This summary contains all chapters of 'Selling and sales management' en de 7 artikele:
- Barry, J., & Gironda, J. T. (2019).
Operationalizing thought leadership for
online B2B marketing. Industrial
Marketing Management.
- Ernst, H., Hoyer, W. D., & Rübsaamen,
C. (2010). Sales, marketing, an...
Book: Jobber & Lancaster (2015).......................................................................................................2
Chapter 1.......................................................................................................................................2
Chapter 2.......................................................................................................................................5
Chapter 3.......................................................................................................................................6
Chapter 4.......................................................................................................................................8
Chapter 5.....................................................................................................................................11
Chapter 6.....................................................................................................................................12
Chapter 7.....................................................................................................................................13
Chapter 8.....................................................................................................................................14
Chapter 9.....................................................................................................................................16
Chapter 10...................................................................................................................................21
Chapter 11...................................................................................................................................22
Chapter 12...................................................................................................................................23
Chapter 13...................................................................................................................................24
Chapter 14...................................................................................................................................26
Chapter 15...................................................................................................................................29
Chapter 16...................................................................................................................................33
Chapter 17...................................................................................................................................35
Barry, J., & Gironda, J. T. (2019). Operationalizing thought leadership for online B2B marketing.
Industrial Marketing Management..................................................................................................38
Ernst, H., Hoyer, W. D., & Rübsaamen, C. (2010). Sales, marketing, and research-and-development
cooperation across new product development stages: implications for success. Journal of
Marketing, 74(5), 80-92...................................................................................................................40
DiBenedetto (1999). Identifying the Key Success Factors in New Product Launch...........................41
Swani (2017). What messages to post? Evaluating the popularity of social media communications
in business versus consumer markets..............................................................................................42
Vandermerwe and Rada (1988). Servitization of Business: Adding Value by Adding Services.........43
K.B. Kahn (2002) Forecasting Demand for New Products. An exploratory investigation of new
product forecasting practices, The Journal of Product Innovation Management, Vol. 19, p.133-143.
.........................................................................................................................................................47
Fisher, M. & Rajaram, K. (2000) Forecasting Retail Sales based on Early Sales Data Accurate retail
testing of fashion merchandise: Methodology and application, Marketing Science. Vol. 19, Iss. 3; p.
266; doi: 10.1287/mksc.19.3.266.11800.........................................................................................49
,Book: Jobber & Lancaster (2015)
Chapter 1
Salesperson -> Most important link with customers
Selling skills:
1. Customer retention and deletion: 80% of a company’s sales come from 20% of its customers.
So, devote high-volume, high-potential and highly profitable customers.
2. Database and knowledge management: use and creation of customer databases and use of
the internet to aid the sales task (finding customers, competitor information use of email for
knowledge sharing)
3. Customer relationship management: focus on the long term
4. Marketing the product: participation in marketing activities such as product and market
development.
5. Problem solving and system selling: as a consultant working with the customer to identify
problems, determine needs and propose and implement effective solutions.
6. Satisfying needs and adding value: make customers aware of the improvements being
created and made available to them in order to convince them about the ongoing intention
of the company to help their customers and remain innovative.
,Order-takers -> respond to already committed customers
Inside order-takers -> the customer has full freedom to choose products without the
presence of a salesperson (purely for transactional purpose).
Delivery salespeople -> primarily concerned with delivering the product, winning and losing
orders will be dependent of delivery and personality of salesperson.
Outside order-takers -> their primary function is to respond to customer requests rather than
actively seek to persuade (do not deliver and can be replaced by more cost-efficient
telemarketing teams).
Order-creators -> do not directly receive orders since they talk to those who specify rather than
buyers
Missionary salespeople -> the sales task is not to close the sale but to persuade the customer
to specify the seller’s products (doctor and pharmaceutical industry).
Order-getters -> attempt to persuade customers to place an order directly.
Sales support salespeople
Merchandisers -> provide sales support in retail and wholesale selling
situations.
Technical support salespeople -> where a product is highly technical and
negotiations are complex, a salesperson may be supported by product and
financial specialists who can provide the detailed technical information
required by customers
Front-line salespeople -> a major objective is to persuade customers to make a direct
purchase.
New business salespeople
Organizational salespeople
Customer salespeople
B2C markets
Fast moving consumer goods (batterys, cigarettes and cosmetics)
Semi-durable consumer goods (clothing and furniture)
Durable consumer goods (refrigerators and cars)
B2B markets
Markets for supplies and consumables
Markets for capital equipment
Markets for business services
, Sales become more professional -> sales management
Marketing concept
Selling orientation -> when the main aim of a company is to sell products due to over-
capacity and excess supply or when customers need to be persuaded about the products
Product orientation -> believe that customers choose products for their quality rather than
their price
Production orientation -> large quantities at a suitably low price
Marketing orientation -> marketing orientated businesses mainly differ from product
orientated businesses in the sense that the former will invest in such improvements only if it
has been identified that customers would perceive these as being beneficial
Marketing mix
Price
o For B2B more negotiated
o For B2C predominant in customer choice
Product
o For B2B focus on technical product specifications
o For B2C focus on branding, packaging, logos and design
Promotion
o For B2B more personal selling
o For B2C more non-personal selling tools
Place
o For B2B often direct distribution
o For B2C intensive and through intermediaries
Product life cycle
Introduction
Growth
Maturity
Decline
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