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PERSONAL SELLING

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The Five Principles of Brilliant Sales
 Never miss an opportunity to present yourself well. Every contact with the outside world is a
marketing opportunity!
 Spend ten minutes a day marketing your company. Marketing is a practice, not a one-time
thing. You can't get marketing-fit by working out once a month.
 Know what makes you special to customers and prospects. If you are in business today and
have customers who make purchases, there is something special about you or your offerings that is
motivating them to buy. But what? What is your greatest strength, what marketing asset shines forth
and catches the customer eye? Generally marketers and managers are not fully aware of their
greatest marketing assets.
 Sort out the prospects who don’t want or can't buy what you’ve got, -and eliminate them right
away. Finding polite ways to avoid the poor prospects is essential. Every time you make a sales call
on someone who isn't ready to buy, or send a mailing to someone who doesn't have enough money
to buy, you are wasting your marketing resources. Screening for the highest-quality leads is perhaps
the single most powerful way to boost sales and profits in the short term.
 Simplify your growth strategy. If your plan is complicated, you aren’t done with it. The best
marketing is blindingly simple. Every time we encounter a complex, confusing marketing plan or
set of product offerings, we have learned to recognize the symptoms of excessive complexity.
Success in business always comes from simple, powerful ideas and strategies.

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 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

 Three Selling Environments


• Telemarketing
• Over-the-Counter Selling
• Field Selling

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Prospecting/ Qualifying

Preapproach/ Planning

Approach
Identifying Needs

Identifying Needs
Presentation

Handling Objections

Closing the Sale

Follow up
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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

 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
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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

 The salesperson should anticipating objections

 Types of Objections:
 Psychological Resistance: interference, reluctance to give up something, unpleasant association, dislike making decisions etc.
 Logical Resistance: Price, delivery schedule, need, service etc.

 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

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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

 Closing Techniques:
 Ask for the order
 Recapitulate the points of agreement
 Offer help to fill form
 Ask whether the buyers want A or B
 Indicate what buyer will lose
 Specific inducement

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Advantages of Personal Selling

 Detailed explanation/demonstration of product


 Sales message can be varied according to
motivations/interests of prospect; can respond
to objections
 Directed only to qualified prospects
 Costs can be controlled by adjusting size of
sales force in one-person increments
 More effective in gaining a sale!

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Disadvantages
 Expensive per contact
 Many sales calls may be needed to generate a
single sale
 Labor intensive
 It is costly to develop and operate a sales force.
 It may be difficult to attract high-caliber people.

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Designing the Sales Force

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Types of Selling
 Deliverer : Petrol Pump
 Order Taker: Over the counter
 Missionary: Medical Representative
 Technician: Technical Knowledge
 Demand Creator: Insurance agent
 Solution Vendor: Whose expertise
is in the solving of a customer
problem.

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Sales Person Attribute

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Sales Force Management

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Sales Force Objectives
 Prospecting
 Targeting
 Communicating
 Selling
 Servicing
 Information Gathering
 Allocating
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Sales Force Strategy
 Direct (company) sales force

 Contractual sales force

 Product sales force structure: is a sales force organization under which salespeople specialize in
selling only a portion of the company’s products or lines. Problems can occur if a single customer
buys many different products from the company. Extra costs of this method must be compared
with the more specialized product knowledge and extra attention to individual products.

 Territorial sales force structure: is a sales force organization that assigns each salesperson to an
exclusive geographic area and sells the company’s full line products and services to all customers
in that territory. Advantages include:
It defines the salesperson’s job.
The person gets credit for what they accomplish
person works in a territory
Increases the salesperson’s desire to build local business.
Traveling expenses are low (because of reduced territorial size).

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 Customer sales force structure: is a sales force organization under which sales
people specialize in selling only to certain customers or industries. This form can help
to become more customer focused. This form carefully consider primary customers.

 Complex sales-force structure: forms are usually deviations of the basic three
mentioned above where combinations occur.

 To reduce time demands on their outside sales forces, many companies have
increased the size of their inside sales forces and have added:
1). Technical support people.
2). Sales assistants.
3). Telemarketers (using the telephone to sell directly)

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Sales Force Size
 Increasing the number of sales representatives will increase both
sales & costs.

 Work Load Approach:


 Customers are grouped into size classes according to annual sales volume
 Desirable call frequencies (number of calls on an account per year) are
established for each class.
 The number of accounts in each size class is multiplied by the corresponding
call frequency to arrive at total workload for the country, in sales calls per
year.
 The average number of calls a sales representative can make per year is
determined.
 The number of sales representatives needed is determined by dividing the
total annual call required by the average annual calls made by a sales
representative.

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Sales Force Compensation
 To attract salespeople, a company must have an appealing compensation plan.
Compensation is made up of the several elements:
1). A fixed amount, usually a salary, gives the salesperson a more stable income.
2). A variable amount, which might be commissions or bonuses, rewards a sales-
person for greater effort.
3). Expense allowances (which repay salespeople for job-related expenses) let
salespeople undertake needed and desirable selling efforts.
4). Fringe benefits provide job security and satisfaction.
 Management must decide which of these elements (and which combination or amount)
makes the most sense for each sales job. The compensation plan can both motivate and
direct a salesperson’s work.
 Basic methods include:
1) Straight salary
2) Straight commission
3) Salary plus bonus
4) Salary plus commission.

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Managing Sales Force
 Recruiting & Selecting Sales Representatives
 Training & Supervising
 Sale Rep Productivity: Norms for Prospect
calls, using sales time efficiency
 Motivating Sales Representatives
 Evaluating Sales Reps

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