Contemporary selling: building relationships, creating value
Gespeichert in:
| Vorheriger Titel: | Johnston, Mark W. Relationship selling |
|---|---|
| Beteilige Person: | |
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
New York, NY
Routledge
2013
|
| Ausgabe: | 4. ed. |
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025968596&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Beschreibung: | Includes index. |
| Umfang: | XXII, 411 S. Ill. |
| ISBN: | 9780415523493 9780415523509 9780203120965 |
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| 245 | 1 | 0 | |a Contemporary selling |b building relationships, creating value |c Mark W. Johnston and Greg W. Marshall |
| 250 | |a 4. ed. | ||
| 264 | 1 | |a New York, NY |b Routledge |c 2013 | |
| 300 | |a XXII, 411 S. |b Ill. | ||
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| 500 | |a Includes index. | ||
| 650 | 7 | |a Marketing relationnel |2 ram | |
| 650 | 7 | |a Relations avec la clientèle |2 ram | |
| 650 | 7 | |a Ventes - Gestion |2 ram | |
| 650 | 4 | |a Selling | |
| 650 | 4 | |a Relationship marketing | |
| 650 | 4 | |a Customer relations | |
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Datensatz im Suchindex
| _version_ | 1819354153394110464 |
|---|---|
| adam_text | Titel: Contemporary selling
Autor: Johnston, Mark W
Jahr: 2013
BRIEF TABLE OF CONTENTS
CHAPTER 12 RECRUITING, SELECTING, AND TRAINING SALESPEOPLE 283
CHAPTER 13 COMPENSATING AND EVALUATING SALESPEOPLE 325 !
CHAPTER 14 GLOBAL PERSPECTIVES ON CONTEMPORARY SELLING 357 T/l t I A **£ f* L J.
Glossary 375
Endnotes 397
Index 403
Preface xiii CHAPTER 2
UNDERSTANDING SELLERS AND BUYERS 29
PART ONE
WHAT IS CONTEMPORARY SELLING?
CHAPTER 1
INTRODUCTION TO CONTEMPORARY
Learning Objectives 29
Expert Advice: Anjai ( AJ. ) Gandi 30
Overview of Selling as a Career 31
Why Saks Jobs Are So Rewarding 32
SELLING 3 Key Success Factors in Contemporary Selling 35
Listening Skills 36
Follow-up Skills 37
Ability to Adapt Sales Style from Situation to
Situation 37
Learning Objectives 3
Expert Advice: David B. Edmonds 4
Introduction to Contemporary Selling 5
A Model for Contemporary Selling 5 _ , . ^ , .,
.,, , , ^ ,,, , Tenacity-Sticking with a Task 37
Building Relationships, Creating Value 6 Well Organized 37
Understanding Sellers and Buyers 10 ,, , * , ,. .,
_, , Verbal Communication Skills 37
Ethics 10 r . , ,. ,,
Proficiency in Interacting with People at All Levels
Technology 11 , . ,n . .
, 0 a Customers Organization 37
Selling Process 12
_ . ,. Demonstrated Ability to Overcome Objections 38
Sales Management 13 ,,,__. _.,.,. .,
Issues Outside the Circles: The Global
Selling Environment 15
Internal Environment 15
External Environment 17
Closing Skills 38
Personal Planning and Time Management Skills 38
Selling Activities 38
Types of Selling Jobs 40
Selling in B2C versus B2B Markets 41
Expert Advice: Follow-up 20 Types of B2B Sales Jobs 41
Participants in the Organizational Buying
ey erms Process 42
Role Play 21 . _ . _
Discussion Questions 23
Selling Centers and Buying Centers 44
Mini-Case 1: Creekside Outdoor Gear 24 Organizational Buying Decision Stages 45
Appendix: Additional Information on Role Stage One: Anticipation or Recognition of a
Plays 25 Problem or Need 45
BRIEF TABLE OF CONTENTS
CHAPTER 12 RECRUITING, SELECTING, AND TRAINING SALESPEOPLE 283
CHAPTER 13 COMPENSATING AND EVALUATING SALESPEOPLE 325
CHAPTER 14 GLOBAL PERSPECTIVES ON CONTEMPORARY SELLING 357
Glossary ^75
Endnotes 391
Index *03
Table of Contents
Preface xiii CHAPTER 2
UNDERSTANDING SELLERS AND BUYERS 29
PART ONE
WHAT IS CONTEMPORARY SELLING?
CHAPTER 1
INTRODUCTION TO CONTEMPORARY
SELLING 3 Key Success Factors in Contemporary Selling 35
Learning Objectives 29
Expert Advice: Anjai ( A.3. ) Gandi 30
Overview of Selling as a Career 31
Why Sales Jobs Are So Rewarding 32
Listening Skills 36
Follow-up Skills 37
Ability to Adapt Sales Style from Situation to
Situation 37
Tenacity-Sticking with a Task 37
Well Organized 37
Verbal Communication Skills 37
Proficiency in Interacting with People at All Levels
of a Customer s Organization 37
_ , ,, , _ Demonstrated Ability to Overcome Objections 38
Sales Management 13 _, . _, . _
° Closing Skills 38
Issues Outside the Circles: The Global Personal Planning and Time Management Skills 38
Learning Objectives 3
Expert Advice: David B. Edmonds 4
Introduction to Contemporary Selling 5
A Model for Contemporary Selling 5
Building Relationships, Creating Value 6
Understanding Sellers and Buyers 10
Ethics 10
Technology 11
Selling Process 12
Selling Environment 15
Internal Environment 15
External Environment 17
Selling Activities 38
Types of Selling Jobs 40
Selling in B2C versus B2B Markets 41
Expert Advice: Follow-up 20 Types of B2B Sales Jobs 41
Participants in the Organizational Buying
Process 42
Selling Centers and Buying Centers 44
Summary 21
Key Terms 21
Role Play 21
Discussion Questions 23
Mini-Case 1: Creekside Outdoor Gear 24 Organizational Buying Decision Stages 45
Appendix: Additional Information on Role Stage One: Anticipation or Recognition of a
Plays 25 Problem or Need 45
TABLE OF CONTENTS
;-TAR£E OF CONTENTS
Stage Two: Determination and Description of the Key Terms 69 j Sales Technology in the Informational Decade 120 Role Play 150
Traits and Quantity of the Needed ltem(s) 46 Role Play 70 j Gaining Technology Acceptance by Salespeople 125 Discussion Questions 150
Stage Three: Search for and Qualification of Discussion Questions 71 I Mini-Case 6: Strong Point Financial
Potential Suppliers 47 Mini-Case 3: BestValue Computers 71 j Expert Advice: Follow-up 126 Servkes 151
Stage Four: Acquisition and Analysis of Proposals Appendix: Selling Math 73 ] ummary 126 ^ppen(jjx: Sales Proposals 153
or Bids 47
Integrated Marketing Communications (IMC) 64
Synergy between Sales and Marketing 64
Application of Technology 67 From Mass Marketing to One-to-One Marketing 112
Price 67 CRM Process Cycle 114
Key Terms 126
Stage Five: Evaluation of Proposals and Selection CHAPTERS Discussion Questions 127
nf^unnlier, 47 ETHICAL AND LEGAL ISSUES IN ! Mini-Case 5: Who Owns CRM 127 LMAH tK
°J Suppliers 41 ETHICAL AND LEGAL ISSUES IN COMMUNICATING THE SALES MESSAGE 157
Stage Six: Selection of an Order Routine 48 CONTEMPORARY SELLING 83 ;
Stage Seven: Performance Evaluation and PART TWO Learning Objectives 157
Feedback 48 Learning Objectives 83 j ELEMENTS OF THE CONTEMPORARY Expert Advice: David B. Edmonds 158
Expert Advice: David B. Edmonds 84 SELLING PROCESS 129 Communicating the Sales Message 159
Types of Organizational Buying Situations 49 The Importance of Ethics in the 21st Getting Ready for a Sales Presentation 159
Expert Advice: Follow-up 49 Century 85 j CHAPTERS Characteristics of a Great Sales Presentation 159
Summary 50 Renewed Emphasis on Ethical Practices 85 PROSPECTING AND SALES CALL Sales Presentation Strategies 161
Key Terms 50 Companies Take the Lead in Social Responsibility 86 PLANNING 131
