Chapter 14
Personal Selling
and Customer
Service
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
At the end of this presentation,
you should be able to:
1. understand the importance and nature of
personal selling.
2. know the three basic sales tasks—ordergetting, order-taking, and supporting—and
what various kinds of salespeople can be
expected to do.
3. understand why customer service presents
different challenges than other personal selling
tasks.
4. know the different ways sales managers can
organize salespeople so that personal selling
jobs are handled effectively.
5. know how sales technology affects the way
sales tasks are performed.
14-2
At the end of this presentation,
you should be able to:
6. know what the sales manager must do,
including selecting, training, and
organizing salespeople to carry out the
personal selling job.
7. understand how the right compensation
plan can help motivate and control
salespeople.
8. understand when and where to use the
three types of sales presentations.
9. understand important new terms.
14-3
Strategy Planning and Personal
Selling (Exhibit 14-1)
CH 13: Promotion
Intro to Integrated
Marketing
Communications
Importance of
personal
selling
14-4
CH 14: Personal
Selling and
Customer Service
Personal
selling tasks
Strategy
decisions
CH 15: Advertising,
Publicity & Sales
Promotion
Personal
selling process
The Importance and Role of
Personal Selling
Requires strategy
decisions
Salespeople
can be strategy
planners
Helping to buy is
good selling
Personal
Selling
Is
Important
Sales force
provides market
information
14-5
Salespeople
represent whole
company &
customers
What Kinds of Personal
Selling Are Needed?
OrderGetting
OrderTaking
Basic
Sales Tasks
Supporting
14-6
Order Getters Develop New
Business Relationships
Order Getters and
Order-Getting
Producers’ Order Getters
Find New Opportunities
Wholesalers’ Order
Getters Almost Hand It to
Customer
Retail Order Getters
Influence Buyer Behavior
14-7
Order Takers Nurture Relationships
to Keep the Business Coming
Order Takers and
Order-Taking
Producers’ Order Takers
Train, Explain, &
Collaborate
Wholesalers’ Order Takers
Don’t Get Orders
But Keep Them
Retail Order Takers Are
Often Poor Sales Clerks
14-8
Supporting Sales Force Informs
and Promotes in the Channel
Missionary
Salespeople
Technical
Specialists
Supporting
Sales
Tasks
Customer
Service Reps
14-9
Checking Your Knowledge
Julie Jones works for an investment firm. She calls on
potential clients, introduces them to her firm, develops
goodwill, and tries to set up contacts between
customers and her firm’s account managers. Julie does
not manage any accounts herself, but is using her
current position as a training opportunity in hopes of
moving up to an account manager position. Julie’s
current position is that of a(n):
A.
B.
C.
D.
E.
14-10
order taker.
order getter.
missionary salesperson.
sales manager.
systems seller.
Customer Service Promotes the
Next Purchase
Part of
promotion
Not the product
What is
customer
service?
Reps are
customer
advocates
14-11
Big data and
social media
The Right Structure Helps Assign
Responsibility
Different
Markets,
Different
Tasks
Team Selling
Major
Accounts
Sales Force
Sales Force
Size and
Workload
Telemarketing
Sales
Territories
14-12
Interactive Exercise:
Sales Force Workload
14-13
Sometimes Technology Can Substitute
for Personal Selling
(Exhibit 14-3)
Standardized
information
exchanged on a
recurring basis
(orders,
invoices,
delivery status,
product
information
prices
High
Emphasis on
standardized
e-commerce (with
customer service)
Emphasis on both
personal selling &
customized
e-commerce
Low
Emphasis on
digital selfservice
Emphasis on
personal selling
Low
High
Relationship building required
(problem solving, coordination, support, cooperation)
14-14
Information Technology Provides
Tools to Do the Job
Great
Changes in
Handling
Tasks
Good
Selection and
Training
Needed
14-15
New
Software
New Hardware
What is Done
vs.
How It’s Done
Technology
Can Be a
Competitive
Advantage
Using Technology
in Personal Selling
14-16
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Sound Selection to Build a
Sales Force
14-17
Training to Meet a
Job Description
Specific, Written
Job Description
Trained, Not Born
All Salespeople
Need Training
14-18
Checking Your Knowledge
After spending two years in the insurance business,
Anne McCauley decided to go to graduate school so
that she could become qualified to teach high school
English. Even though she had a reasonable amount of
success in selling insurance, she could not deal with the
variability in her income from month to month. She said,
“In some months I earn all the money I need in a couple
of days. In other months, I can work hard all month long
and earn nothing.” She wanted a career with more
regular earnings. It sounds as though Anne was on a
_________ compensation plan in the insurance business.
A.
