Samenvatting Selling & Sales Management 10th and 7 articles- 1ZM60 Selling New Products (1ZM60)
Samenvatting Sales Management
Advanced marketing and sales year 2 summary book and class material
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Innovation Management
1ZM60 Selling New Products (1ZM60)
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1ZM60 – Selling New Products
Summary of Book: Selling and Sales Management, 10th
Edition (Jobber & Lancaster, 2015)
Written by:
R.F.J.F. Van Doorslaer, 1001804
June 26th, 2023
, Chapter 1 – Development & Role of Selling in Marketing
1.2 Nature and role of selling
Selling is a complex process that involves principles, techniques, and personal skills aimed at making a sale. It
encompasses various sales positions and activities, such as regular product delivery or selling capital equipment.
The importance of personal selling is evident as sales personnel are often the key link between the company
and customers. Companies invest significantly in training their sales force, recognizing that effective
salespeople are crucial for successful marketing efforts. However, personal selling can be expensive, and the
expertise and consistency of salespeople may vary. Ongoing training is necessary to improve effectiveness and
address the diverse roles within selling. Strengths and weaknesses of personal selling are:
Strengths
1. Interactive: Enables addressing customer questions and overcoming objections.
2. Adaptive: Allows presentations to be customized to meet customer needs.
3. Development of complex arguments is possible.
4. Relationship-building due to the personal nature of selling.
5. Provides an opportunity to close the sale.
Weaknesses
1. Expensive compared to other communication media (e.g., in-person visits).
2. Varied experience and expertise among salespeople.
3. Difficulty in standardizing input and human behaviour, leading to inconsistencies.
4. Costly and ongoing training requirements for new and experienced employees.
5. Need for regular updates in skills and expertise.
1.3 Characteristics of modern selling
1. Modern selling involves focusing on customer retention and deletion, allocating resources to retain
high-value customers while considering cost-effective strategies for smaller customers. Key account
management and database utilization play important roles in managing customer relationships
effectively.
2. Salespeople need to be proficient in database and knowledge management, utilizing technology such as
customer databases, the internet, email, and laptops to store and access information, make
presentations, and communicate with headquarters.
3. Customer relationship management is a crucial aspect of modern selling, emphasizing long-term
relationships and win-win situations with customers. Dedicated teams may be established to service
major accounts and maintain strong business relationships.
4. The role of the modern salesperson extends beyond sales presentations, involving participation in
marketing activities, such as product development, market segmentation, and supporting tasks like
database management and information analysis.
5. Problem-solving and system selling are vital in contemporary selling, where salespeople act as
consultants, identifying customer problems, determining needs, and proposing effective solutions.
Analytical skills, teamwork, and understanding customers' systems solutions are essential.
6. Modern salespeople excel in satisfying customer needs and adding value by identifying unmet needs,
stimulating need recognition, and demonstrating how their products or services can improve
productivity, reduce costs, and provide ongoing innovation for the customer's business. The focus is on
creating a win-win situation for the company and the customer.
1.4 Success factors for professional salespeople
Understanding the key success factors in selling is crucial for salespeople and sales managers. A study identified
the top ten success factors as follows: listening skills, follow-up skills, adaptability in sales style, tenacity,
organizational skills, verbal communication skills, proficiency in interacting with people at all levels
within an organization, ability to overcome objections, closing skills, and personal planning and time
management skills. Recognizing these factors enables improvements in recruitment, training, and overall
efficiency in sales interactions. Sales candidates can focus on developing these skills, and sales educators can
align their curricula accordingly.
,1.5 Types of selling
The text provides information on various types of selling jobs and discusses the characteristics and distinctions
between them.
Types of Selling Jobs
1. Order-Takers: Inside order-takers, delivery salespeople, outside order-takers.
a. Inside Order-Takers: Customers choose products without a salesperson present.
b. Delivery Salespeople: Primarily responsible for product delivery.
c. Outside Order-Takers: Visit customers and respond to their requests.
2. Order-Creators: Missionary salespeople.
a. Missionary Salespeople: Persuade customers to specify the seller's products rather than
making direct sales.
3. Order-Getters: Front-line salespeople, sales support salespeople (technical support salespeople,
merchandisers).
a. Front-line Salespeople: Persuade customers to make direct purchases.
b. Technical Support Salespeople: Provide sales support, especially for technical products.
c. Merchandisers: Provide sales support in retail and wholesale selling situations.
