【正文】 you prefer? Cash or financing? If all goes well in the trial close, the sales rep goes right on into an assumptive close and wraps up the sale.A sales rep using an assumptive close assumes that the sale has been made. The sales rep starts filling out the order form.However, if all does not go well, the next phase of selling (., meeting objections) must 9 / 50be undertaken.Points to keep in mind concerning sales presentations: 1. Don39。s products require substantial service after the sale to guarantee customer satisfaction.3. THE PREAPPROACHPreapproach includes all the information gathering activities necessary to learn relevant facts about the prospect and his or her needs and situation.The preapproach consists of four functions: qualify the lead or disclose the party39。s account management policies is how much emphasis sales people should give to prospecting for new customers versus servicing new accounts.In general, sales reps should devote a large percentage of time to prospecting if: the firm39。s mind passes through successive stages before he or she decides to make a purchase. Based on the AIDA theory of persuasion (Attention, Interest, Desire, Action). Selling formulas are used to design a sales presentation that coincides with the buyers movement through the stages. 3. Needsatisfaction approach based on the idea that customers are to be served rather than products sold.Customers needs are the starting point in making a sale. The sales person39。s job behavior and performance:1. Environmental variables2. Role perceptions level levelImplementing a sales program involves designing policies and procedures so that the job behavior and performance of each sales person is shaped and directed toward the firms objectives and performance goals.3. EVALUATION AND CONTROL:Evaluation and control is the process of measuring and assessing the performance of a sales person or sales force.There are 3 major approaches that a pany might utilize to evaluate and control the sales force and monitor sales program performance:1. Sales analysis approach (Volume)2. Cost analysis approach (Costs)3. Behavior analysis approach5 / 50CHAPTER 2AN OVERVIEW OF PERSONAL SELLINGRetail Selling involves selling goods and services to ultimate consumers for their own personal use.Examples:doortodoor salespeopleinsurance agentsreal estate brokersretail store clerks Industrial Selling is the sale of goods and services at the wholesale level. Industrial selling involves 3 types of customers: to resellers (., retailers)2. Sales to business users (., manufacturers) to institutions (., hospitals or governments)Similarities between retail and industrial selling: require interpersonal skill require solid knowledge of the products being sold require an ability to discover the customer39。s marketing strategy? can various types of potential customers be best approached? persuaded? serviced? What ACCOUNT MANAGEMENT POLICIES should be adopted? should the sales force be ORGANIZED to call on and manage various types of customers as efficiently and effectively as possible? level of performance should each member of a sales force be expected to attain during the next planning period? This involves FORECASTING DEMAND and setting QUOTAS AND BUDGETS. should the sales force be deployed? How should sales territories be defined? What is the best way for each sales person39。s marketing program.The activities involved in managing the personal selling function include:1. The formation of the strategic plan (PLANNING). 2. The implementation of the sales program (IMPLEMENTATION). evaluation and control of sales force performance (CONTROL). 1. PLANNING:The formation of a strategic sales program requires five major sets of decisions: can the personal selling effort best be adapted to the COMPANY39。1 / 50Sales Management 761Jim StoddardAN OVERVIEW OF CONTEMPORARY SALES MANAGEMENT 31. PLANNING: 32. IMPLEMENTATION: 43. EVALUATION AND CONTROL: 4AN OVERVIEW OF PERSONAL SELLIN 51. ALTERNATIVE SELLING TECHNIQUES 52. PROSPECTING 63. THE PREAPPROACH 74. QUALIFYING THE PROSPECT: 75. THE APPROACH 76. THE PRESENTATION 87. MEETING OBJECTIONS 98. CLOSE 99. FOLLOWUP CAREER STAGES 10CORPORATE, BUSINESS, AND MARKETING STRATEGIES 111. PORTER39。S TYPOLOGY OF COMPETITIVE STRATEGIES 122. MILES AND SNOW COMPETITIVE STRATEGY TYPOLOGY 12ACCOUNT MANAGEMENT AND ACCOUNT COVERAGE STRATEGIES 141. COMMUNICATION TASKS APPROPRIATE FOR PERSONAL SELLING 152. PARTICIPANTS IN THE ORGANIZATIONAL BUYING PROCESS 162 / 50ORGANIZING THE ACTIVITIES OF SALES MANAGERS AND SALES PEOPLE 171. ECONOMIC METHOD OF DETERMINING IF OUTSIDE AGENTS ARE APPROPRIATE 182. CONTROL AND STRATEGIC CRITERIA FOR DETERMINING IF A COMPANY SALES FORCE SHOULD BE USED 183. HORIZONTAL ORGANIZATIONAL STRUCTURES 19ALLOCATING SELLING EFFORT AND DESIGNING SALES TERRITORIES 22STAFFING THE SALES FORCE: RECRUITMENT AND SELECTION 241. CONTENT OF THE JOB DESCRIPTION 242. METHODS FOR DECIDING ON SELECTION CRITERIA 253. SOURCES OF RECRUITS 25CONTINUAL DEVELOPMENT OF THE SALES FORCE: SALES TRAINING 27SALES FORCE MOTIVATION 30MANAGING SALES FORCE REWARD SYSTEMS 33LEADERSHIP 36DEMAND ASSESSMENT AND SALES QUOTAS 40EVALUATION AND CONTROL 45PERFORMANCE EVALUATION 48ACKNOWLEDGEMENTS 503 / 50CHAPTER 1 AN OVERVIEW OF CONTEMPORARY SALES MANAGEMENTSales force management is the management of the personal selling ponent of an anization39。S ENVIRONMENT and integrated with other elements of the firm39。s time to be allocated within his or her territory? This involves decisions about TIME AND TERRITORY MANAGEMENT.4 / 502. IMPLEMENTATION:Implementing a sales program involves motivating and directing the behavior of the sales force.At least 5 fact