Personal Selling and Sales Roles
• Personal Selling – interpersonal communication
to persuade a prospective customer to purchase
• Sales Roles
Order taker – respond to customers’ requests
Order getter – responsible for creating sales and
developing new accounts
Characteristics of a Successful Salesperson
Impression Criteria
Appearance – neat and clean cut
Dress – conservative and in good taste
Demeanor – confident and with a sense of humor
Attitude – friendly and sincere, possessing a “consumer is number one” orientation
Voice and speech – talks to express and not to impress; has well developed listening skills
“Can do” Criteria
Grades – upper 25 percent of graduating class
Curriculum – tendency to take advanced and more difficult courses
Extracurricular activities – has contributed to organizations, held offices, and volunteered
Related work experience – part-time and summer jobs; internships
Career goals – interest in marketing and well developed reasons for this interest
“Will do” Criteria
Character – integrity, self-reliance, loyalty, idealism, principles
Motivation – drive, perseverance, sense of responsibility
Ability to get along with others – likes people, cooperative, constructive attitude, mature
FAB Selling Technique
• Features – physical characteristics of product or
service
• Advantages – product or service strengths
relative to competition
• Benefits – how product or service will fulfill
consumers’ needs
Table 14.1 Summary of FAB Selling
Type of
Characteristic
Definition
Impact on
Large Sales
Features
Describes facts, data,
and product
characteristics
Neutral or slightly
negative
Advantages
Shows product
strengths in relation to
competitors’ products
Slightly positive
Benefits
Shows how product
meets the customer’s
needs
Very positive
Location
 Rural or urban; location within city or town
 Type of area: industrial, agricultural, political
 Accessibility by highway and major carrier; by membership
 Facilities for sharing and overflow; attractions for free time
Guestroom Accommodations
 Total number and amount that can be committed; when they can be committed
 Types of rooms: singles, doubles, suites, etc.; special rooms: nonsmoking, handicapped accessible
 Rate schemes: rack rates, discounted rates (volume, time of purchase, etc.), upgrades
General Facilities and Services
 Public dining and lounge facilities
 Entertainment, recreation, and fitness facilities
 Business or corporate services: faxing, copying, shipping, etc.
 Other services: room service, valet parking, laundry, etc.
Meeting Facilities
 Total number and dimensions of meeting rooms; possible setups
 Location and dimensions of exhibit areas
 Equipment: tables, podiums, audiovisual, etc.
 Banquet rooms and reception areas
Outside Facilities and Services
 Restaurants and tourist attractions
 Sports and recreation facilities (e.g., golf, tennis, etc.)
 Additional business services
Transportation
 Mass transit and taxis
 Rental cars, charters, and sightseeing vehicles
Figure 13.2. Property Analysis Checklist
List of Potential Benefits
•
•
•
•
•
•
Cost or price
Location or convenience
Image or status
Quality service
Adaptability or flexibility
Professionalism of management/operations
Meeting Needs
•
•
•
•
•
•
•
Purpose and potential attendees
Identify and manage attendee expectations
Develop a central theme
Develop a schedule of events
Develop a budget
Develop criteria for location and hotel site
Identify possible meeting dates
Contract Items
•
•
•
•
•
•
Guest Rooms – number, price, cut-off
Meeting Rooms – hours, price, guarantees
Food and Beverage – price, guarantees
Payment Method
Attrition and Penalty Clauses
Special Needs (e.g., transportation, security)
Meetings Market Segments
• Corporate
–
–
–
–
–
Sales and training meetings
Management meetings
New product introduction meetings
Incentive meetings (reward for good performance)
Stockholders’ and Board of Directors’ meetings
• Association
–
–
–
–
Conferences and conventions
Board of Directors’ meetings
Seminars and workshops
Committee meetings
Association Meetings
• Long lead time (planned 5-10 years in
advance)
• Voluntary attendance
• Price sensitive
• Decentralized billing
• Annual meetings are mandatory in charter
Corporate Meetings
•
•
•
•
•
Shorter lead time
Mandatory attendance
Quality sensitive (less price sensitive)
Centralized billing (master account)
Many reasons for meeting
Table 13.2
Factors Considered Very Important in Selection of a Facility/Hotel
Corporate
Convention
Association
Quality of Food Service
80%
78%
71%
Negotiable food, beverage
and room rates
77%
83%
76%
Number, size and quality of
meeting rooms
74%
93%
72%
Cost of hotel or meeting
facility
72%
76%
73%
Efficiency of billing
procedures
64%
62%
56%
Meeting support services
and equipment
63%
61%
47%
Efficiency of check-in and
check-out procedures
61%
60%
50%
Number, size and quality of
sleeping rooms
60%
83%
55%
Assignment of one staff
person to handle all aspects
of meeting
53%
55%
45%
Personal Selling Process
Prospecting and
Qualifying
Planning and
Delivering Sales
Presentations
Overcoming
Objections
Closing the
Sale
Prospecting and Qualifying
• Prospecting
–
–
–
–
–
–
–
Inquiries
Names from clients
Centers of influence
Developed lists
Direct mail campaigns
Corporate sales offices
Cold calls
• Qualifying
– Need for the product
– Able to afford the
product
– Willing to pay our
price for the product
– Authority to sign
contract
– Accessible
Making the Sales Call
• Develop an outline of the presentation
• Make formal introduction
• Ask probing questions
 Information gathering
 Problem identification
 Problem resolution
• Determine prospect’s behavioral style
• Actively listen




Encourage talking
Take notes
Paraphrase the customer’s meaning with a confirmation question
Express an understanding of the customer’s feelings and
perceptions
• Entertain objections
Types of Objections
•
•
•
•
•
Price or rate
Products and services offered
Company image
Too much pressure
Sales manager’s personality
Overcoming Objections
•
•
•
•
Agree and counter
Turn the objection into a reason for buying
Seek more information
Postpone the objection
Closing the Sale
•
•
•
•
•
Continued affirmation
Prestige or status close
Assumptive close
Closing on a minor point
Standing room only
Asking Probing Questions
•
•
•
•
Situation Questions
Problem Questions
Implication Questions
Need-Payoff Questions
Key Account Management
Present Profit Margin
high
Potential
for new
business
low
low
high
Undeveloped
accounts
Desirable
accounts
Undesirable
accounts
Developed
accounts
Negotiating Tips
• When you give something up, get
something in return
• Look for items other than price to negotiate
• Do not attack your prospect’s demand; look
for the motive behind it
• Do not defend your position; ask for
feedback from the prospect
Ethical Issues in Personal Selling
•
•
•
•
•
•
Sharing confidential information
Reciprocity
Bribery
Gift giving and entertainment
Making misleading sales claims
Business defamation
© 2010 John Wiley & Sons, Inc.