Sales Process and Direct Marketing
Evaluating the sales force
Assessing performance through reports, activity plans, and territory marketing
BANT
Budget, Authority, Need, Timeline - qualifying sales prospects
Direct marketing channels
Channels like direct mail, catalogs, telemarketing, and infomercials
Direct vs. contractual sales force
Comparison of in-house sales team vs. outsourced sales personnel
Psychological resistance
Customer's mental barriers to a sales pitch
Logical resistance
Customer's rational objections to a sales pitch
Sales force size
Determining the number of sales representatives based on workload
Personal Selling
Direct interaction with prospective buyers for presentations, questions, and orders
Training and supervising
Educating and overseeing sales staff, duration varies by industry
FABV approach
Features, Advantages, Benefits, Value - sales presentation method
Closing
Finalizing the sale, offering incentives, and building relationships
Relationship oriented
Focused on building and maintaining connections with customers
Sales force structure
Organizational arrangement based on strategy, region, product, or service
Salesforce compensation
Payment methods for salespeople, including fixed, variable, and benefits
Pre approach
Researching prospects, planning sales strategy before interaction
Recruiting the sales force
Selecting suitable candidates using performance predictors and assessments
Managing sales force productivity
Setting norms, analyzing time use, and utilizing sales technology efficiently
SPIN
Situation, Problem, Implication, Need-payoff - sales questioning technique
Response oriented
Tailored to address customer inquiries and feedback
Customized
Tailored to individual needs or preferences
Sales force objectives
Tasks completed by salespeople, including communication and servicing
Motivating the sales force
Using rewards to encourage performance, tailored to individual salespeople
Direct marketing
Utilizing consumer direct channels to reach customers without intermediaries