Role Play 51 Setting Objectives and Goals 163
Discussion Questions 52 Ethical Concerns for Salespeople 86 Learning Objectives 131 Approach the Customer: Initiating the
Mini-Case 2: National Agri-Products Issues with Customers 88 Expert Advice: Walter Friedman 132 Relationship 164
Company 52 Issues with Employers 90 Prospecting: Customers Don t Start Out as Tips for Making a Good First Impression 164
Ethical Concerns for Management 91 Customers 133 Approach Strategies 166
CHAPTER3 Issues with Salespeople 92 Qualifying the Prospect 133 The Sales Presentation: Building the
VALUE CREATION IN BUYER-SELLER Issues with Company Policies 92 Why Prospecting Is So Important 137
RELATIONSHIPS 55
Relationship 168
Legal Issues in Contemporary Selling 95 Sources of Prospects 137 Identify Customers Needs 168
Learning Objectives 55 Uniform Commercial Code: The Legal Framework Loyal Customers 138 Listen 171
Expert Advice: Howard Stevens 56 for Sellim 95 Endless Chain Referrals 138 Apply Your Knowledge to Customer Needs 173
Adding Value Is Marketing 101 57 Uniaw/ul Business Activities 96 Networking 139 Satisfy Customer Needs 174
Role of Selling in Marketing 57 Directories 140 _ , ^
Role of Marketing in Selling 59 A Code of Sales Ethics 98 Internet 140 Keys to a Great Sales Presentation 175
n ... ,. c , , . CQ Corporate Code of Ethics 98 Telemarketing 141 Demonstrations 175
Clarifying the Concept of Value 59 T ,.., , n , ,c , ^ . 6 The Value Proposition 178
,7i ,,,, r B r rn Individual Code of Sales Ethics 99 Written Correspondence 142 , , UP°M °
Value Is Related to Customer Benefits 59 * Nonverbal Communication 179
The Value Chain 60 Expert Advice: Follow-up 102 ra e 0WS What to Do When Things Go Wrong 180
-n r-rx- i7i r r ^ c -,»., Conferences 143 ° a
The Lifetime Value of a Customer 61 Summary 102 i J
Key Terms 103 Cold Calls and Warm Calls 143 The Sales Manager s Role in the Sales
Communicating Value in the Sales Message 62 f Other Issues in Sourcing Prospects 144 Presentation 181
T A r C 7 f £.1 KOIG KIQy 103
rZTyZirli K ,aM« Discussion Questions 104 I Set a Systematic Prospecting Plan 144 Managers Are Essential to a Great Presentation 183
Channel Deliverables (Supply Chain) 64 i v PmviJino the- Tnnh fnr W/-«« ]*n
......- Vy - Mini-Case 4: Health Sense Pharmaceuticals 106 ] Make the Best Use of CRM in Prospecting 145 Providing the loots jor Success 183
Resist Call Reluctance 145
Expert Advice: Follow-up 183
Execution of Marketing Mix Programs 65 pc-rcruMn n Planning the Sales Call: The Preapproach 145 Summary 183
Quality of the Buyer-Seller Relationship (Trust) 65 -RM AND SALES TECHNOLOGIES 109 Establish Goals for the Initial Sales Call 146 Key Terms 184
Service Quality 65 Learning Objectives 109 Learn All You Can about the Prospect 146 Role Play 184
Salesperson Professionalism 67 Expert Advice: Gerhard Gschwandtner 110 Plan to Portray the Right Image 147 Discussion Questions 186
Brand Equity 67 What Is Customer Relationship Determine Your Approach 148 Mini-Case 7: Bright Colors Paint 187
Corporate Image/Reputation 67 Management (CRM)? 111 Prepare a Sales Proposal 148
CHAPTER 8
The Sales Manager s Role in Prospecting NEGOTIATING FOR WIN-WIN
and Sales Call Planning 148 -n., mnwc _
Managing Customer Expectations 69 ^ward a Relationship-Based Enterprise 115 Expert Advice: Follow-up 149 OLU,lON* 191
Expert Advice: Follow-up 69 The Technology of Selling 115 Summary 149 Learning Objectives 191
Summary 69 A Peek at Historical Sales Technology 118 Key Terms 149 Expert Advice: Tom Kadien 192
TABLE OF CONTENTS
Stage Two: Determination and Description of the Key Terms 69
Traits and Quantity of the Needed ltem(s) 46 Role Play 70
Stage Three: Search for and Qualification of Discussion Questions 71
Potential Suppliers 47 Mini-Case 3: BestValue Computers 71
Stage Four: Acquisition and Analysis of Proposals Appendix: Selling Math 73
or Bids 47
Stage Five: Evaluation of Proposals and Selection CHAPTER 4
o/Suppliers 47 ETHICAL AND LEGAL ISSUES IN
Stage Six: Selection of an Order Routine 48 CONTEMPORARY SELLING 83
Stage Seven: Performance Evaluation and
Feedback 48
Learning Objectives 83
Expert Advice: David B. Edmonds 84
Types of Organizational Buying Situations 49 The Importance of Ethics in the 21st
Expert Advice: Follow-up 49 Century 85
Summary 50 Renewed Emphasis on Ethical Practices 85
Key Terms 50 Companies Take the Lead in Social Responsibility 86
Role Play 51
Discussion Questions 52 Ethical Concerns for Salespeople 86
Mini-Case 2: National Agri-Products Issues with Custom^s 88
Company 52
CHAPTER 3
VALUE CREATION IN BUYER-SELLER
RELATIONSHIPS 55
Issues with Employers 90
Ethical Concerns for Management 91
Issues with Salespeople 92
Issues with Company Policies 92
Legal Issues in Contemporary Selling 95
Learning Objectives 55 Uniform Commercial Code: The Legal Framework
Expert Advice: Howard Stevens 56 tor Selling g^
Adding Value Is Marketing 101 57 Unlawful Business Activities 96
Role of Selling in Marketing 57
Role of Marketing in Selling 59
Clarifying the Concept of Value 59
Value Is Related to Customer Benefits 59
The Value Chain 60 Expert Advice: Follow-up 102
The Lifetime Value of a Customer 61 Summary 102
Key Terms 103
A Code of Sales Ethics 98
Corporate Code of Ethics 98
Individual Code of Sales Ethics 99
Role Play 103
Discussion Questions 104
Mini-Case 4: Health Sense Pharmaceuticals 106
CHAPTER 5
CRM AND SALES TECHNOLOGIES 109
Communicating Value in the Sales Message 62
Product Quality 63
Channel Deliverables (Supply Chain) 64
Integrated Marketing Communications (IMC) 64
Synergy between Sales and Marketing 64
Execution of Marketing Mix Programs 65
Quality of the Buyer-Seller Relationship (Trust) 65
Service Quality 65 Learning Objectives 109
Salesperson Professionalism 67 Expert Advice: Gerhard Gschwandtner 110
Brand Equity 67 What Is Customer Relationship
Corporate Image/Reputation 67 Management (CRM)? 111
Application of Technology 67 From Mass Marketing to One-to-One Marketing 112
Price 67 CRM Process Cycle 114
Managing Customer Expectations 69 Toward a ^ationship-Based Enterprise 115
Expert Advice: Follow-up 69 The Technology of Selling 115
Summary 69 A Peek at Historical Sales Technology 118
TABLE OF CONTENTS
Sales Technology in the Informational Decade 120 Role Play 150
Gaining Technology Acceptance by Salespeople 125 Discussion Questions 150
Expert Advice: Follow-up 126
Summary 126
Key Terms 126
Discussion Questions 127
Mini-Case 5: Who Owns CRM 127
Mini-Case 6: Strong Point Financial
Services 151
Appendix: Sales Proposals 153
CHAPTER 7
COMMUNICATING THE SALES MESSAGE 157
PART TWO Learning Objectives 157
ELEMENTS OF THE CONTEMPORARY Expert Advice: David B. Edmonds 158
SELLING PROCESS 129 Communicating the Sales Message 159
Getting Ready for a Sales Presentation 159
CHAPTER6 Characteristics of a Great Sales Presentation 159
PROSPECTING AND SALES CALL Sales Presentation Strategies 161
PLANNING 131 «..«... . J^ .
