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Sales contests and sales meetings

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Sales contests and sales meetings

  1. 1. SALES MEETINGS -for communication and motivation purposes -provide occasions in exchanging information and ideas -provide occasions for stimulating the group as a whole to raise its own expectation as to reasonable and acceptable level of performance
  2. 2.  FIVE MAJOR DECISIONS  1. Aims  2. Content  3. Method  4. Execution  5. Evaluation
  3. 3.  ADVANTAGES:  Provide more stimulation  All sales personnel have the chance to meet their counterparts  There is much learn in the interchange of experiences  The size of the national sales meetings tends to generate contagious enthusiasm
  4. 4. DISADVANTAGES:  Difficult to find convenient time for all sales personnel to attend  Company routine is disrupted and competitors may make inroads into company’s sales while they are away to their territories  C. REGIONAL SALES MEETINGS ADVANTAGES: Reduce total travel cost and lower the cost of productive selling Headquarters executive have direct contact with the field personnel and learn about current problems at first hand
  5. 5.  DISADVANTAGES:    Demands on executive maybe excessive Tends to depreciate meeting’s importance in the eyes of sales staff Difficult to develop a spirit of contagious enthusiasm
  6. 6.  FORMS:  Closed-circuit television  Sales meetings by telephone  Sales meetings at home  Traveling Sales Meetings
  7. 7.            OBJECTIVES To obtain new customers To secure large orders per sales call To push slow moving items, high margin goods or new products To sell more profitable products To overcome seasonal sales slumps To improve the performance of distributors sales personnel To promote seasonal merchandise To obtain more product displays by dealers To get renewal business from the present or former customer To promote special deals to distributors or both
  8. 8. TYPES: 1. DIRECT- the contest team describe the specific objectives 2. NOVELTY- controversial
  9. 9. - run for periods as short as week as long as a year but most run from one to four months CONTEST PROMOTION -encourage groups or individuals to complete each other
  10. 10.  A. The contest versus alternatives  B. Short-long term effects  C. Design  D. Fairness  E. Impact upon sales force morale
  11. 11.        Sales people are paid for their service under provision of the basic compensation plan, and there is no reason to reward them for performing regular duties High calibre and more experienced sales personnel look upon sales contest as juvenile and silly Contests are often lead to unanticipated and undesirable results Contest causes sales people to bunch their sales during their competition and sales slumps occur both before and after the contest The disappointment suffered by contest loser cause a general decline of the sales force morale Contests are temporary motivating devices and if used to frequently, have a narcotic effect The competitive atmosphere generated by sales
  12. 12.    FOUR MANAGEMENT PROCESS 1. ESTABLISHING PERFORMANCE STANDARD A. Quantitative performance objective › TYPES:  Quotas  Selling Expense Ratio  Territorial net profit or gross margin ration  Sales coverage  Call frequency ratio  Calls per day  Order call ratio  Average cost per call  Average order size  Non selling activities  Multiple quantitative performance standards
  13. 13. 2. RECORDING ACTUAL PERFORMANCE  SYSTEM OF FIELD SALES REPORT-to provide control information.

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