Table of Contents
PART ONE WHAT IS CONTEMPORARY SELLING?
CHAPTER 1 INTRODUCTION TO CONTEMPORARY SELLING
A Model for Contemporary Selling
Building Relationships, Creating Value
Understanding Sellers and Buyers
Issues Outside the Circles: The Global Selling Environment
Mini-Case 1: Creekside Outdoor Gear
Appendix: Additional Information on Role Plays
CHAPTER 2 UNDERSTANDING SELLERS AND BUYERS
Overview of Selling as a Career
Why Sales Jobs Are So Rewarding
Key Success Factors in Contemporary Selling
Ability to Adapt Sales Style from Situation to Situation
Proficiency in Interacting with People at All Levels of a Customer’s Organization
Demonstrated Ability to Overcome Objections
Personal Planning and Time Management Skills
Selling in B2C versus B2B Markets
Participants in the Organizational Buying Process
Selling Centers and Buying Centers
Organizational Buying Decision Stages
Stage One: Anticipation or Recognition of a Problem or Need
Stage Two: Determination and Description of the Traits and Quantity of the Needed Item(s)
Stage Three: Search for and Qualification of Potential Suppliers
Stage Four: Acquisition and Analysis of Proposals or Bids
Stage Five: Evaluation of Proposals and Selection of Suppliers
Stage Six: Selection of an Order Routine
Stage Seven: Performance Evaluation and Feedback
Types of Organizational Buying Situations
Mini-Case 2: National Agri-Products Company
CHAPTER 3 VALUE CREATION IN BUYER–SELLER RELATIONSHIPS
Adding Value Is “Marketing 101”
Clarifying the Concept of Value
Value Is Related to Customer Benefits
Communicating Value in the Sales Message
Channel Deliverables (Supply Chain)
Integrated Marketing Communications (IMC)
Synergy between Sales and Marketing
Execution of Marketing Mix Programs
Quality of the Buyer–Seller Relationship (Trust)
Managing Customer Expectations
Mini-Case 3: BestValue Computers
CHAPTER 4 ETHICAL AND LEGAL ISSUES IN CONTEMPORARY SELLING
The Importance of Ethics in the 21st Century
Renewed Emphasis on Ethical Practices
Companies Take the Lead in Social Responsibility
Ethical Concerns for Salespeople
Ethical Concerns for Management
Legal Issues in Contemporary Selling
Uniform Commercial Code: The Legal Framework for Selling
Individual Code of Sales Ethics
Mini-Case 4: Health Sense Pharmaceuticals
CHAPTER 5 CRM, SALES TECHNOLOGIES, AND SALES ANALYTICS
What Is Customer Relationship Management (CRM)?
From Mass Marketing to One-to-One Marketing
Toward a Relationship-Based Enterprise
A Peek at Historical Sales Technology
Sales Technology in the Informational Decade
Gaining Technology Acceptance by Salespeople
Sales Analytics: Connecting CRM to Strategic Selling and Sales Force Management
Customer and Market Insights: Get to Know Your Customers and Market Better
Get to Know Your Sales Force Better
Impediments to Maintaining CRM System Data and Sales Analytics Efficacy
PART TWO ELEMENTS OF THE CONTEMPORARY SELLING PROCESS
CHAPTER 6 PROSPECTING AND SALES CALL PLANNING
Prospecting: Customers Don’t Start Out as Customers
Why Prospecting Is So Important
Set a Systematic Prospecting Plan
Make the Best Use of CRM in Prospecting
Planning the Sales Call: The Preapproach
Establish Goals for the Initial Sales Call
Learn All You Can about the Prospect
Plan to Portray the Right Image
The Sales Manager’s Role in Prospecting and Sales Call Planning
Mini-Case 6: Strong Point Financial Services
CHAPTER 7 COMMUNICATING THE SALES MESSAGE
Communicating the Sales Message
Getting Ready for a Sales Presentation
Characteristics of a Great Sales Presentation
Approach the Customer: Initiating the Relationship