Setting Objectives and Goals 163
Learning Objectives 131 Approach the Customer Initiating the
Expert Advice: Walter Friedman 132 Relationship 164
Prospecting: Customers Don t Start Out as Tips for Making a Good First Impression 164
Customers 133 Approach Strategies 166
Qualifying the Prospect 133
Why Prospecting Is So Important 137
The Sales Presentation: Building the
Relationship 168
Sources of Prospects 137 Identify Customers Needs 168
Loyal Customers 138 Listen 171
Endless Chain Referrals 138 Apply Your Knowledge to Customer Needs 173
Networking 139 Satisfy Customer Needs 174
Directories 140
Internet 140
Telemarketing 141
Written Correspondence 142
Trade Shows 143 * . _
_ , ,., What to Do When Things Go Wrong 180
Conferences 143 o t
Cold Calls and Warm Calls 143 The Sales Manager s Role in the Sales
Other Issues in Sourcing Prospects 144 Presentation 181
Set a Systematic Prospecting Plan 144 Managers Are Essential to a Great Presentation 183
MaketheBestUseofCRMinProspecting 145 Providing the Tools for Success 183
Keys to a Great Sales Presentation 175
Demonstrations 175
The Value Proposition 178
Nonverbal Communication 179
Resist Call Reluctance 145
Expert Advice: Follow-up 183
Planning the Sales Call: The Preapproach 145 Summary 183
Establish Goals for the Initial Sales Call 146 Key Terms 184
Learn All You Can about the Prospect 146 Role Play ^ 184
Plan to Portray the Right Image 147
Discussion Questions 186
Determine Your Approach 148 Mini-Case 7: Bright Colors Paint 187
Prepare a Sales Proposal 148
CHAPTER 8
The Sales Manager s Role in Prospecting NEGOTIATING FOR WIN-WIN
and Sales Call Planning 148 SOLUTIONS 191
Expert Advice: Follow-up 149
Summary 149 Learning Objectives 191
Key Terms 149 Expert Advice: Tom Kadien 192
TABLE OF CONTENTS
TABLE OF CONTENTS
Staee Two-Determination and Description of the Key Terms « Sales Technology in the In/ormationa! Decade 120 Role Play 150
Traits and Quantity 0/the Needed Item(s) 46 Role Play 70 Gaining Technology Acceptance by Salespeople 125 Discussion Questions 150
¦* c i. ¦» ,] fwiifirrtrinn nf Discussion Questions 71 .._...-.. «-*~ Mini-Case 6: Strong Point Financial
Stage Three: Search for and Qualification o) u.sv.u» t Expert Advice: Follow-up 126 ,. . 3 _
Potential Suppliers 47 Mini-Case 3: BestValue Computers 71 ^ ^ Services 51
StageFourAcquisitionandAnatysiso/Proposals Appendix: Selling Math 73 KeyTerms 126 Append.x: Sales Proposals 153
or Bids 47 Discussion Questions 127
Stage Five: Evaluation of Proposals and Selection CHAPTER 4 Mini-Case 5: Who Owns CRM 127 CH APTER 7
o/Suppliers 47 ETHICAL AND LEGAL ISSUES IN M COMMUNICATING THE SALES MESSAGE 157
Stage Six: Selection o/an Order Routine 48 CONTEMPORARY SELLING 83 PART TWO Learning Objectives 157
Stage Seven: Performance Evaluation and Learning Objectives 83 ELEMENTS OF THE CONTEMPORARY Expert Advice: David B. Edmonds 158
Feedback 48 Expert Advice: David B. Edmonds 84 SELLING PROCESS 129 Communicating the Sales Message 159
Types of Organizational Buying Situations 49 The Importance of Ethics in the 21st Getting Ready for a Sales Presentation 159
Expert Advice: Follow-up 49 Century 85 CHAPTER 6 Characteristics of a Great Sales Presentation 159
Summary 50 Renewed Emphasis on Ethical Practices 85 PROSPECTING AND SALES CALL Sales Presentation Strategies 161
KeyTerms 50 Companies Take the Lead in Social Responsibility 86 PLANNING 131 Setting Objectives and Goals 163
nu! P«Snnu«*inn« S Ethical Concerns for Salespeople 86 Learning Objectives 131 Approach the Customer: Initiating the
DlSCUSSIOn Questions 52 . . , , _ ... ,_ _,__,____ -,^ Dolntmnchir.
Mini-Case 2: National Agri-Products
Company 52
Issues with Customers 88 Expert Advice: Walter Friedman 132 Relationship 164
Issues with Employers 90 Prospecting: Customers Don t Start Out as Tips/or Making a Good First Impression 164
Customers 133 Approach Strategies 166
CHAPTER 3 fthiCGl ^cT5 *? M°nQgement 91 Quali/ying ^ Prospect 3 Tne Sa|es Presentation: Building the
VALUE CREATION IN BUYER-SELLER
Issues with Salespeople 92 Why Prospecting Is So Important 137 Relationship 168
Issues with Company Policies 92
RELATIONSHIPS 55 Sources of Prospects 137 Identify Customers Needs 168
Learnina Obiectiv « Le9al Issues in ContemPorary Selling 95 Loyal Customers 138 Listen 171
Expert Advice: Howard Stevens 56
Adding Value Is Marketing 101 57
Role of Selling in Marketing 57
Uniform Commercial Code: The Legal Framework Endless Chain Referrals 138 APPty Your Knowledge to Customer Needs 173
for Selling 95 Networking 139 Satisfy Customer Needs 174
Unlawful Business Activities 96 Directories 140 Keys to a Great Sales Presentation 175
Role 0/Marketing in Selling 59 A Code of Sales Ethics 98 Internet 140 Demonstrations 175
ClarifyingtheConceptofValue 59 ^r^ode of Ethi, 98 WrZe^ZspZence 142 The Value Proposition 178
Value Is Related to Customer Benefits 59 Individual Code 0/Sales Ethics 99 TradeShows 143 Nonverbal Communication 179
What to Do When Things Go Wrong 180
The Value Chain 60 Expert Advice: Follow-up 1°2 Conferences 143
The Lifetime Value 0/a Customer 61 Summary 102 Cold Calls and Warm Calls 143 The Sales Manager s Role in the Sales
Communicating Value in the Sales Messaqe 62 KevTerms 103 Other Issues in Sourcing Prospects 144 Presentation 181
Product Quality 63 Role Play 103 Set a Systematic Prospecting Plan 144 Managers Are Essentia! to a Great Presentation 183
Channel Deliverables (Supply Chain) 64 Discussion Questions 10* Make the Best Use 0/CRM in Prospecting 145 Providing the Tools/or Success 183
Integrated Marketing Communications (IMC) 64 M n* Cose 4: Health Sense Pharmaceuticals 106 Resist Call Reluctance 145 Expert Advice: Follow-up 183
Synergy between Sales and Marketing 64 Summarv 183
Executiono/MarketingMixProgramS 65 CHAPTERS Planning the Sales Call: The Preapproach 145 ^ 1M
Quality 0/the Buyer-Seller Relationship (Trust) 65 «M AND SALES TECHNOLOGIES 109 Establish Goals/or the Initial Sales Call 146 J
Service Quality 65 Learn All You Can about the Prospect 146 Koie nay
Salesperson Professionalism fi7 Learning Objectives 1°9 Plan to Portray the Right Image 147 Discussion Questions 186
BranS Equity 67 Expert Advice: Gerhard Gschwandtner HO Determine Your Approach 148 Mini-Case 7: Bright Colors Paint 187
Corporate Image/Reputation 67 Wnat Is Customer Relationship Prepare a Sales Proposal 148
W^ofM**®, 67 M«n«9 t(c|,M)? 111 ^ NEGOTIATING FOR WIN-WIN
*ZZ»crgZ0ne °-0nC S - - «««*¦ *• SIMONS
Summary 69 The Technology of Selling 115 KeyTerms 149 Expert Advice: Tom Kadien 192
69
A Peek at Historical Sales Technology 118
TABLE OF CONTENTS
TABLE OF CONTENTS
Stage Tm: Determination and Description ofthe KeyTerms 69 JH Sales Technology in the Informational Decade 120 Role Play 150
Traits and Quantity of the Needed ltem(s) 46 Role Play 70 j^H Gaining Technology Acceptance by Salespeople 125 Discussion Questions 150
Stage Three: Search for and Qualification of Discussion Questions 71 JBB Mini-Case 6: Strong Point Financial
Potential Suppliers 47
Mini-Case 3: BestValue Computers 71 S Expert Advice: Follow-up 126
-------------rr.~- j- Summarv 126 Services 151
Stage Four: Acquisition and Analysis of Proposals Appendix: Selling Math 73 |BB JV^ • Appendix: Sales Proposals 153
or Bias 47 ^m fy q .
