PowerPoint Slides With Teaching Notes
PowerPoint Slide Teaching Notes
19-1: Personal Selling and Sales
Management
19-2: Personal Selling and Sales
Management
These are the learning objectives for this chapter.
19-3: Boeing How does a company that sells jets for prices
ranging from $76 million to $360 million respond
to the Dreamliner crisis?
Boeing relied on its world-class salespeople.
19-4: The Scope and Nature of
Personal Selling
Many people are shocked to learn how many
employees hold sales positions.
Your students may have had experience in retail
sales and think that all sales jobs are like that.
Remind them that though many retail positions
exist, professional sales positions involve a more
involved skill set and offer much higher rewards.
19-5: Professional Selling as a Career Ask students: Do you want to plan your own
schedule and decide how much money you will
make?
These are just two of the many benefits of
professional selling. The visibility of sales
positions also offers many opportunities for
advancement.
This web link is for a website for sales jobs. It
would be interesting to look at with the students
and see what kinds of jobs are available in your
area.
19-6: Not Just Tupperware This clip highlights Tupperware and its new
product lines.
It re-visits personal selling and product
innovation concepts.
Note: Please make sure that the video file is
located in the same folder as the PowerPoint
slides.
19-7: The Value Added by Personal
Selling
Ask students: How does the sales force create
value for the firm through relationship selling?
Through relationship selling the sales force:
focuses on building long term customer
relationships, contributes to building customer
loyalty, and assists the firm in identifying new
opportunities with existing customers.
19-8: The Personal Selling Process This graph introduces the personal selling
process, which the following slides cover in
depth. It also may be used alone in a shortened
lecture.
19-9: Step 1: Generate and
Qualify Leads
Group activity: Often the best source of new
customers is other people.
Imagine you sell investment properties; list the
people you know who might provide you with
viable customer contacts.
How else might you gather a list of potential
customers to contact?
Now role-play a cold calling scenario, in which
one group member “calls” the others. What
challenges do you face?
Would your task have been easier had you had
some introduction to these “customers”?
19-10: Generate Leads The first step in the selling process is to generate
a list of potential customers (leads) and assess
their potential (qualify).
19-11: Step 2: Preapproach A qualified lead requires a meeting. As the old
saying goes, “You never get a second chance to
make a first impression,” so salespeople must
prepare carefully.
Ask students: What kinds of preparation can
help ensure the first meeting goes well?
The salesperson needs to have investigated the
customer’s business and defined how the
customer can benefit from the firm’s
products/services.
If possible, the salesperson should examine how
the customer is currently addressing the needs he
or she is wishing to fulfill.
19-12: Step 3: Sales Presentation and
Overcoming Reservations
To handle the most difficult part of the sales
encounter, salespeople go through extensive
training to learn how to deal with reservations.
19-13: Aligning the Personal Selling
Process with the B2B Buying
Process
Group activity: Role-play a salesperson and a
potential customer during the presentation. The
customer should express several reservations; as
the salesperson, how will you deal with them?
Discuss each group’s performance.
The B2B process must align closely with the
selling process.
A seller, for instance, shouldn’t be trying to close
a deal when the buyer is just determining the
product specifications.
19-14: Step 4: Closing the Sale The “ABCs” of selling suggest salespeople must
“Always Be Closing,” but this difficult process
requires far more extensive training than that.
Group activity: Continue with the previous
activity. Have students practice closing the sale
19-15: Step 5: Follow-Up Salespeople must always remember that the sale
is just the beginning of a customer relationship.
Ask students: What methods can salespeople use
to ensure they follow up effectively with their
customers?
Does it differ for B2B versus B2C selling
situations? Follow-up involves ensuring that
customers are satisfied with their purchases.
The same techniques are used in both B2B and
B2C selling. Most firms now have systems to
ensure the after-sale communication is
established, either by telephone, e-mail, or in
person.
19-16: Check Yourself 1. Firms that use personal selling as part of
their integrated marketing
communications program do so because it
adds value to their product or service mix
—that is, personal selling is worth more
than it costs.
2. Generate and qualify leads, preapproach,
sales presentation and overcoming
reservations, closing the sale, follow-up.
19-17: Managing the Sales Force Sales management plans, directs, and controls
personal selling activities, from recruitment to
evaluation.
This chapter reviews each of these elements in
detail.
19-18: Sales Force Structure Group activity: Develop a sales force structure
for a hypothetical company. (Students might use
the same hypothetical company for which they
previously developed a marketing mix.)
Will your company rely on its own sales force or
manufacturers’ reps? Why?
If you decide to use your own sales force, how
will you assign selling tasks to your salespeople.
Will you use a group selling approach or employ
individual salespeople for each role?
Why?
