人员推销与销售管理

PersonalSellingandDirectMarketing人员推销和销售管理17-1Objectives目标•Understandtheroleofacompany’ssalespeopleincreatingvalueforcustomersandbuildingcustomersrelationships.•讨论公司的销售人员在为顾客创造价值并建立顾客关系中的角色。17-2Objectives目标•Understandthepersonalsellingprocess,andhowtodistinguishbetweentransaction-orientedmarketingandrelationshipmarketing.•论述人员推销过程，区分交易导向和关系导向的市场营销。17-3Objectives目标•Knowthesixmajorsalesforcemanagementsteps.•Learnaboutdirectmarketinganditsbenefitstocustomersandcompanies.•Knowthemajorformsofdirectmarketing.•说明销售人员管理的六个主要步骤。•描述直接营销及其对消费者和公司的好处。•说明直接营销的主要形式。17-4•Record-breakingearningsandsalesgrowth•Outstandingsalesforce;ratedasoneofAmerica’sbest.•Salesforcefocusesoncustomersuccess•创记录的收入和销售增长•在美国名列前茅的杰出的销售人员•销售队伍致力于顾客的成功LearCorporation立尔公司CaseStudy案例研究17-5•Salesforceisorganizedintoseparatedivisionsdedicatedtospecificcustomers•DivisionplatformteamsworkwithcustomersandarelinkedtocustomeroperationsatalllevelsCaseStudy案例研究LearCorporation立尔公司•公司成立专门的独立部门为特定顾客服务•选取与顾客在各水平上发生联系的团队17-6Definition定义•SalespersonAnindividualactingforacompanybyperformingoneormoreofthefollowingactivities:prospecting,communicating,servicing,andinformationgathering.•销售人员为公司进行一种或多种工作的人，如寻找顾客、沟通、服务和搜集信息。17-7SalespeopleHaveManyNames销售人员有很多称呼•Agents•Salesconsultants•SalesRepresentatives•AccountExecutives•SalesEngineers•DistrictManagers•MarketingRepresentatives•AccountDevelopmentRepresentatives•代理•销售顾问•销售代表•客户经理•销售工程师•直接管理者•营销代表•客户发展代表17-8Two-waypersonalcommunicationMoreeffectivethanadvertisingincomplexsellingsituationsThesalesforceplaysamajorroleinmostcompaniesThesalesforceworkstoproductcustomersatisfactionandcompanyprofit.TheRoleoftheSalesForce销售人员的角色双向个人沟通在更复杂的销售情况下，可能比广告更有效。在大部分公司里，销售人员充当重要的角色。销售人员创造顾客满意和公司利润。17-9Definition定义•SalesForceManagementTheanalysis,planning,implementation,andcontrolofsalesforceactivities.Itincludessettinganddesigningsalesforcestrategy;andrecruiting,selecting,training,supervising,compensating,andevaluatingthefirm’ssalespeople.•销售人员管理分析、计划、执行和控制销售人员的活动，包括筹划销售人员策略及结构，以及招聘、选拔、培训、奖励、监督和评估。17-10SalesForceStructure销售队伍结构SalesForceStrategyandStructure设计销售人员的策略和结构区域销售队伍结构产品销售队伍结构顾客销售队伍结构复合销售队伍结构TerritorialsalesforcestructureProductsalesforcestructureCustomersalesforcestructureComplexsalesforcestructure17-11SalesForceSizeManycompaniesusetheworkloadapproachtosetsalesforcesizeOtherIssuesOutsideandinsidesalesforcesTeamsellingSalesForceStrategyandStructure设计销售人员的策略和结构销售队伍规模许多公司采用工作负荷法确定其销售人员编制的规模其它问题外部和内部销售人员团队销售17-12Carefulrecruitingcan:IncreaseoverallsalesforceperformanceReduceturnoverReducerecruitingandtrainingcostsRecruitingandSelectingSalespeople招募和选拔销售人员细致的招募可以:提升销售队伍总体业绩减少人员流动降低招募和培训费用17-13TraitsofSuccessfulSalespeople优秀销售人员的条件•Enthusiasm热情•Patience耐心•Initiative积极•Self-Confidence自信•JobCommitment对工作有献身精神•CustomerOrientation顾客导向•Independent独立•Self-Motivated自我激励•ExcellentListeners最好的听众17-14TraitsofSuccessfulSalespeople优秀销售人员的条件•Friendly友好•Persistent坚毅•Attentive专心•Honest诚实•InternallyMotivated自我激励•RelationshipOriented关系导向•Disciplined遵守纪律•Hardworking辛勤工作•TeamPlayers喜欢团队工作17-15Recruitinginvolves:SolicitingapplicationsScreeningcandidates–Interviews–Salesaptitude,personality,analyticaland/ororganizationaltests–References,workhistory,etc.RecruitingandSelectingSalespeople招募和选择销售人员招募包括:寻找申请者挑选候选人–面试–销售能力、个性、分析和/或组织技能–证明材料、就业经历等17-16Averagetrainingperiodis4monthsTrainingisexpensive,butyieldsstrongreturnsTrainingprogramshavemanygoalsManycompaniesareaddingWeb-basedsalestrainingprogramsTrainingSalespeople培训销售人员平均培训期限四个月培训很花钱，但会带来高回报培训有几个目的许多公司增加了基于网络的销售培训计划17-17Compensationelements:salary,bonuses,commissions,expenses,andfringebenefitsBasiccompensationplans:StraightsalaryStraightcommissionSalaryplusbonusSalarypluscommissionCompensatingSalespeople奖励销售人员报酬组成要素：工资、奖金、佣金、费用津贴、附加福利基本报酬计划:完全工资完全佣金工资加奖金工资加佣金17-18Compensationplansshoulddirectthesalesforcetowardactivitiesthatareconsistentwithoverallmarketingobjectives.GainmarketshareSolidifymarketleadershipMaximizeprofitabilityCompensatingSalespeople奖励销售人员报酬计划应指导销售人员从事与总的营销目标目标相一致的活动。取得市场份额巩固市场领导地位获取最大利润17-19EffectivesupervisorsprovidedirectiontothesalesforceAnnualcallplansandtime-and-dutyanalysiscanhelpprovidedirectionSalesforceautomationsystemsassistincreatingmoreefficientsalesforceoperationsTheInternetisthefastest-growingsalestechnologytoolSupervisingSalespeople监督销售人员有效的监督可以指导销售人员年度访问和时间-任务分析可以提供指导销售人员自动控制系统可以提高销售人员的操作效率互联网上发展最快的销售人员技术工具17-20EffectivesupervisorsalsomotivatethesalesforceOrganizationalclimateSalesquotasPositiveincentives–Salesmeetings,salescontests,honors,etc.SupervisingSalespeople监督销售人员有效的监督可以激励销售人员组织气氛销售配额实际激励–销售会议、销售竞赛、荣誉等。17-21SeveraltoolscanbeusedSalesreportsCallreportsExpensereportsEvaluatingSalespeople评估销售人员可以使用多种工具销售报告访问报告费用报告17-22•ProspectingandQualifying•Preapproach•Approach•PresentationandDemonstration•HandlingObjections•Closing•Follow-up•发掘和选择•事前筹划•接近•介绍和示范•处理反对意见•成交•事后追踪StepsintheSellingProcess推销过程的步骤17-23•ProspectingandQualifyingProspecting:identifyingpotentialcustomersQual