Stage Five: Evaluation of Proposals and Selection CHAPTER 4 WM J,*? rl° K. *!!l°?tL~» rDu «¦» CHAPTER 7
o/Suppliers 47
ETHICAL AND LEGAL ISSUES IN S Mini-Case 5: Who Owns CRM 127
COMMUNICATING THE SALES MESSAGE 157
Stage Six: Selection of an Order Routine 48 CONTEMPORARY SELLING 83 H
Stage Seven: Performance Evaluation and , . ftU. .. M PART TWO Learning Objectives 157
Feedback 48 Learning Objectives 83 H ELEMENTS OF THE CONTEMPORARY Expert Advice: David B. Edmonds 158
Expert Advice: David B. Edmonds 84 S SELLING PROCESS 129 Communicating the Sales Message 159
Types of Organizational Buying Situations 49 The Importance of Ethics in the 21st jB Getting Ready for a Sales Presentation 159
Expert Advice: Follow-up 49 Century 85 S CHAPTER 6 Characteristics o/a Great Sales Presentation 159
Summary 50 Renewed Emphasis on Ethical Practices 85 wM PROSPECTING AND SALES CALL Sales Presentation Strategies 161
Key Terms 50 Companies Take the Lead in Social Responsibility 86 wM PLANNING 131 ., «L, u _, ,
Role Play 51 1H Setting Objectives and Goals 163
Discussion Questions 52 Ethical Concerns for Salespeople 86 JH Learning Objectives 131 Approach the Customer Initiating the
Mini-Case 2: National Agri-Products Issues with Customers 88 |B Expert Advice: Walter Friedman 132 Relationship 164
Company 52 Issues with Employers 90 IB Prospecting: Customers Don t Start Out as Tips for Making a Good First Impression 164
Wm Customers 133 Approach Strategies 166
/ u n»«, Ethical Concerns for Management 91 |B| _ ,., . . _ t ...
CHAPTER3 Issues with Salespeople 92 M Qualifying the Prospect 133 The Sales Presentation: Building the
Z™N^N,NBUYER-SELLER ^eswithC^ZpoZes 92 1 Why Prospecting Is So Important 137 Re|at|onship
RELATIONSHIPS 55 fH Sources of Prospects 137 Identify Customers Needs 168
Learning Objectives 55 Leoal Iss«« in Contemporary Selling 95 WM Loyal Customers 138 Listen 171
Expert Advice: Howard Stevens 56 Uh^°m CommerdaI Code:: ^ ^ Framework m Endless Chain Referrals 138 Apply Your Knowledge to Customer Needs 173
Adding Value Is Marketing 101 57 /orSeIIi g 95 JS Networking 139 Satis/y Customer Needs 174
Role 0/Selling in Marketing 57 Unlawful Business Activities 96 W Directories 140 4 . ,
D/j./jw . . -,, 91 , , Keys to a Great Sales Presentation 175
Role o/Marketmg in Selling 59 A Code of Sales Ethics 98 ¦ Internet 140 Demonstrations 175
Oarrrylni the Concept of Value 59 CorPorate Code of Ethics 98 9 Teemarketing 141 The Value Proposition 178
Value k Related to Customer Benefits 59 Individual Code of Sales Ethics 99 JS Wntten Correspondence 142 Nonverbal Communication 179
The Value Chain 60 E , 9 Trade Shows M3 What to Do When Things Go Wrong 180
The Lifetime Value o/a Customer 61 Expert Advice: Follow-up 102 M Conferences 143
Summary 1°2 9 Cold Calls and Warm Calls 143 The Sales Manager s Role In the Sales
Product Quality 63 Role Play 103
-......- J ,w |M Lota oaus ana warm cans i^j me sales Managers Role in the sales
twnmunicating Value in the Sales Message 62 KeyTern 103 WM Other Issues in Sourcing Prospects 144 Presentation 181
Product Quality 63 Role Play 103 M Wm *ir orntMr*ina di itu. Managers Are Essential to a Great Presentation 183
Channel Deliverables (Supply Chain) 64 Discussion Questions 10* Jl fTl !T?h ^^p h m, ^ilg the Tools /or Success 183
ntegratedMarketingCommunicationsaMO 64 ^ini-Case 4: Health Sense Pharmaceuticals 106 1 ^tetoU^CRMnPntpe** 145
Synergy between Sales and Marketing 64 M Resist Call Reluctance 145 Expert Advice: Follow-up 183
Execution of Marketing Mix Programs 65 CHAPTER 5 IB Planning the Sales Call: The Preapproach 145 Summ««ry 183
Quality of the Buyer-Seller Relationship (Trust) 6S CRM AND SALES TECHNOLOGIES 109 U Establish Goals for the Initial Sales Call 146 KeyTerms 184
Service Quality 65 P(mt)65 TECHNOLOGIES || Learn All You Can about the Prospect 146 **** ™
Salesperson Professionalism 67 learning Objectives 109 IB Plan to Portray the Right Image 147 Discussion Questions 186
Brand Equity 67 Expert Advice: Gerhard Gschwandtner H° H Determine Your Approach 148 Mini-Case 7: Bright Colors Paint 187
Corporate Image/Reputation 67 What Is Customer Relationship |« Prepare a Sales Proposal 148
Application of Technology 67 Management (CRM)? H1 |H CHAPTER 8
Price 67 From^sMarketingtoOne-to-OneMarketing M !¦ The Sales Manager s Role In Prospecting NEGOTIATING FOR WIN-WIN
Wanogina Customs ™ Process Cycle 114 M and Sales Call Planning 148 SOLUTIONS 191
7«~0,n9 customer Expectations fi0 Toward a im J i. J , e ¦ Expert Advice: Follow-up 149
Exp«t Advice: Follow-up jj ^^Mationshp-Based Enterprise 115 M Su£mary ^ Uarn|ng object|ve$ 191
UmmWy 69 The Technology of Selling 115 M KeyTerms 149 Expert Advice: Tom Kadien 192
APeek at Historical Sales Technology 118
TABLE OF CONTENTS ^^^^^^^^^BltSiE OK CONTENTS
Negotiating Win-Win Solutions 193 Balance Sheet Close 216 j KeyTerms 254 Establish Responsibility 288
Negotiations: The Heart of the Win-Win Buy-Now Close 216 j Role Play 255 Analyze the Job and Determine Selection Cri
Solution 193 In Closing, Practice Makes Perfect 216 j Discussion Questions 256 Find and Attract Applicants 290
_ r .___ f -loo _.. j Mini-Case 10: Diagnostic Services Inc. 256 Develop and Apply Selection Procedures 29
Common Customer Concerns 19J Dealing with Rejection 216 s f vv y
Do 1 Need Your Product? 194 Attitude Is Important 217 j Issues in Sales Training
Do 1 Trust Your Company? 195 j PART THREE Objectives of Sales Training 299
1 Don t Really Know You 195 Identifying Buying Signals 218 : MANAGING THE CONTEMPORARY Improve Customer Relationships 300
I Need More Time to Consider Your Product 197 Verbal Buying Signals 218 j SELLING PROCESS 259 increase Productivity 300
Is This Your Best Price? 197 Nonverbal Buying Signals 219 j Improve Morale 300
. . .... , . Trial Close 219 j CHAPTER 11
Basic Points in Negotiating Win-Win
Solutions
Lower Turnover 301
198 Common Closing Mistakes 219 SALESPERSON PERFORMANCE: BEHAVIOR, Improve Selling Skills 301
_ ._..___Mr ct m«r MOTIVATION, AND ROLE PERCEPTIONS 261
Plan and Prepare 199 Follow-up Enhances Customer
Anticipation Enhances Negotiations 199 Relationships 220 Learning Objectives 261
Say What You Mean and Mean What You Say 199 Customer Expectations and Complaint Behavior 221 Expert Advice: David B. Edmonds 262 AnalyzeNeeds 302
Negativity Destroys Negotiations 199 Don t Wait for Complaints to Follow Up with Why Is It Important for Management to Determine Objectives 302
Developing Successful Sales Training
Programs
Listen and Validate Customer Concerns 200 Customers 223 Understand Salesperson Performance? 263
Develop and Implement the Program 302
Always Value the Value Proposition 200 Other Key Follow-up Activities 225 Salesperson Performance 263 Evaluate and Review the Program 304
St t 200 CRM and Follow-up 225 Role Perceptions 264
5peci c ego la io g ...... Sales Avtitude- Are Good Salesveovle Born or Training Needs Change with Time
Question 201 The Sales Manager s Role in Closing the ,f 7 : salespeople uorn or s s
Direct Denial 201 Sale and Follow-up 226
Indirect Denial 202 Expert Advice: Follow-up 226
Made? 265 New Recruits 304
Sales Skill Levels 265 Experienced Salespeople 305
Compensating for Deficiencies 202 Summary 226 Sales Training Topics
, , ° . - _ - Organizational, Environmental, and Personal n , x , , -,.