19-19: Salesperson Duties Although the life of a professional salesperson is
highly varied, sales people generally play three
important roles: order getting, order taking, and
sales support.
19-20: Recruiting and Selecting
Salespeople
Are salespeople born, or can they be trained?
The answer may be a bit of both. Some people
possess certain personality elements that suggest
their success, but even they need a lot of training.
Ask students: Who in this class do you think
would be a good salesperson? Why?
19-21: Recruiting for Success The personality of the sales force should match
the personality of the brand.
Sometimes companies use personality tests or
have the potential salesperson run a mock sales
presentations
19-22: Sales Training Because of their roles as experts, salespeople
must possess a lot of knowledge about the
products/services they provide.
Therefore, all salespeople, regardless of how
good or experienced, benefit from training.
19-23: Motivating and Compensating
Salespeople
Ask students: What would you consider an
appropriate sales force incentive, salary, or
commission?
People are motivated by commissions, but
commission only salespeople are not as
motivated to take care of non-sales related duties.
Ask students: Which would you rather win, a
special parking space that says, “salesperson of
the month,” or $25?
Unless the monetary award is substantial, the
recognition by superiors and peers of a job well
done is typically more effective.
19-24: A Motivational Convention This clip examines the story of an unmotivated
employee named Mike.
Mike gets motivated covering the Annual
Motivation Convention.
The importance of employee recognition and
ideas on tangible rewards are addressed.
Note: Please make sure that the video file is
located in the same folder as the PowerPoint
slides.
19-25: Evaluating Salespeople By linking the evaluation system to the reward
system, management ensures salespeople
understand what is expected of them.
Ask students: Should salespeople’s evaluation
system be based strictly on sales?
Answer: Probably not. Unless there are some
subjective evaluation criteria such as customer
service, teamwork, or relationship building, sales
will probably suffer in the long run.
19-26: Check Yourself 1. They get to know his or her salespeople to
determine what motivates them to be
effective. Some salespeople prize their
freedom and like to be left alone, whereas
others want attention and are more productive
when they receive accolades for a job well
done. Still others are motivated primarily by
monetary compensation. Great sales
managers determine how best to motivate
each of their salespeople according to what is
most important to each individual.
2. Financial rewards have a cash value to them.
Nonmonetary have more of a symbolic value.
A combination of both types of rewards is
best.
19-27: Ethical and Legal Issues in
Personal Selling
Ethical and legal issues in personal selling can be
classified into three broad categories.
Ask students what ethical issues may occur in
each of these three broad categories.
19-28: Issues for the Sales Force and
Corporate Policy
Ask students: How would you handle a situation
if you worked for a firm that
a. sold alcohol directed towards teenagers?
b. sold high-sugar products to children?
c. sold mortgages to high-risk homebuyers?
d. sold insurance policies with inadequate
hurricane coverage?
This should lead to an interesting discussion.
19-29: Issues for the Sales Person
and the Customer
Ask students: Have you ever felt that you have
been treated unethically by a salesperson?
What happened?
Possible answers:
Salesperson lied to me. Salesperson ignored me.
Salesperson sold me something I didn’t
want/need.
19-30: Check Yourself 1. The sales manager and the sales force, the
sales force and corporate policy, and the
salesperson and the customer.
Additional Teaching Tips
This chapter focuses on the personal selling process, ethical and legal issues of selling, and
managing the sales force. Students are familiar with the selling process and most of the concepts
relating to customer sales; however, they are likely unfamiliar with the B2B buying process so
vocabulary such as product specification, RFP, and performance assessments should be
thoroughly reviewed.
Students can often regurgitate the two selling processes in Exhibit 19.2. However, they may not
have a true understanding of what happens in each stage and how it leads to sales. Divide the
class into 4 or 5 groups. Assign two groups the personal selling process with the mission to
develop a script of selling a common product (pick one, a car perhaps). Each of these two
groups should have a different product to script through the Personal Selling Process and present
the skit to the class. The class will have the task of identifying the various stages of the personal
selling process (taking notes) and the skit is discussed after the “debut.”
Students have fun with the skit and learn more about the importance of the personal selling
process. While two groups are scripting and rehearsing the personal selling assignment, two or
three other groups are assigned a product that they will script and present using the B2B buying
process. The role of the audience is again to take notes on identifying each phase of the B2B
buying process with class discussion after the presentations.
Another key area is ethical and legal issues of personal selling. Online Tip: Have students post
a legal or ethical selling dilemma in a story problem (bait and switch, puffery, embellishment of
reimbursements, etc.). Have other students write their own and have the learning community
respond to each other’s ethical selling dilemma. The writer of the dilemma would have the task
of contributing to a solution through feedback on the discussion board once the student posts a
response.