Sales_350_Notes_May_09

Sales_350_Notes_May_09 - provide technical insight (Merck,...

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Personal Selling
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Sales Reality Boiler Room Metaphor 1. sleazy 2. unrespectable
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Sales Reality (continued) Prevailing stereotype 1. loner 2. cover broad territories 3. “push products” on unwilling buyers
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Personal Selling Ubiquitous 1. Advertising → “Salesmanship in print” 2. Litigation → “Sales pitch won by the lawyers” 3. Patent Prosecution → “Selling the USPTO on scope” 4. Scientific Grants → “Winning over NIH” 5. Politics → “Pushing one’s vision” 6. Job Interview → “Selling yourself” 7. Scholarship → “Salesmanship of ideas”
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Personal Selling person-to-person communication process message flow from sender => receiver uninterrupted dyadic communication; allows the message to be tailored
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Types of Salespeople Order Getter = seek out potential customers persuade them to buy (Avon) Order Taker = assist customers who have already decided to buy (GAP)
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Types of Salespeople (continued) Order getters & takers are at all levels of the channel Missionary = work for producers don’t take orders build goodwill or educate buyers (Merck)
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Types of Salespeople (continued) Technical Specialists = assist salespeople
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Unformatted text preview: provide technical insight (Merck, HSA) Sales Force Functions 1. Locate new customers 2. Underscore product benefits 3. Provide strategic insight 4. Act as visible agents of the company What Qualities Lead to Sales? 1. Enthusiasm 2. Persistence 3. Initiative 4. Self-confidence 5. Self-motivation 6. Ability to listen 7. Ability to close the sale 8. Ability to build customer relationships Successful Personality Traits Competitors = crave the satisfaction of beating specific rivals Ego-driven = relish the glory of winning want to be recognized as the best Successful Personality Traits Achievers = rare , very self-motivated set goals higher than expected team player* Service-oriented = able to cultivate relationships naturally caring & empathetic 13 Agency Theory Pure Salary Combination Pure Commission Combination Firm can observe Risk-Neutral Sales Force Risk-Averse Sales Force Firm cant observe Figure 2.4 Persuasive Traps Trap #1 Fast Talk Rapid Fire Sales Pitch Persuasive Traps (continued) Trap #2 Rule of Justification How You Ask Is Important...
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This note was uploaded on 01/23/2011 for the course BMGT 350 taught by Professor Boyd during the Spring '08 term at Maryland.

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Sales_350_Notes_May_09 - provide technical insight (Merck,...

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