PERSONAL

SELLING
AND
SALES MANAGEMENT

14,000,000
Sales People

$
450,000,000,000

BOUNDARY
SPANNING
ROLE

Compan
y

Custom
ers

Born
or
Made?

Hunter

Farmer

Types of Sales People

HUNTER

FARMER

Persuasive, have a strong sense

of urgency and are adept at
bouncing back from rejection

Empathetic, consistent and adept

at developing relationships

Sourcing and qualifying new leads

Establishing and maintaining long-term

relationships

Obtaining appointments
Delivering presentations that
address customers concerns
Negotiation and securing new
business

Providing expert advice

Networking within customers to find

new leads
Negotiating and securing new business
with existing customers

The Sales Process

Understanding Customer Needs

Turning Product Features into Customer Benefits

Why do they care?
Why is it important?
Convince the customer that the feature will benefit
him/her

Turning Customer Benefits into Product Features

Develop questions to be pursued with the customers
How can I do it?
Determine the type of solutions that you can develop and
offer

Identifying and Building Needs

Situation

Problem

Implication

Need Pay-Off

SPIN
SELLING

Transaction Selling

Limited
Time

Quick
Judgments
Weather the
customer is
really interested
in buying
What are they
interested in
buying
How focused the
Customer is on
price

ABC
Always Be Closing

Major Account
Selling

Sales here, takes over months or years

Many people are involved in the buying
organisation
Large sums of money is spent

The 8 Steps in MAS

Prospecting
Pre-Approach

Presentation

Meeting Objections

Approach

Gaining Commitment

Follow Up

Need Assessment

SALES
MANAGEMENT

Aligning Objectives:
Should the company pursue opportunities with the new customers or deepen
relationships with their existing goals?
Is the company willing to invest in customer satisfaction at the expense of
losing profits?
Does a new product deserve special attention because it is expected to play a
strategic role in forms portfolio in the future?

Defining the sales Organization:

5 factors while making decisions
Capability
Control
Coverage
Cost
Conflict

Managing SaLes person:

Outcome Based System
Management System

Behavior Based

Outcome based system:

No consideration of how results are achieved.
Outcome based system works best when:

Sales are competitive

There are many ways to close a deal
Customer needs information
Customer trust the salesperson

Behavior Based Management system:

Measure and reward what sales person do, rather than the results of their
action.
Behavior based management system works best when:
Non-Sales priorities matter
The company needs to protect its brand
Sales person lacks experience

Policy of any system should be developed using a

consistent approach
in the following 5 areas

Recruiting

Supervision

Training

Motivation