Sách The Selling And Sales Management© Pearson Education Limited 2003_ 2006_ 2009 - 8th edition - David J

The Selling And Sales Management© Pearson Education Limited 2003_ 2006_ 2009 - 8th edition - David Jobber - Geoffrey Lancaster




Contents
List of figures xiv
List of tables xvi
About the authors xviii
Preface xix
Acknowledgements xxi
Part one Sales perspective 1
1 Development and role of selling in marketing 3
Objectives 3
Key concepts 3
1.1 Background 4
1.2 The nature and role of selling 4
1.3 Characteristics of modern selling 5
1.4 Success factors for professional salespeople 7
1.5 Types of selling 8
1.6 Image of selling 12
1.7 The nature and role of sales management 14
1.8 The marketing concept 15
1.9 Implementing the marketing concept 18
1.10 The relationship between sales and marketing 36
1.11 Conclusions 40
References 41
Practical exercise: Mephisto Products Ltd 42
Examination questions 44
2 Sales strategies 45
Objectives 45
Key concepts 45

2.1 Sales and marketing planning 46
Contents
viii Contents
2.2 The planning process 46
2.3 Establishing marketing plans 47
2.4 The place of selling in the marketing plan 60
2.5 Conclusions 70
References 71
Practical exercise: Auckland Engineering plc 72
Examination questions 74
Part two Sales environment 75
3 Consumer and organisational buyer behaviour 77
Objectives 77
Key concepts 77
3.1 Differences between consumer and organisational buying 78
3.2 Consumer buyer behaviour 80
3.3 Factors affecting the consumer decision-making process 85
3.4 Organisational buyer behaviour 92
3.5 Factors affecting organisational buyer behaviour 98
3.6 Developments in purchasing practice 101
3.7 Relationship management 105
3.8 Conclusions 106
References 107
Practical exercise: The lost computer sale 108
Examination questions 110
4 Sales settings 111
Objectives 111
Key concepts 111
4.1 Environmental and managerial forces that
impact on sales 112
4.2 Sales channels 118
4.3 Industrial/commercial/public authority selling 124
4.4 Selling for resale 126
4.5 Selling services 131
4.6 Sales promotions 134
4.7 Exhibitions 139
4.8 Public relations 143
4.9 Conclusions 148
References 149
Practical exercise: Yee Wo Plastic Piping Components Ltd 151
Practical exercise: Gardnov Ltd 152
Practical exercise: Quality Chilled Foods Ltd 154
Examination questions 155
5 International selling 156
Objectives 156
Key concepts 156
5.1 Introduction 157
5.2 Economic aspects 157
5.3 International selling at company level 165
5.4 Cultural factors in international selling 167
5.5 Organisation for international selling 173
5.6 Pricing 181
5.7 Japan – a study in international selling 183
5.8 Conclusions 188
References 188
Practical exercise: Selling in China 189
Practical exercise: Syplan 191
Practical exercise: Wardley Investment Services (Hong Kong) 193
Practical exercise: Quality Kraft Carpets Ltd 195
Examination questions 199
6 Law and ethical issues 200
Objectives 200
Key concepts 200
6.1 The contract 201
6.2 Terms and conditions 202
6.3 Terms of trade 203
6.4 Business practices and legal controls 206
6.5 Ethical issues 210
6.6 Conclusions 216
References 216
Practical exercise: Kwiksell Cars Ltd 217
Practical exercise: ChevronTexaco cuts losses with Innovetra Fraud Alerter 219
Examination questions 222
Part three Sales technique 223
7 Sales responsibilities and preparation 225
Objectives 225
Key concepts 225
7.1 Sales responsibilities 226
7.2 Preparation 235
7.3 Conclusions 243
References 243
Practical exercise: The O’Brien Company 244
Contents ix
Practical exercise: Presenting New Standa Plus:
The final word in hydraulic braking systems? 245
Examination questions 246
8 Personal selling skills 247
Objectives 247
Key concepts 247
8.1 Introduction 248
8.2 The opening 250
8.3 Need and problem identification 251
8.4 The presentation and demonstration 254
8.5 Dealing with objections 260
8.6 Negotiation 264
8.7 Closing the sale 267
8.8 Follow-up 271
8.9 Conclusions 273
References 273
Practical exercise: Mordex Photocopier Company 275
Negotiation exercise: Supermarket versus superbrand:
co-operate to compete 276
Practical exercise: A controlled sales process? 278
Examination questions 280
9 Key account management 281
Objectives 281
Key concepts 281
9.1 What is key account management? 282
