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Selling Center—Primary Goals
 The acquisition and processing of pertinent
marketing-related information.
 Execution of selling strategies.
Relationship
Management
Processes in
Business
Marketing
Fig. 17.2
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Relationship Quality—Two Dimensions
1. Trust in the salesperson.
2. Satisfaction with the salesperson.
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Typical Sales Cycle: Tasks Performed
Throughout the Sales Process
Lead Generation
Triggered by a sales call, a customer’s response to direct
mail, or by a request for information through a Web site, an
initial contact with a prospect is made.
Lead Qualification
Potential customer is screened: the prospect’s need for the
product or service, buying interest, funding, and timeframe for
making the purchase.
Bid and Proposal
Preparation of bid and proposal to meet customer’s
requirements (a complex task for large technical projects).
Negotiation and Sales Closure
The negotiation of prices, terms, and conditions, followed by
agreement on a binding contract.
Fulfillment
For standardized product or service, delivery of offering to
customer. Configuration, customization, and installation for
more complex sales.
Customer Care and Support
Post-sale problem resolution, customer guidance, and
ongoing contact to insure customer retention, loyalty, and
growth.
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Components of
Sales Force Management
1. Methods for organizing the sales force,
2. Key account management,
3. The requirements for successful sales force
administration,
4. Models that can be employed in deploying the
industrial sales force.
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Organizing the Personal Selling Effort
Geographical Organization
• The most common form.
• By reducing travel distance and time between customers, this method usually
minimizes costs.
• Major disadvantage of the geographical sales organization is that each
salesperson must be able to perform all of the selling tasks for all of the firm’s
products and for all customers in a particular territory.
Product Organization
• One in which salespersons specialize in relatively narrow components of the
total product line.
• A prime benefit of this approach is that it enables the sales force to develop a
level of product knowledge that enhances the value of the firm’s total offering
to customers.
Market-Centered Organization
• By learning the specific requirements of a particular industry or customer
type, the salesperson is better prepared to identify and respond to buying
influentials.
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Sales Administration Involves:
 Recruiting and selecting salespersons,
 Training,
 Motivating,
 Supervising,
 Evaluating, and
 Controlling the sales force.
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Orville Walker Jr., Gilbert Churchill Jr., and Neil Ford define motivation
as;
•The amount of effort the salesperson “desires to expend on each of
the activities or tasks associated with his (her) job, such as calling on
potential new accounts, planning sales presentations, and filling out
reports.
Determinants
of a
Salesperson’s
Performance
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Two Types of Rewards
1. Internally mediated rewards
2. Externally mediated rewards
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Job Satisfaction: Managerial Implications
Salespersons tend to have a higher level of job satisfaction
when;
1. they perceive that their first-line supervisor closely
directs and monitors their activities,
2. management provides them with the assistance and
support needed to meet unusual and nonroutine
problems,
3. they perceive themselves to have an active part in
determining company policies and standards that
affect them.
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A critical sales management task: deploying the sales
force.
Deployment Decisions Facing Sales Organizations
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Three Territory Traits For Sales Response
Studies
Potential is a measure of the total business
opportunity for all sellers in a particular market.
Concentration is the degree to which potential is
confined to a few larger accounts in that territory.
Dispersed—sales will probably be lower due to
time wasted in travel.
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• Deployment analysis
matches sales resources to
market opportunities.
• A sales resource opportunity
grid can be used to classify
the industrial firm’s portfolio
of PCU’s.
• PCU opportunity is the total
potential that the PCU
represents for all sellers.
• Sales organization strength
includes the competitive
advantages or distinctive
competencies that the firm
enjoys within the PCU.
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Sales Resource Opportunity
Grid
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