Feel-Felt-Found 202 KeyTerms 227 * *- Product Knowledge 307
Third-Party Endorsements 203 Role Play 227 Market/Industry Orientation 307
Bounce-Back 203 Discussion Questions 228 Company Orientation 307
Defer 204 Mini-Case 9: St. Paul Copy Machines 229 l* Time and Territory Management 308
Trial Offer 204 Appendix: Checklist for Using Effective How Salespeople Influence Performance 269 Legal/Ethical Issues 308
The Sales Manager s Role in Negotiating
Win-Win Solutions 204
Closing Skills 231 The Salesperson s Role Perceptions 269 Technology 309
I The Salesperson s Role Is Affected by Many Factors Specialized Training Topics 309
Expert Advice: Follow-up 205 CHAPTER 10 272 Sales Training Methods
c ™* SALESPERSON SELF-MANAGEMENT 235 a 9 . ei ^5
Summary *U3 How Managers Influence Performance 273 On-the-job Training 310
KeyTerms 206 Learning Objectives 235 j Role Perceptions 273 Internet (Online) 310
Role Play 206 Expert Advice: Tom Kadien 236 Motivation 275 Classroom Training 311
Discussion Questions 207 The Importance of Salesperson Incentive and Compensation Policies 276 Role Playing 311
Mini-Case 8: Mid-Town Office Products 208 Self-Management 237 !
Reasons for Salespeople 23 7
Expert Advice: Follow-up 277 Measuring the Costs and Benefits of S
CHAPTER 9 Reasons for Sales Managers 238 1
CLOSING THE SALE AND FOLLOW-UP 211 KeyTerms 278 Measurement Criteria 313
Salespeople s Role in Salesperson Role Play 278 Measuring Broad Benefits 313
Learning Objectives 211 Self-Management 240 Discussion Questions 279 Measuring Specific Benefits 314
Expert Advice: Gerhard Gschwandtner 212 Efficient Time Management 240 Mini-Case 11: Ace Chemicals 280
What Is a Close? 213 Effective Territory Management 242 Expert Advice: Follow-up
Selling Is Not a Linear Process 213
Summary
Key Terms
Sales Managers Role in Time and Territory CHAPTER 12
Closing Methods 214 Management 243 RECRUITING, SELECTING, AND Role Play #1
Assumptive Close 214 Design the Most Effective Sales Territories 245 TRAINING SALESPEOPLE 283 Ro|eP|ay#2
Minor Point Close 215 Measure Sales Territory Performance 250 Learning Objectives 283 Discussion Questions
TeTcZe^m00 215 Expert Advice: Follow-up 254 Expert Advice: Bill Scannell 284 Mini-Case 12.1: Right Times Uniform
^l c.,mm r • «, Recruitment and Selection Issues 285 Mini-Case 12.2: House Handy Products
Summary-of-Benefits Close 215 Summary 254
TABLE OF CONTENTS
Negotiating Win-Win Solutions 193 Balance Sheet Close 216
Negotiations: The Heart of the Win-Win Buy-Now Close 216
Solution 193 In Closing, Practice Makes Perfect 216
Common Customer Concerns 193 _ .. . . _ . . _,._
Dealing with Rejection 216
Do I Need Your Product? 194 ._ , . T / , .,_
Attitude Is Important 217
Do I Trust Your Company? 195
I Don t Really Know You 195 Identifying Buying Signals 218
1 Need More Time to Consider Your Product 197 Verbal Buying Signals 218
Is This Your Best Price? 197 Nonverbal Buying Signals 219
» . « . ^ . ... ... ... .«• «•• Trial Close 219
Basic Points in Negotiating Win-Win
Solutions 198 Common Closing Mistakes 219
Plan and Prepare 199 Follow-up Enhances Customer
Anticipation Enhances Negotiations 199 Relationships 220
Say What You Mean and Mean What You Say 199 Customer Expectations and Complaint Behavior 221
Negativity Destroys Negotiations 199 Don t Wait for Complaints to Follow Up with
Listen and Validate Customer Concerns 200 Customers 223
Always Value the Value Proposition 200 Other Key Follow-up Activities 225
Specific Negotiation Strategies 200 CRM and Follow-up 225
Question 201 The Sales Manager s Role in Closing the
Direct Denial 201 Sale and Follow-up 226
Indirect Denial 202 Expert Advice: Follow-up 226
Compensating for Deficiencies 202 Summary 226
Feel-Felt-Found 202 KeyTerms 227
Third-Party Endorsements 203 Role Play 227
Bounce-Back 203 Discussion Questions 228
De/er 204 Mini-Case 9: St. Paul Copy Machines 229
Trial Offer 204 Appendix: Checklist for Using Effective
Closing Skills 231
CHAPTER 10
The Sales Manager s Role in Negotiating
Win-Win Solutions 204
Expert Advice: Follow-up 205
Summary 205 SALESPERSON SELF-MANAGEMENT 235
KeyTerms 206 Learning Objectives 235
Role Play 206 Expert Advice: Tom Kadien 236
Discussion Questions 207 The Importance of Salesperson
Mini-Case 8: Mid-Town Office Products 208 Self-Management 237
TABLE OF CONTENTS
CHAPTER 9
CLOSING THE SALE AND FOLLOW-UP 211
Reasons for Salespeople 23 7
Reasons for Sales Managers 238
Salespeople s Role in Salesperson
Learning Objectives 211 Self-Management 240
Expert Advice: Gerhard Gschwandtner 212 Efficient Time Management 240
What Is a Close? 213
Selling Is Not a Linear Process 213
Effective Territory Management 242
Sales Managers Role in Time and Territory
Closing Methods 214 Management 243
Assumptive Close 214 Design the Most Effective Sales Territories 245
Minor Point Close 215 Measure Sales Territory Performance 250
Alternative Choice Close 215
Direct Cose 215 Expert Advice: Follow-up 254
Summary-of-Benefits Close 215 Summary 254
Key Terms 254 Establish Responsibility 288
Role Play 255 Analyze the Job and Determine Selection Cri
Discussion Questions 256 Find and Attract Applicants 290
Mini-Case 10: Diagnostic Services Inc. 256 Develop and Apply Selection Procedures 29-
PARTTHREE
MANAGING THE CONTEMPORARY
SELLING PROCESS 259
CHAPTER 11
SALESPERSON PERFORMANCE: BEHAVIOR, Improve Selling Skills 301
MOTIVATION, AND ROLE PERCEPTIONS 261
Developing Successful Sales Training
Learning Objectives 261 Programs
Expert Advice: David B. Edmonds 262
Issues in Sales Training
Objectives of Sales Training 299
Improve Customer Relationships 300
Increase Productivity 300
Improve Morale 300
Lower Turnover 301
Analyze Needs 302
Determine Objectives 302
Develop and Implement the Program 302
Evaluate and Review the Program 304
Why Is It Important for Management to
Understand Salesperson Performance? 263
Salesperson Performance 263
Role Perceptions 264
Sales Aptitude: Are Good Salespeople Born or Training Needs Change with Time
Made? 265 New Recruits 304
Sales Skill Levels 265 Experienced Salespeople 305
Motivation 266 Sales Training Topics
Organizational, Environmental, and Personal Produc£ KnowMge 3Q7
Factors 267 Market/Industry Orientation 307
Rewards 268 Compmy 0rientatim 307
Satisfaction 268 Time and Territory Management 308
How Salespeople Influence Performance 269 Legal/Ethical Issues 308
The Salesperson s Role Perceptions 269 Technology 309
The Salesperson s Role Is Affected by Many Factors Specialized Training Topics 309
272
Sales Training Methods
