Personal Selling process

Prospecting and Qualifying.

The Pre-approach

The Approach

Sales Presentation

Now Prepare your Presentation by Selling Features Vs Benefits & also

keep in mind the A.I.D.A - Techniques.

A= Attract Attention,
I = Create Interest & Maintain it,
D = Arouse Desire & Offer to Fulfil it,
A = Make the Customer to take ACTION
Overcoming objections
Closing the Sale

Theories of personal selling

1. AIDAS Theory of Selling
2. Right Set of Circumstances Theory of Selling

This theory, sometimes called the situation-response theory,

had its psychological origin in experiments with animals and hold
that the particular circumstances prevailing in a given selling
situation cause the prospect in a predictable way.

If the salesperson succeeds in securing the attention and gaining

the interest of the prospect, and if the salesperson presents the

proper stimuli or appeals, the desired response (that is, the sale)
will result.

The more skilled the salesperson is in handling the set of

circumstances, the more predictable is the response

3.

Buying Formula Theory of Selling

Emphasizes the buyers side of the buyer-seller dyad.

The buyers needs or problems receive major attention, and the salespersons role
is to help the buyer find solutions.
This theory purports to answer the question: What thinking process goes on in
the prospects mind that causes the decision to buy or not to buy?

The buying formula is a schematic representation of a group of responses,

arranged in psychological sequence. The buying formula theory emphasizes the
prospects responses (which, of course, are strongly influenced by internal
factors) and deemphasizes the external factors, on the assumption that the
salesperson, being naturally conscious of the external factors, will not overlook
them.
Since the salespersons normal inclination is to neglect the internal factors, the
formula is a convenient way to help the salesperson remember. The origin of this
theory is obscure, but recognizable versions appear in a number of early books

on advertising and selling by authors who had experiential knowledge of

salesmanship.

Marketing vs sales
S.no

MARKETING

SALES

Marketing starts with the buyer and focuses

constantly on buyers needs.

Selling starts with the seller and is

preoccupied allthe time with the
sellers needs.

Seeks to convert customer needs into products

Seeks to convert products into

Cash.

Views business as a customer satisfying process.

Views business as a goods producing

process.

Marketing effort leads to the products that the

The company makes the product first
customers actually want to buy in their own interest. and then figures out how to sell it and
make a profit.

Marketing communication is looked upon as a tool

for communicating the benefits/
satisfactions provided by the product

Sellers motives dominate marketing

communication (promotions).

Consumers determine the price; price determines

costs.

Cost determines the price.

Sales Organization structure

Factors Influencing Structure

Product and Service Related Factors

Organization Related factors

Marketing Mix Related Factors

External factors

(Tapan K Panda)

Sales Organization Concepts

Specialization
The degree to which individuals perform some of the
required tasks to the exclusion of others. Individuals
can become experts on certain tasks, leading to better
performance for the entire organization.

Centralization
The degree two which important decisions and tasks
performed at higher levels in the management hierarchy.
Centralized structures place authority and responsibility
at higher management levels.

Sales Force Specialization Continuum

Generalists
All selling activities
and all products to
all customers

Some specialization
of selling activities,
products, and/or
customers

Specialists
Certain selling
activities for certain
products for certain
customers

Span of Control vs. Management

Levels
Flat Sales Organization

District
Sales
Manager

District
Sales
Manager

District
Sales
Manager

District
Sales
Manager

Span of Control

District
Sales
Manager

Management Levels

National
Sales
Manager

Levels
Tall Sales Organization
National Sales
Manager

District
Sales
Manager

District
Sales
Manager

District
Sales
Manager

Span of Control

Regional Sales
Manager

District
Sales
Manager

District
Sales
Manager

District
Sales
Manage
r

Management Levels

Regional Sales
Manager

Line vs. Staff Positions

National Sales Manager
Sales Training Manager
Regional Sales Managers
Sales Training Manager
District Sales Managers
Staff Position
Salespeople

Line Position

Customer and Product Determinants

of Sales Force Specialization
Customer Needs Different

Simple
Product
Offerin
g

MarketDriven
Specialization

Product/MarketDriven
Specialization

GeographyDriven
Specialization

ProductDriven
Specialization

Customer Needs Similar

Complex
Range of
Products

Geographic Sales Organization

National Sales Manager
Sales Training Manager

Eastern Region Sales Manager

Western Region Sales Manager

Zone Sales Managers (4)

Zone Sales Managers (4)

District Sales Managers (20)

District Sales Managers (20)

Salespeople (100)

Salespeople (100)

Product Sales Organization

National Sales Manager

Office Equipment Sales Manager

Office Supplies Sales Manager

District Sales Managers (10)

District Sales Managers (10)

Salespeople (100)

Salespeople (100)

Market Sales Organization

National Sales Manager

Commercial Accounts
Sales Manager

Government Accounts
Sales Manager

Sales Training
Manager
Zone Sales Managers (4)

District Sales Managers (5)

District Sales Managers (25)

Salespeople (50)

Salespeople (150)

Functional Sales Organization

National Sales Manager

Field Sales Manager

Telemarketing Sales Manager

Regional Sales Managers (4)

District Sales Managers (2)

District Sales Managers (16)

Salespeople (40)

Salespeople (160)