Samenvatting
Summary: Sales and Account Management by Jobber & Lancaster
- Instelling
- Hogeschool Van Amsterdam (HvA)
Summary of the chapters 1, 2, 4, 5, 7, 8, 9, 10, 16 of Selling and Sales management book by Jobber and Lancaster.
[Meer zien]Voorbeeld 2 van de 32 pagina's
Voorbeeld 2 van de 32 pagina's
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Overzichtelijk en fijn te lezen
Voorbeeld van de inhoud
Selling and Sales ManagementChapter 1, 2, 4, 5, 7, 8, 9, 10, 16
Chapter 1
Companies spend a lot of money training their sales personnel because they are the
single most important link with the customer – see table 1.1
Characteristics of modern selling – see figure 1.1
1. Customer retention and deletion: crucial to devote resources to retaining existing
profitable customers and drop the costly ones.
2. Database and knowledge management: training in use of databases and Internet
to aid sales task.
3. Customer relationship management: long term relationships. Win-win
4. Marketing the product: expanding to participation in marketing activities.
5. Problem solving and system selling: consultancy to customers.
6. Satisfying needs and adding value: ability to identify customer needs and satisfy
them.
Skills and knowledge required being successful in selling – see table 1.2
Sales managers apply to training practices
Candidates for sales jobs can work towards these goals (job interviews)
Sales educators have reflection on the skills needed.
Types of selling – see figure 1.2
Business to Consumer markets
Fast moving consumer goods (FMCG): goods that involve low financial oulays
habitual purchases like groceries, toothpaste low-involvement products.
Semi-durable consumer goods: include clothing, jewellery. Last longer, more time
in choosing between offerings.
Durable consumer goods: include refrigerators, cars. Less frequent purchases.
Considerable outlays, commitment to product. Care in choosing between
alternatives high involvement products.
Business to business markets
Markets for supplies and consumables (semi-manufactured goods);
Markets for capital equipment (machinery);
Markets for business services (consultancy).
Key qualities for a selling career:
Empathy and interest in people;
Ability to communicate;
Determination (closing skills);
Self-discipline and resilience.
Sales manager characteristics – see table 1.3
Duties and responsibilities to be effective in company objectives and goals:
Determining sales force objectives and goals;
, Forecasting and budgeting;
Sales force organisation, sales force size, territory design and planning;
Sales force selection, recruitment and training;
Motivating the sales force;
Sales force evaluation and control.
The marketing concept
1. Sales or selling orientation: main aim is selling due to over-capacity and excess
supply or when customers need to be persuaded about the products
aggressive sales and promotion. Sell what they have not what customers want.
2. Production orientation: focus on price efficiency vs reduction in product
quality. Highly available and affordable. Markets with limited differentiation.
3. Product orientation: High quality, devote company energy to continuous
product improvements. Customers choose for quality not price.
4. Marketing orientation: determining needs and wants of target markets and
satisfy customers – see figure 1.3
Market segmentation: process of identifying clusters of customer in a market that
share similar needs and wants and will respond in a unique way to a given marketing
effort. Targeting choosing the most attractive one.
Benefits:
1. Clearer identification of market opportunities and particularly the analysis of
gaps in a market;
2. Design of product and market appeals that are more finely tuned to the needs of
the market;
3. Focusing of marketing and sales efforts on those segments with the greatest
potential.
Marketing mix:
Price
Product
Promotion
Place
Product decisions determine the upper limit of a company’s sales potential.
Effectiveness of decisions on other elements of the mix determines the extent to which
this potential is realised.
Product life-cycle – see figure 1.5
Product adoption and diffusion – see figure 1.6
Rate at which the innovation is taken up:
Relative advantage over other products or services in the marketplace;
The extent to which it is compatible with the potential needs of customers;
Its complexity in terms of how it can be used and understood;
Its divisibility in terms of how it can be tried beforehand on some kind of test
basis before a commitment is made to purchase;
Its communicability, which is the degree to which the innovation can be described
or demonstrated prior to purchase.
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