How Managers Influence Performance 273 On-the-job Training 310
Role Perceptions 273 Internet (Online) 310
Motivation 275 Qassroom Training 311
Incentive and Compensation Policies 276 Role Playing 311
Expert Advice: Follow-up 277 Measuring the Costs and Benefits of S
Summary 277 Training
Key Terms 278 Measurement Criteria 313
Role Play 278 Measuring Broad Benefits 313
Discussion Questions 279 Measuring Specific Benefits 314
Mini-Case 11: Ace Chemicals 280 .. ._, . _
Expert Advice: Follow-up
Summary
CHAPTER12 KeyTerms
RECRUITING, SELECTING, AND RoJe p| #1
TRAINING SALESPEOPLE 283 Ro|eP|ay#2
Learning Objectives 283 Discussion Questions
Expert Advice: Bill Scannell 284 Mini-Case 12.1: Right Times Uniform
Recruitment and Selection Issues 285 Mini-Case 12.2: House Handy Products
TABLE OF CONTENTS ^^^^^^^^^^^^^^^^ TABLE OF CONTENTS
iating Win-Win Solutions 193 Balance Sheet Close 216 KeyTerms 254 Establish Responsibility 288
iations: The Heart of the Win-Win Buy-Now Close 216 Role Play 255 Analyze the Job and Determine Selection Criteria 288
ltjon 193 In Closing, Practice Makes Perfect 216 Discussion Questions 256 Find and Attract Applicants 290
on Customer Concerns 193 . . • • 71c Mini-Case 10: Diagnostic Services Inc. 256 Develop and Apply Selection Procedures 294
Dealing with Rejection *lo
zed Your Product? 194 Attitude Is Important 217 Issues in Sales Training 299
ust Your Company? 195 PART THREE Objectives of Sales Training 299
Really Know You 195 Identifying Buying Signals 218 MANAGING THE CONTEMPORARY
More Time to Consider Your Product 197 Verbal Buying Signals 218 SELLING PROCESS 259
Your Best Price? 197 Nonverbal Buying Signals 219
, . . tl ^. ,. ..,. .... Trial Close 219 CHAPTER 11
Points in Negotiating Win-Win
jtions 198 Common Closing Mistakes 219 SALESPERSON PERFORMANCE: BEHAVIOR, Improve Selling Skills 301
id Prepare 199
Denial 201 Sale and Follow-up 226
t Denial 202 Expert Advice: Follow-up 226
ales Manager s Role in Negotiating
ri-Win Solutions 204
Reasons for Salespeople 237
Improve Customer Relationships 300
Increase Productivity 300
Improve Morale 300
Lower Turnover 301
Follow-up Enhances Customer MOTIVATION, AND ROLE PERCEPTIONS 261
Developing Successful Sales Training
ation Enhances Negotiations 199 Relationships 220 Learning Objectives 261 Programs 302
hat You Mean and Mean What You Say 199 Customer Expectations and Complaint Behavior 221 Expert Advice: David B. Edmonds 262 Analyze Needs 302
vity Destroys Negotiations 199 Don t Wait for Complaints to Follow Up with Why Is It Important for Management to
and Validate Customer Concerns 200 Customers 223 Understand Salesperson Performance? 263
Value the Value Proposition 200 Other Key Follow-up Activities 225 Salesperson Performance 263
b. ... ..• *• c* * • -inn CRM and Follow-up 225 Role Perceptions 264
ic Negotiation Strategies 200 r v . .
_ , .. . D i • n • .«... Sales Aptitude: Are Good Salespeople Born or Training Needs Change with Time 304
on 201 The Sales Manager s Role in Closing the f v * ,, , ~n.
r Made? 265 New Recruits 304
Determine Objectives 302
Develop and Implement the Program 302
Evaluate and Review the Program 304
Sales Skill Levels 265 Experienced Salespeople 305
r r^ n ¦ n/n - -»•»£ Motivation 266 _ . _ . . _ ___
•.nsatingfor Deficiencies 202 Summary 226 Sales Training Topics 306
r , r , .n _ -.», Organizational, Environmental, and Personal , . , , or,^
Felt-Found 202 KeyTerms 227 6 Product Knowledge 307
Party Endorsements 203 Role Play 227 Market/Industry Orientation 307
-Back 203 Discussion Questions 228 , Company Orientation 307
204 Mini-Case 9: St. Paul Copy Machines 229 -* Time and Territory Management 308
)ffer 204 Appendix: Checklist for Using Effective How Salespeople Influence Performance 269 Legal/Ethical Issues 308
Closing Skills 231 The Salesperson s Role Perceptions 269 Technology 309
The Salesperson s Role Is Affected by Many Factors Specialized Training Topics 309
t Advice: Follow-up 205 CHAPTER 10 272 Sales Training Methods 309
, ,- SALESPERSON SELF-MANAGEMENT 235 ¦• ,,«
lary ^od How Managers Influence Performance 273 On-the-job Training 310
erms 206 Learning Objectives 235 Role Perceptions 273 Internet (Online) 310
lay 206 Expert Advice: Tom Kadien 236 Motivation 275 Classroom Training 311
ssion Questions 207 The Importance of Salesperson Incentive and Compensation Policies 276 Role Playing 311
Case 8: Mid-Town Office Products 208 Self-Management 237
Expert Advice: Follow-up 277 Measuring the Costs and Benefits of Sales
TER ^ Reasons for Sales Managers 238 9
ING THE SALE AND FOLLOW-UP 211 KeyTerms Z/o Measurement Criteria 313
Salespeople s Role in Salesperson Role Play 278 Measuring Broad Benefits 313
ling Objectives 211 Self-Management 240 Discussion Questions 279 Measuring Specific Benefits 314
•t Advice: Gerhard Gschwandtner 212 Efficient Time Management 240 Mini-Case 11: Ace Chemicals 280
: Is a Close? 213 Effective Territory Management 242 Expert Advice: Follow-up 314
lis Not a Linear Process 213 thaptpd 15 Summary 314
Sales Managers Role in Time and Territory LHAKitKi^ KeyTerms 315
ig Methods 214 Management 243 RECRUITING, SELECTING, AND Role Play #1 315
xptive Close 214 Design the Most Effective Sales Territories 245 TRAINING SALESPEOPLE 283 Ro|eP|ay#2 317
Point Close 215 Measure Sales Territory Performance 250 Learning Objectives 283 Discussion Questions 318
iaaoseCh215OOSe m Expert Advice: Foilow-up 254 Expert Advice: Bill Scannell 284 Mini-Case 12.1: Right Times Uniform 319
«. mm , ,_. Recruitment and Selection Issues 285 Mini-Case 12.2: House Handy Products 321
wry-of-Benefits Close 215 Summary 254
TABLE OF CONTENTS
ating Win-Win Solutions 193 Balance Sheet Close 216
iations: The Heart of the Win-Win Buy-Now Close 216
ltjon 193 In Closing, Practice Makes Perfect 216
on Customer Concerns 193 Deallng with Rejection 216
.ed Your Product? 194 Attitude Is Important 217
ust Your Company? 195
Really Know You 195 Identifying Buying Signals 218
More Time to Consider Your Product 197 Verbal Buying Signals 218
Your Best Price? 197 Nonverbal Buying Signals 219
Trial Close 219
oints in Negotiating Win-Win
itions 198 Common Closing Mistakes 219
id Prepare 199 Follow-up Enhances Customer
ation Enhances Negotiations 199 Relationships 220
at You Mean and Mean What You Say 199 Customer Expectations and Complaint Behavior 221
nty Destroys Negotiations 199 Don t Wait for Complaints to Follow Up with
ind Validate Customer Concerns 200 Customers 223
.Value the Value Proposition 200 Other Key Follow-up Activities 225
