Examen
MNM3703 - ASS 4 - The Business Place - SALES MANAGEMENT
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Exam of 11 pages for the course Sales Management at Unisa (The Business Place)
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SMALL TOWN GIRLMNM3703
SALES MANAGEMENT
WRITTEN ASSESSMENT
CASE STUDY:
THE BUSINESS PLACE
BCOM MARKETING MANAGEMENT
, TABLE OF CONTENTS
1 INTRODUCTION ......................................................................................................... 1
2 SELLING PROCESS ................................................................................................... 1
2.1 STEP 1: PROSPECTING ...................................................................................... 1
2.2 STEP 2: PRE-APPROACH.................................................................................... 1
2.3 STEP 3: APPROACHING PROSPECTS ............................................................... 2
2.4 STEP 4: SALES PRESENTATIONS ..................................................................... 2
2.5 STEP 5: FIRST TRIAL CLOSE.............................................................................. 2
2.6 STEP 6: DETERMINING OBJECTIONS ............................................................... 3
2.7 STEP 7: HANDLING OBJECTIONS ...................................................................... 3
2.8 STEP 8: FINAL TRIAL CLOSE .............................................................................. 4
2.9 STEP 9: CLOSING THE SALE .............................................................................. 4
2.10 STEP 10: THE FOLLOW-UP ................................................................................. 4
3 LEADERSHIP STYLE ................................................................................................. 5
4 SIX MOTIVATIONAL FACTORS – P170..................................................................... 5
4.1 MONEY ................................................................................................................. 5
4.2 OPPORTUNITY..................................................................................................... 6
4.3 TEAMWORK ......................................................................................................... 6
4.4 INDEPENDENCE .................................................................................................. 6
4.5 VISIBILITY ............................................................................................................. 6
4.6 EXCELLENCE. ...................................................................................................... 7
5 SALES TERRITORY ................................................................................................... 7
6 METRIC....................................................................................................................... 7
7 CONCLUSION ............................................................................................................ 8
8 LIST OF REFERENCES ............................................................................................. 9
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, The Business Place
1 INTRODUCTION
We explore the strategic processes and considerations for The Business Place who is
transitioning into a referral agency model. The focus is on applying key sales and marketing
concepts to assess and enhance The Business Place's operations by explaining the selling
process and motivating the sales team. This includes evaluating the potential
implementation of sales territories and identifying effective metrics to measure the transition
of entrepreneurs from conceptualization to successful business operations.
2 SELLING PROCESS
2.1 STEP 1: PROSPECTING
Prospecting involves the process of the sales team identifying leads that meet the criteria of
a qualified prospect, which in this case, are established businesses that are capable of
bidding for City tenders (Ron, 2019). The sales team should focus on finding leads that meet
the three key criteria of a qualified prospect which includes their financial capability,
decision-making authority, and a genuine interest in bidding for tenders. For instance, they
can use business directories and LinkedIn to identify businesses with a history of steady
growth and financial stability, indicating they have the funds to engage in tender processes
(Ron, 2019). In addition, networking events, industry forums, and existing contacts can be
utilized to connect with business owners or the key decision-makers, ensuring they have the
authority to make purchasing decisions (Davies, 2022). Lastly, to gauge their interest in
tender bidding, the sales team can look for businesses that have previously shown interest
in public contracts or have been involved in similar projects. By filtering leads through this
prospecting criterion, the team can efficiently identify and focus on the most promising
prospects, thereby optimising their resources and efforts in guiding these businesses
towards successfully bidding for City tenders.
2.2 STEP 2: PRE-APPROACH
In the pre-approach/planning phase the sales team should develop a strategy tailored to
each qualified prospect, focusing on how their services can aid these businesses in
becoming tender-ready (Cant, 2023:15). This involves a deep dive into each business's
specific needs and challenges related to tender processes. The sales team should review
the business's past tender applications (if available), current operational strengths, and
areas needing improvement. This research will enable them to craft personalised
presentations highlighting how they can address these specific challenges, whether through
training, networking opportunities, or direct consultancy.
The Business Place's sales team could start by researching a mature business that has
shown interest in City tenders but hasn't bid yet. They gather information about the
business's history, financial status, and competitors. They then send a series of informative
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