Business to Business (B2B) and Business to Consumer (B2C) Marketing and Selling
1. Business to Consumer (B2C) Markets: Customers purchasing products for personal use.
• Fast moving consumer goods (FMCG)
• Semi-durable consumer goods
• Durable consumer goods
2. Business to Business (B2B) Markets: Large buyers purchasing for organizational objectives.
• Markets for supplies and consumables
• Markets for capital equipment
• Markets for business services
Selling as a Career
• Three levels of selling: order taking, order creating, and order getting.
• Important qualities for a successful sales career:
o Empathy and an interest in people
o Ability to communicate effectively
o Determination and persistence
o Self-discipline and resilience.
1.6 Image of selling
The text discusses various misconceptions and negative attitudes towards selling. It addresses the following
subjects:
1. Misconceptions about selling: The text challenges the notion that selling is an unworthy career choice
and argues that talented individuals can excel in sales. It also refutes the belief that good products will
automatically sell themselves without the need for a selling process.
2. Negative perceptions of selling: The text acknowledges the existence of negative perceptions such as
viewing selling as immoral or suspecting those who earn their living through sales. It highlights the
difficulties faced by salespeople, including potential rejection and psychological risks.
3. Demotivational elements in selling: The text identifies factors that can demotivate salespeople, such as
frequent rejections, discomfort when entering customers' premises, and the solitary nature of the job.
4. Improving the image of selling: The text emphasizes the need to present the case for selling objectively
and combat misconceptions. It acknowledges the presence of unscrupulous individuals but asserts that
most salespeople are becoming more professional. It also suggests that selling should be seen as a
mechanism for satisfying customers' needs and wants.
5. Skills for successful selling: The text concludes by highlighting key skills for sales success, which
include asking questions, active listening, sincerity, ethical behavior, and focusing on the customer's
needs and desires.
, 1.7 The nature and role of sales management
The text discusses the evolving nature and role of sales management, emphasizing the shift towards a more
professional and strategic approach. The key duties of sales managers are identified as planning, organizing,
and controlling, with an emphasis on their contribution to the formulation of company plans. Sales
forecasting, budgeting, and integration of sales and marketing activities are highlighted as important
aspects of sales management.
The text refers to a research study that examined the characteristics of effective sales managers, presenting the
findings in Table 1.3. The table indicates high agreement between salespeople and sales managers regarding the
characteristics of an effective sales manager. The top attributes identified by both groups include
communication and listening skills, human relations skills, knowledge possession, and motivational skills.
The conclusions of the table show that sales managers prioritize communication, listening, human relations, and
organization/time management skills as key attributes. Salespeople largely agree but replace organization/time
management skills with motivational skills. Selling skills and adaptability were also mentioned as important
characteristics by salespeople and sales managers, respectively.
Overall, the role of the sales manager encompasses multiple responsibilities, such as setting sales force
objectives and goals, forecasting, budgeting, sales force organization, selection and training, motivation, and
evaluation.
1.8 The marketing concept
A table summarizing the differences between the four main business philosophies: selling orientation,
production orientation, product orientation, and marketing orientation.
Business Selling Production
Product Orientation Marketing Orientation
Philosophy Orientation Orientation
Emphasis on Emphasis on Emphasis on Emphasis on customer
selling and efficient continuous product needs and wants
Focus promotion efforts production and improvements and
to generate sales distribution of quality
goods/services
Large-scale High production Making the best Determining customer
selling and pushy efficiency through products/services needs and providing
Approach sales forces; mass production available on the desired satisfactions
aggressive techniques market
advertising
Customers are Customers will Customers choose Customers are the core of
viewed as slow or purchase products products based on the business;
Customer
reluctant to buy; if they are quality, performance, understanding and
Perspective
persuasion is reasonably priced and features satisfying their needs is
needed and available crucial
Focus on selling Focus on efficient Focus on continuous Focus on identifying target
what the company production and improvement of markets and delivering
Company
has; meeting sales reducing products and services desired satisfactions more
Perspective
targets operational costs effectively than
competitors
Common in Common in Common in markets Relevant in diverse market
Market markets where markets where with limited product conditions; emphasizes
Conditions supply exceeds demand exceeds differentiation customer focus and value
demand supply
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