. ... . . _.. .. . -,nn CRM and Follow-up 225
ic Negotiation Strategies 200 r
m 201 The Sales Manager s Role in Closing the
Denial 201 Sale and Follow-up 226
t Denial 202 Expert Advice: Follow-up 226
nsating for Deficiencies 202 Summary 226
Felt-Found 202 KeyTerms 227
Party Endorsements 203 Role Play 227
•-Back 203 Discussion Questions 228
204 Mini-Case 9: St. Paul Copy Machines 229
iffer 204 Appendix: Checklist for Using Effective
ales Manager s Role in Negotiating Closin9Skills 231
l-Win Solutions 204
t Advice: Follow-up 205 CHAPTER 10
,n~ SALESPERSON SELF-MANAGEMENT 235
lary *ua
erms 206 Learning Objectives 235
May 206 Expert Advice: Tom Kadien 236
ssion Questions 207 The Importance of Salesperson
Case 8: Mid-Town Office Products 208 Self-Management 237
Reasons for Salespeople 23 7
TER 9 Reasons for Sales Managers 238
ING THE SALE AND FOLLOW-UP 211
Salespeople s Role in Salesperson
ling Objectives 211 Self-Management 240
t Advice: Gerhard Gschwandtner 212 Efficient Time Management 240
: Is a Close? 213 Effective Territory Management 242
I Is Not a Linear Process 213
Sales Managers Role in Time and Territory
ig Methods 214 Management 243
iptive Close 214 Design the Most Effective Sales Territories 245
Point Close 215 Measure Sales Territory Performance 250
lative Choice Close 215
Close 215 Expert Advice: Follow-up 254
mry-of-Benefits Close 215 Summary 254
TABLE OF CONTENTS
KeyTerms 254 Establish Responsibility 288
Role Play 255 Analyze the Job and Determine Selection Criteria 288
Discussion Questions 256 Find and Attract Applicants 290
Mini-Case 10: Diagnostic Services Inc. 256 Develop and Apply Selection Procedures 294
Issues in Sales Training 299
Objectives of Sales Training 299
Improve Customer Relationships 300
Increase Productivity 300
Improve Morale 300
Lower Turnover 301
PART THREE
MANAGING THE CONTEMPORARY
SELLING PROCESS 259
CHAPTER 11
SALESPERSON PERFORMANCE: BEHAVIOR, Improw Selling Skills 301
MOTIVATION, AND ROLE PERCEPTIONS 261
Developing Successful Sales Training
Learning Objectives 261 Programs 302
Expert Advice: David B. Edmonds 262 Analyze Needs 302
Why Is It Important for Management to Determine Objectives 302
Understand Salesperson Performance? 263 Develop and Implement the Program 302
Salesperson Performance 263 Evaluate and Review the Program 304
Role Perceptions 264
Sales Aptitude: Are Good Salespeople Born or Training Needs Change with Time 304
Made? 265 New Recruits 304
Sales Skill Levels 265 Experienced Salespeople 305
Motivation 266 - ,___ . . _ . __,
Sales Training Topics 306
Organizational, Environmental, and Personal p A tK Id 307
Factors 267
Rewards 268
Market/Industry Orientation 307
Company Orientation 307
Satisfaction 268 T. JT .. ,, t oria
J Time and Territory Management 308
How Salespeople Influence Performance 269 Legal/Ethical Issues 308
The Salesperson s Role Perceptions 269 Technology 309
The Salesperson s Role Is Affected by Many Factors Specialized Training Topics 309
272
Sales Training Methods 309
How Managers Influence Performance 273 On-the-job Training 310
Role Perceptions 273 Internet (Online) 310
Motivation 275 Classroom Training 311
Incentive and Compensation Policies 276 Role Playing 311
Expert Advice: Follow-up 277 Measuring the Costs and Benefits of Sales
Summary 277 Training 312
KeyTerms 278 Measurement Criteria 313
Role Play 278 Measuring Broad Benefits 313
Discussion Questions 279 Measuring Specific Benefits 314
Mini-Case 11: Ace Chemicals 280 _ ....
Expert Advice: Follow-up 314
Summary 314
CHAPTER 12 KeyTerms 315
RECRUITING, SELECTING, AND Ro[e p| # J 3 |5
TRAINING SALESPEOPLE 283 Ro|eP|ay#2 31?
Learning Objectives 283 Discussion Questions 318
Expert Advice: Bill Scannell 284 Mini-Case 12.1: Right Times Uniform 319
Recruitment and Selection Issues 285 Mini-Case 12.2: House Handy Products 321
TABLE OF CONTENTS
CHAPTER 13 Mini-Case 13.1: MedTech Pharmaceuticals 351 j
COMPENSATING AND EVALUATING Mini-Case 13.2: American Food Processors 352 j
SALESPEOPLE 325 j
CHAPTER 14 |
Learning Objectives 325 GL0BAL PERSPECTIVES ON j
Expert Advice: Anjai ( A.J. ) Gandi 326 C0NTEmP0RARY SELLING 357 j
Overview of Salesperson Compensation
and Incentives 327 Learning Objectives 357 j
Straight Salary, Straight Commission, Expert Advice: Tom Kadien 358 J
and Combination Plans 330 Selling is Global 359 j
Other Types of Compensation 332 The Global Marketplace and Contemporary
Sales Contests 332 Selling 359 •
Preface
Expense Accounts 333
Global Challenges in the Sales Process 360
Nonfinancial Rewards 333
Culture 361
Deciding on the Mix and Level of Business Practices 364
Compensation 334 Technology 367
Dangers of Paying Salespeople Too Much 335
rn . c , 7 T t- i o^c Global Challenges in Managing the Sales
Dangers of Paying Salespeople Too Little 335 3 3 , . , f . . . . . . ,. . , .
6 J J ° r r Process 368 Fundamental to the successor any organization is its relationship with customers. As we move into the
Evaluating Salesperson Performance 336 ^ales Organizational Structure 368 decade of the 21st Century the relationship between organizations and customers is in a period of pi
Performance versus Effectiveness 336 Elire the Right People in a Global Sales change. Technology, globalization, ethical concerns, corporate strategic decisions, and a host of othe
___ Fnvirnnmmt 3fi£ nave created a revolution in the selling process. Customers are no longer interested in workii
Objective Measures of Performance 338 Environment jo« 6 v
Training for Effective Global Selling 369 companies that cannot add substantial value to their business. They seek better, more strategic partr
a to easures Motivation of the Global Salesperson 370 with suppliers. And the changes in the buyer-seller relationship have also led to dramatic change
Subjective Measures of Performance 339 Compensation of the Global Salesperson 371 management of salespeople. Issues of home/virtual offices, new approaches to communication tech
Problems with Subjective Performance Evaluation of the Global Sales Force 372 and general demographic changes in the sales force and buyers (to name just a few) have created sig
Measurement 341 I challenges for salespeople and their managers. The 21st Century selling model is a very different
Avoiding Errors in Performance Evaluation 342 Expert Advice: Follow-up 372 j from tfoal 0r ten vears ag0. As a result, any book about selling and sales management must ref
BARS Systems 342 Summary 372 :¦ contemporary nature of this new business reality.
