Management can boost sales force morale and performance through its

Management can boost sales force morale and

This preview shows page 26 - 28 out of 36 pages.

Management can boost sales force morale and performance through its organizational climate, sales quotas, and positive incentives. Organizational climatedescribes the feeling that salespeople have about their opportunities, value, and rewards for a good performance.Compensation is often related to how well salespeople meet their quotas. Companies also use various positiveincentives to increase the sales force effort.Sales quota:A standard that states the amount a salesperson should sell and how sales should be divided among the company’s products.Management obtains information about its salespeople in several ways- the most important source is sales reports, including weekly or monthly work plans and longer-term territory marketing plans.Selling process:The steps that salespeople follow when selling, which include prospecting and qualifying, preapproach, approach, presentation and demonstration, handling objections, closing, and follow-up.
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Prospecting:A salesperson or company identifies qualified potential customers.The salesperson must often approach many prospects to get only a few sales. Although the company supplies some leads, salespeople need skill in finding their own. The best source is referrals.Preapproach: A salesperson learns as much as possible about a prospective customer before making a sales call.Approach:A salesperson meets the customer for the first time.Presentation:A salesperson tells the “value story” to the buyer, showing how the company’s offer solves the customer’s problems.The qualities that buyers dislike most in salespeople include being pushy, late, deceitful, unprepared, disorganized, or overly talkative. The qualities they value most include good listening, empathy, honesty, dependability, thoroughness, and follow-through.Today’s salespeople are employing advanced presentation technologies that allow for full multimedia presentations to only one or a few people; old flip charts have been replaced with sophisticated presentation software, online presentation technologies, etc.Handling objections:A salesperson seeks out, clarifies, and overcomes any customer objections to buying.Closing: A salesperson asks the customer for an order.Follow-up:A salesperson follows up after the sale to ensure customer satisfaction and repeat businessThe steps in the selling process as just described are transaction oriented—their aim is to help salespeople close a specific sale with a customer.Most companies want their salespeople to practice value selling—demonstrating and delivering superior customer value and capturing a return on that value that is fair for both the customer and the company.
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