B.
C.
D.
14-19
straight commission
straight salary
combination
cost-plus
Compensating and
Motivating Salespeople
Level of
Compensation
Straight Salary
14-20
Method of
Payment
Straight
Commission
Combination
Plan
Interactive Exercise:
Sales Force Compensation
14-21
Determining
the Choice
of the Pay
Plan
14-22
Flexibility vs. Simplicity (Exhibit 14-4)
Total selling expense
Straight commission
Combination plan
Straight salary
0
14-23
Sales volume
Key Steps in the Personal Selling
Process (Exhibit 14-5)
Evaluate needs of
established customers
and business opportunity
Prospect for new
customers
Set effort
priorities
Select target customer
Identify who influences purchase decision and/or
who is involved in buyer-seller relationship
Preplan sales call and presentation(s)
• Prepared presentation
• Consultative selling approach
• Selling formula approach
14-24
Three Types of Sales Presentation
Approaches May Be Useful
Three
Presentation
Approaches
Prepared
Approach
14-25
Consultative
Approach
Selling Formula
Approach
Checking Your Knowledge
A seller of asset-management services specializes in
marketing his services to people connected with the
publishing business, such as authors, book distributors,
and bookstore owners. He often gets leads by scanning
newspapers and magazines, looking for new authors
whose books are favorably reviewed. This searching
takes place in the _________ stage of the personal selling
process.
A.
B.
C.
D.
E.
14-26
follow-up
sales presentation
closing
prospecting
prequalification
Key Steps in the Personal Selling
Process (Exhibit 14-5)
Prospect
Set effort priorities
Evaluate needs
Select target customer
Preplan sales call and presentation(s)
Make sales presentation
• Create interest
• Overcome problems/objections
• Arouse desire
Close the sale (get action)
14-27
Key Steps in the Personal Selling
Process (Exhibit 14-5)
Prospect
Set effort priorities
Evaluate needs
Select target customer
Preplan sales call and presentation(s)
Feedback
Make sales presentation
Close the sale (get action)
Follow up after sales
call to establish
relationship
14-28
Follow-up after the
purchase to maintain
and enhance
relationship
Checking Your Knowledge
Light-the-Way, Inc. sells standard household items such as
cleaners, trash bags, and light bulbs via telemarketing. The
products are made or packaged by people who are visually
impaired. The company donates a percentage of its sales
revenue to organizations that provide services to the blind.
The telephone sales presentation emphasizes this fact and
the quality of the merchandise. The salesperson making the
calls reads the same sales script to every potential customer
who is called. The only opportunity for the customer to talk
comes when the salesperson attempts to close the sale. This is
an example of a(n):
A.
B.
C.
D.
E.
14-29
consultative selling approach.
selling formula approach.
prospecting approach.
systems selling approach.
prepared sales presentation.
An Example of Consultative Selling
14-30
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
You should now be able to:
1. understand the importance and nature of
personal selling.
2. know the three basic sales tasks—order-getting,
order-taking, and supporting—and what various
kinds of salespeople can be expected to do.
3. understand why customer service presents
different challenges than other personal selling
tasks.
4. know the different ways sales managers can
organize salespeople so that personal selling jobs
are handled effectively.
5. know how sales technology affects the way sales
tasks are performed.
14-31
You should now be able to:
6. know what the sales manager must do, including
selecting, training, and organizing salespeople to
carry out the personal selling job.
7. understand how the right compensation plan can
help motivate and control salespeople.
8. understand when and where to use the three
types of sales presentations.
9. understand important new terms.
14-32
Key Terms
1.
2.
3.
4.
5.
6.
7.
8.
14-33
basic sales tasks
order getters
order-getting
order takers
order-taking
supporting
salespeople
missionary
salespeople
technical specialists
9.
10.
11.
12.
13.
14.
15.
16.
customer service
reps
team selling
major accounts
sales force
telemarketing
sales territory
job description
sales quota
prospecting
Key Terms
17.
18.
19.
20.
21.
14-34
sales presentation
prepared sales presentation
close
consultative selling
approach
selling formula approach