Introduction to Sales Management – The Sales Organization – Determining Sales Related Marketing Policies – Sales Functions and Policies – International Sales Management – Personal Selling. Sales Planning – Sales Budgets – Estimating Market Potential and Forecasting Sales – Sales Quotes – Sales & Cost Analysis, Sales Force Management: Hiring and Training Sales Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force – Leading the Sales Force – Evaluating Sales Force Performance. Marketing Logistics - Distribution as Marketing Mix Element – Distribution Resource Planning – Marketing Channel Integration – Channel Management – Nature of Marketing Channels – Evaluating Channel Performance- Specialized Techniques in selling – Tele Marketing – Web Marketing Distribution Cost Analysis: Managing Channel Conflicts – Channel Information Systems – Wholesaling – Retailing – Ethical And Social Issues in Sales and Distribution Management.

1. DEPARTMENT OF BUSINESS ADMINISTRATION & RESEARCH
Shri Sant Gajanan Maharaj College of Engg., Shegaon
Personal Selling

2. Personal Selling
 Personal Selling- is direct oral communication designed to
explain how an individual’s or firm’s goods, services, or ideas
fit the needs of one or more prospective customers
(Source: Hoffman et al)

3. The Sales Process
Prospecting/ Qualifying
Preapproach/ Planning
Presentation
Handling Objections
Closing the Sale
Approach
Follow up
IdentifyingNeeds
IdentifyingNeeds

4. Prospecting
 What is the difference between a lead and a prospect?
 A lead is a person or organization that might possibly have a need
for the company’s product or service
 A prospect is a lead that has been qualified in terms of need or
want, ability to buy, authority to buy, accessibility, and eligibility
(Source: Hite and Johnston)

5. Prospecting
 Ability to Buy
 The lead must have the ability to pay for the product or service
 How can the salesperson qualify the lead?
 Dun and Bradstreet rating service
 Financial status and credit rating
 Local credit agencies
 Noncompetitive salespeople
 Local banks
 Better Business Bureaus
 May ask the lead if they can afford to buy what they want
(Source: Hite and Johnston)

6. Prospecting
 Authority to Buy
 In many firms the actual purchasing authority is not in the hands of the
purchasing agent
 A buying committee often makes the buying decision, and the purchasing
agent only carries out the committee’s mandate
(Source: Hite and Johnston)

7. Prospecting
 Accessibility
 The person with the authority to buy may be completely inaccessible
 Unless the person can be contacted, the lead does not become a prospect
(Source: Hite and Johnston)

8. Prospecting
 Eligibility
 Some companies sell only thorough distributors or wholesalers.
 If a company sells to direct customers, it may run the risk of alienating its
retail customers or wholesalers
(Source: Hite and Johnston)

9. Planning
 The selling process should not be looked upon as a conflict between
salesperson and prospect
 People don’t always like to be sold, but PEOPLE LOVE TO BUY
 When selling is approached as a conflict the worst is brought out in both the
buyer and the seller
 Selling should be approached as a problem-solving, helping situation
(Source: Hite and Johnston)

10. Planning
 The sales presentation must be organized
 With organization most people will increase their sales
 The purpose of an organized sales presentation is to present ideas so
systematically that they lead to action on the buyer’s part—a purchase
 Most prospects are not organized to buy, they must be shown reasons for
buying
(Source: Hite and Johnston)

11. Planning
 Why Salespeople Should Plan Their Calls
 1) Builds self-confidence
 2) Develops an atmosphere of goodwill and trust will buyer
 3) Professionalism
 4) Increases sales due to preparedness
(Source: Futrell)

12. Planning
 Developing the Presentation
 Features vs. Benefits
 How to promote Benefits?
 Use of visual aids
(Source: Hite and Johnston)

13. Planning
 The Organized Sales Presentation
 Feature- Something important or outstanding that the manufacturer,
provider, or seller has either included with, eliminated from, or made
available in our product or services
 Benefit- What the feature will do for, or give to, the prospect
(Source: Huisken)

14. Planning
 Acquiring Sales Opportunities
 Once the sales presentation has been organized, the opportunity to make the
presentation must be secured
 1) Contact the correct person (one who can make the buying decision)
 2) Contact the person at the most opportune time
 3) Decide whether an appointment or a cold call is best
 4) Know how to secure a sales presentation when making a cold call
(Source: Hite and Johnston)

15. The Approach
 Purpose: Develop mutual trust and empathy
 Key elements to building acceptance
 1) Physical appearance
 2) Ability to ask questions
 3) Willingness to be a good listener
 4) Skill in getting the prospects to talk about themselves or something of interest
to them
 Offering a compliment on something the prospect has done
(Source: Hite and Johnston)

16. The Presentation
 The general problem
 The specific problem
 The company’s product or service as the preferred solution
 The close
(Source: Hite and Johnston)

17. Objections
 Why objections?
 Prospect may be afraid of purchasing the wrong type of product
 The salesperson should welcome objections
 The most difficult prospect to handle is one who says “no” and gives no reason
 Objections should not be taken personally
(Source: Hite and Johnston)

18. Objections
 Anticipating Objections
 The salesperson should anticipating objections
 Objections should never be ignored
 Most of the time they should be answered immediately, but occasionally they
should be put off
 If the objections is not answered immediately, the prospect may hear little of
what else is said
(Source: Hite and Johnston)

19. Objections
 Types of Objections
 1) Price
 2) Product
 3) Timing
 4) Source
 5) Service
 6) Need
(Source: Hite and Johnston)

20. Closing the Sale
 Viewed as part of the total selling process that will naturally occur if the
salesperson meets the desires of the prospect
 Close- a question or action by the salesperson intended to evoke a favorable
decision from the prospect
(Source: Hite and Johnston)

21. Closing the Sale
 How to Close the Sale
 Direct close
 Assumptive close
 Summative close
 Demonstration close
 Negative close
 Special concession close
(Source: Hite and Johnston)

22. Closing the Sale
 Problems with Closing the Sale
 1) Problems with the Prospect
 2) Problems with the Salesperson

23. Closing the Sale
 Problems with the Prospect
 Prospects may be afraid to buy
 Industrial buyers often face greater risks that than the seller
 Industrial buyer must consider:
 1) Judge the supplier in terms of reliability, capability, and value
 2) Companies budget
 3) Goals of the firm
 4) Capabilities of the equipment being considered
 5) Complying with regulations
 6) The buyer’s personal reputation as an effective purchaser
(Source: Hite and Johnston)

24. Closing the Sale
 Problems with the Salesperson
 1) Fear of rejection
 2) Wrong attitude
 3) Talking too much
 4) Inadequate presentation
 5) Improper prospecting
(Source: Hite and Johnston)

25. Follow Up
 Good for repeat business
 Set delivery times
 Purchase terms
 Other details
 Reduce cognitive dissonance