9.2 Advantages and dangers of key account management to sellers 284
9.3 Advantages and dangers of key account management to customers 285
9.4 Deciding whether to use key account management 286
9.5 Criteria for selecting key accounts 287
9.6 The tasks and skills of key account management 287
9.7 Key account management relational development model 289
9.8 Global account management 292
9.9 Building relationships with key accounts 294
9.10 Key account information and planning system 296
9.11 Key success factors for key account management 299
9.12 Conclusions 300
References 300
Practical exercise: Cloverleaf plc 303
Examination questions 306
10 Relationship selling 307
Objectives 307
Key concepts 307
x Contents
10.1 From total quality management to customer care 308
10.2 From JIT to relationship marketing 312
10.3 Reverse marketing 314
10.4 From relationship marketing to relationship selling 316
10.5 Tactics of relationship selling 318
10.6 Conclusions 323
References 323
Practical exercise: Microcom 325
Practical exercise: Focus Wickes – ‘Fusion’:
Winners, 2004 Retail Week Supply Chain Initiative Award 326
Examination questions 329
11 Direct marketing 330
Objectives 330
Key concepts 330
11.1 What is direct marketing? 331
11.2 Database marketing 333
11.3 Managing a direct marketing campaign 336
11.4 Conclusions 346
References 346
Practical exercise: Kettle Foods 347
Practical exercise: RU receiving me? 349
Examination questions 351
12 Internet and IT applications in selling and sales
management 352
Objectives 352
Key concepts 352
12.1 The changing nature of the salesforce 353
12.2 Electronic commerce and electronic procurement 357
12.3 Using technology to support sales activities 366
12.4 Using technology to improve sales management 371
12.5 Conclusions 376
References 377
Practical exercise: Raytheon 379
Examination questions 380
Part four Sales management 381
13 Recruitment and selection 383
Objectives 383
Key concepts 383
13.1 The importance of selection 384
13.2 Preparation of the job description and
specification 387
Contents xi
13.3 Identification of sources of recruitment and methods
of communication 390
13.4 Designing an effective application form and
preparing a shortlist 393
13.5 The interview 394
13.6 Supplementary selection aids 398
13.7 Conclusions 400
References 401
Practical exercise: Plastic Products Ltd 402
Examination questions 403
14 Motivation and training 404
Objectives 404
Key concepts 404
14.1 Motivation 405
14.2 Leadership 417
14.3 Training 419
14.4 Conclusions 430
References 431
Practical exercise: Selling fountain pens 433
Examination questions 435
15 Organisation and compensation 436
Objectives 436
Key concepts 436
15.1 Organisational structure 437
15.2 Determining the number of salespeople 444
15.3 Establishing sales territories 445
15.4 Compensation 448
15.5 Conclusions 451
References 452
Practical exercise: Rovertronics 453
Practical exercise: Silverton Confectionery Company 455
Examination questions 456
Part five Sales control 457
16 Sales forecasting and budgeting 459
Objectives 459
Key concepts 459
16.1 Purpose 460
16.2 Planning 460
16.3 Levels of forecasting 463
xii Contents
16.4 Qualitative techniques 465
16.5 Quantitative techniques 468
16.6 Budgeting – purposes 479
16.7 Budget determination 480
16.8 The sales budget 482
16.9 Budget allocation 483
16.10 Conclusions 484
References 484
Practical exercise: Classical Reproductions Ltd 485
Practical exercise: A recipe for success 490
Examination questions 492
17 Salesforce evaluation 493
Objectives 493
Key concepts 493
17.1 The salesforce evaluation process 494
17.2 The purpose of evaluation 495
17.3 Setting standards of performance 496
17.4 Gathering information 496
17.5 Measures of performance 497
17.6 Appraisal interviewing 505
17.7 Conclusions 505
References 506
Practical exercise: Dynasty Ltd 507
Practical exercise: MacLaren Tyres Ltd 508
Examination questions 510
Appendix: Cases and discussion questions 511
Beiersdorf and Nivea: Researching and understanding
the market and customers 511
Hutchinson Whampoa: Market leadership
in the 3G market 518
McCain: Responding to changes in the external environment 524
Syngenta: Developing products for a better world 530
Contents xiii
Index 535