Tips for Making a Good First Impression
The Sales Presentation: Building the Relationship
Apply Your Knowledge to Customer Needs
Keys to a Great Sales Presentation
What to Do When Things Go Wrong
The Sales Manager’s Role in the Sales Presentation
Managers Are Essential to a Great Presentation
Providing the Tools for Success
Mini-Case 7: Bright Colors Paint
CHAPTER 8 NEGOTIATING FOR WIN-WIN SOLUTIONS
Negotiations: The Heart of the Win-Win Solution
I Need More Time to Consider Your Product
Basic Points in Negotiating Win-Win Solutions
Anticipation Enhances Negotiations
Say What You Mean and Mean What You Say
Negativity Destroys Negotiations
Listen and Validate Customer Concerns
Always Value the Value Proposition
Specific Negotiation Strategies
The Sales Manager’s Role in Negotiating Win-Win Solutions
Mini-Case 8: Mid-Town Office Products
CHAPTER 9 CLOSING THE SALE AND FOLLOW-UP
Selling Is Not a Linear Process
In Closing, Practice Makes Perfect
Follow-up Enhances Customer Relationships
Customer Expectations and Complaint Behavior
Don’t Wait for Complaints to Follow Up with Customers
Other Key Follow-up Activities
The Sales Manager’s Role in Closing the Sale and Follow-up
Mini-Case 9: St. Paul Copy Machines
Appendix: Checklist for Using Effective Closing Skills
CHAPTER 10 SALESPERSON SELF-MANAGEMENT
The Importance of Salesperson Self-Management
Salespeople’s Role in Salesperson Self-Management
Effective Territory Management
Sales Managers’ Role in Time and Territory Management
Design the Most Effective Sales Territories
Measure Sales Territory Performance
Mini-Case 10: Diagnostic Services Inc.
PART THREE MANAGING THE CONTEMPORARY SELLING PROCESS
CHAPTER 11 SALESPERSON PERFORMANCE: BEHAVIOR, MOTIVATION, AND ROLE PERCEPTIONS
Why Is It Important for Management to Understand Salesperson Performance?
Sales Aptitude: Are Good Salespeople Born or Made?
Organizational, Environmental, and Personal Factors
How Salespeople Influence Performance
The Salesperson’s Role Perceptions
The Salesperson’s Role Is Affected by Many Factors
How Managers Influence Performance
Incentive and Compensation Policies
CHAPTER 12 RECRUITING, SELECTING, AND TRAINING SALESPEOPLE
Recruitment and Selection Issues
Analyze the Job and Determine Selection Criteria
Develop and Apply Selection Procedures
Improve Customer Relationships
Developing Successful Sales Training Programs
Evaluate and Review the Program
Training Needs Change with Time
Measuring the Costs and Benefits of Sales Training
Mini-Case 12.1: Right Times Uniform
Mini-Case 12.2: House Handy Products
CHAPTER 13 COMPENSATING AND EVALUATING SALESPEOPLE
Overview of Salesperson Compensation and Incentives
Straight Salary, Straight Commission, and Combination Plans
Deciding on the Mix and Level of Compensation
Dangers of Paying Salespeople Too Much
Dangers of Paying Salespeople Too Little
Evaluating Salesperson Performance
Performance versus Effectiveness
Objective Measures of Performance
Subjective Measures of Performance
Problems with Subjective Performance Measurement
Avoiding Errors in Subjective Performance Evaluation
360-Degree Performance Feedback
Mini-Case 13.1: MedTech Pharmaceuticals
Mini-Case 13.2: American Food Processors
CHAPTER 14 GLOBAL PERSPECTIVES ON CONTEMPORARY SELLING
The Global Marketplace and Contemporary Selling
Global Challenges in the Sales Process
Global Challenges in Managing the Sales Process
Sales Organizational Structure
Hire the Right People in a Global Sales Environment
Training for Effective Global Selling
Motivation of the Global Salesperson
Compensation of the Global Salesperson
Evaluation of the Global Sales Force