Business Marketing
Communications:
Personal Selling
Chapter 17
Personal Selling

Why is it so important in B2B?
• Costs per sales call

Salespeople
• What do they do


For their company?
For buyers?
Personal Selling

Relationship Marketing
• Selling Center


“initiate and maintain relationships with industrial
customers”
Objectives
• Buying Center



“participate in the purchasing decision and share
goals and risks of that decision.”
Objectives
Relationship quality
• Two dimensions
Managing the Sales Force

What is Sales Management?
• Role of strategy and forecasts

Organizing the Effort
• Depends on:
• Types

Geographical organization
• Advantages
• Disadvantages

Product organization
• Advantages
• Disadvantages

Market-centered organization
• Advantages
• Disadvantages
Managing Key Accounts


80/20 rule
What is a key account?
•
•
•
•
Purchases a significant volume as a percentage of sales
Involves several organizational members in the process
Buys for an organization with geographically dispersed units
Expects a carefully coordinated response and specialized services

Differences between key accounts and regular accounts- See next
slide

Selecting Key Accounts
• Look at profit potential and degree to which customer values support
services
• Look at Phase 1 companies with unique support requirements that can
generate $$$
• Consider degree to which transaction complements seller’s business
Isolating the Account
Management Process

What do account managers do?

What makes them successful?
• Building internal relationships
• Forging relationships with customer
organization
• Aligning and crafting
• Enhanced internal reputation
Sales Administration

Recruiting and Selecting
• Trade-offs


Experience v. inexperience
Quantity v. quality
• Recruiting



What to demonstrate?
Advantages of good recruiting efforts
Training
• What to teach people
• Increasing focus on global skills
• Why is training so important?
Sales Administration

Supervision and Motivation
• Motivation




“amount of effort salesperson desires to expend on
each of the activities or tasks associated with his of
her job.”
Model on next slide
Three factors
Two types of rewards
• Intrinsically mediated rewards
• Extrinsically mediated rewards
• Job performance



Motivation
Aptitude
Role perception
Sales Administration

Evaluation and Control
• “Monitor and control salesforce to see if
objectives are being met.”
• Performance measures

Behavior-based
• Subjective
• Characteristics

Outcome-based
• Objective
• Characteristics
• Setting performance standards
Sales Administration
• What makes Job Performance decline?
• Organizational Climate and Job Satisfaction






What can make job performance increase?
Clearly state objectives and performance
requirements
Manager watching over
Manager giving assistance
Perceptions of influencing company policy
Satisfied employees positive salespeople ??
• Turnover

Less likely to leave if job satisfaction is high
Models for Industrial Sales Force

How to Deploy?
• Territory Sales Response




Potential
Concentration
Dispersed
Territory workload
• Sales Opportunity Grid
• Internet


Self-service
Seminars