Key Terms 373 j Published in three previous editions by McGraw-Hill as Relationship Selling, we re pleased to rep
360-Degree Performance Feedback 344 Discussion Questions 373 j Routledge/Taylor Francis Group is our publisher for this fourth edition of this market-leadinj
Expert Advice: Follow-up 346 Mini-Case 14: Gen Tech Corporation 374 j We ve been very impressed with Routledge s position as a truly global business publisher and the
Summary ^ support, and creativity they ve added to this new edition. The editors and marketing people at Ro
KeyTerms Glossary 375 j have made a strong point that the book will continue to set the standard as the most up-to-date and s
Role Play »l Endnotes 391 j friendly textbook in the sales area available anywhere in the world today. To reflect the many cha
Role Play ffz Index 403 J the field and celebrate the next generation of the book, we ve retitled it Contemporary Selling: i
Discussion questions j Relationships, Creating Value. This new edition continues to present clearly and concisely the true n;
j the selling process in the 21st Century and it remains the only book to integrate the critical tool:
j contemporary selling process with the unique challenges managers face working with salespeople in;
j dynamic competitive environment. Mark Johnston and Greg Marshall, your authors, combine back^
| in selling and sales management with long-established research records and consulting experiena
I field.
I
WHY DID WE WRITE THIS BOOK?
t The idea for writing the original edition of this book evolved over several years and many convei
with colleagues and sales professionals. There was no single moment of creation; rather a series
versations that ended with Gee, I wish there was a book that combines a relevant and current rr
* professional selling with the sales management skills needed for effective buyer-seller relationships
TABLE OF CONTENTS
CHAPTER 13 Mini-Case 13.1: MedTech Pharmaceuticals 351
COMPENSATING AND EVALUATING Mini-Case 13.2: American Food Processors 352
SALESPEOPLE 325
CHAPTER 14
Learning Objectives 325 GL0BAL PERSPECTIVES ON
Expert Advice: Anjai ( A.J. ) Gandi 326 CONTEMpORARY SELLING 357
Overview of Salesperson Compensation
and Incentives 327 Learning Objectives 357
Straight Salary, Straight Commission, Expert Advice: Tom Kadien 358
and Combination Plans 330 Selling is Global 359
Other Types of Compensation 332 The Global Marketplace and Contemporary
Sales Contests 332 Selling 359
Expense Accounts 333
Nonfinancial Rewards 333
J Culture 361
Deciding on the Mix and Level of Business Practices 364
Compensation 334 Technology 367
Dangers of Paying Salespeople Too Much 335
Dangers of Paying Salespeople Too Little 335
Global Challenges in the Sales Process 360
Global Challenges in Managing the Sales
Process 368
Evaluating Salesperson Performance 336 sales Organizational Structure 368
Performance versus Effectiveness 336 mre tne Right People in a Global Sales
Objective Measures of Performance 338 Environment 368
RatioMeasures 339 Trainmg for Effective Global Selling 369
Motivation of the Global Salesperson 3 70
Subjective Measures of Performance 339 Compensation of the Global Salesperson 371
Problems with Subjective Performance Evaluation of the Global Sales Force 372
Measurement 341
Avoiding Errors in Performance Evaluation 342 Expert Advice: Follow-up 372
BARS Systems 342
Summary 372
Key Terms 373
360-Degree Performance Feedback 344 Discussion Questions 373
Expert Advice: Follow-up 346 Mini-Case 14: Gen Tech Corporation 374
Summary 346
KeyTerms 347 Ghssary 375
Role Play #1 347 Endnotes 391
Role Play #2 349 Mex m
Discussion Questions 350
Preface
Fundamental to the success of any organization is its relationship with customers. As we move into the
decade of the 21st Century the relationship between organizations and customers is in a period of pi
change. Technology, globalization, ethical concerns, corporate strategic decisions, and a host of othe
have created a revolution in the selling process. Customers are no longer interested in workii
companies that cannot add substantial value to their business. They seek better, more strategic paitn
with suppliers. And the changes in the buyer-seller relationship have also led to dramatic change
management of salespeople. Issues of home/virtual offices, new approaches to communication tech
and general demographic changes in the sales force and buyers (to name just a few) have created sig
challenges for salespeople and their managers. The 21st Century selling model is a very different
from that of ten years ago. As a result, any book about selling and sales management must refl
contemporary nature of this new business reality.
Published in three previous editions by McGraw-Hill as Relationship Selling, we re pleased to rep
Routledge/Taylor Francis Group is our publisher for this fourth edition of this market-leadinj
We ve been very impressed with Routledge s position as a truly global business publisher and the
support, and creativity they ve added to this new edition. The editors and marketing people at Ro
have made a strong point that the book will continue to set the standard as the most up-to-date and s
friendly textbook in the sales area available anywhere in the world today. To reflect the many cha
the field and celebrate the next generation of the book, we ve retitled it Contemporary Selling: 1
Relationships, Creating Value. This new edition continues to present clearly and concisely the true n;
the selling process in the 21st Century and it remains the only book to integrate the critical tool:
contemporary selling process with the unique challenges managers face working with salespeople in;
dynamic competitive environment. Mark Johnston and Greg Marshall, your authors, combine backg
in selling and sales management with long-established research records and consulting experiena
field.
WHY DID WE WRITE THIS BOOK?
The idea for writing the original edition of this book evolved over several years and many convei
with colleagues and sales professionals. There was no single moment of creation; rather a series
versations that ended with Gee, I wish there was a book that combines a relevant and current rr
professional selling with the sales management skills needed for effective buyer-seller relationships
|
| any_adam_object | 1 |
| author | Johnston, Mark W. |
| author_facet | Johnston, Mark W. |
| author_role | aut |
| author_sort | Johnston, Mark W. |
| author_variant | m w j mw mwj |
| building | Verbundindex |
| bvnumber | BV040990783 |
| callnumber-first | H - Social Science |
| callnumber-label | HF5438 |
| callnumber-raw | HF5438.25 |
| callnumber-search | HF5438.25 |
| callnumber-sort | HF 45438.25 |
| callnumber-subject | HF - Commerce |
| classification_rvk | QP 621 |
| ctrlnum | (OCoLC)844104278 (DE-599)BVBBV040990783 |
| dewey-full | 658.85 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.85 |
| dewey-search | 658.85 |
| dewey-sort | 3658.85 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 4. ed. |
| format | Book |
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| id | DE-604.BV040990783 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T16:28:51Z |
| institution | BVB |
| isbn | 9780415523493 9780415523509 9780203120965 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-025968596 |
| oclc_num | 844104278 |
| open_access_boolean | |
| physical | XXII, 411 S. Ill. |
| publishDate | 2013 |
| publishDateSearch | 2013 |
| publishDateSort | 2013 |
| publisher | Routledge |
| record_format | marc |
| spellingShingle | Johnston, Mark W. Contemporary selling building relationships, creating value Marketing relationnel ram Relations avec la clientèle ram Ventes - Gestion ram Selling Relationship marketing Customer relations Verkauf (DE-588)4117346-6 gnd Kundenmanagement (DE-588)4236865-0 gnd Kundenbindung (DE-588)4384508-3 gnd |
| subject_GND | (DE-588)4117346-6 (DE-588)4236865-0 (DE-588)4384508-3 |
| title | Contemporary selling building relationships, creating value |
| title_auth | Contemporary selling building relationships, creating value |
| title_exact_search | Contemporary selling building relationships, creating value |
| title_full | Contemporary selling building relationships, creating value Mark W. Johnston and Greg W. Marshall |
| title_fullStr | Contemporary selling building relationships, creating value Mark W. Johnston and Greg W. Marshall |
| title_full_unstemmed | Contemporary selling building relationships, creating value Mark W. Johnston and Greg W. Marshall |
| title_old | Johnston, Mark W. Relationship selling |
| title_short | Contemporary selling |
| title_sort | contemporary selling building relationships creating value |
| title_sub | building relationships, creating value |
| topic | Marketing relationnel ram Relations avec la clientèle ram Ventes - Gestion ram Selling Relationship marketing Customer relations Verkauf (DE-588)4117346-6 gnd Kundenmanagement (DE-588)4236865-0 gnd Kundenbindung (DE-588)4384508-3 gnd |
| topic_facet | Marketing relationnel Relations avec la clientèle Ventes - Gestion Selling Relationship marketing Customer relations Verkauf Kundenmanagement Kundenbindung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025968596&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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