heat and light 168,000 15,300 17,400 Insurance 84,000 12,000 4,200 Administ. salaries 930,000 144,000 62,000 Other expenses 120,000 10,500 11,700 Totals $6,300,000 3,847,000 1,220,000
Bases for computing costs
Marketing Cost Analysis
Marketing unit: territory, customer group, order size, as well as product More complex