Module 8

Selecting and recruiting industrial

salespeople

 Primary selection criteria

Personal interviews
Multiple and panel interviews
Patterned or structured interviews
Realistic job previews
Auditioning

Developing professional sales people

The use of learning theory in the training of
professional sales people

Motivation
Involvement
Feedback
Experienced Vs inexperienced sales
people
Accelerated learning
Who should train?
Sales managers as trainers
Experienced sales people as trainers
Training specialists
Using combinations of trainers

 Areas of sales training

Company knowledge
Product knowledge
Industry and market trend knowledge
Competitive knowledge
Ethics are important too

Sales skills knowledge

Professional selling style

 Developing human relations and

negotiating skills
Human relations skills
Negotiating skills
Preparing for negotiations
Establishing fundamental attitudes
Conducting the negotiations

 Directing (motivating) the sales force

 Motivating theories
Content theories
Process theories
Implications for sale management
Trust, subtlety and intimacy
Ambiguity and indirection
Drama, symbols and love

 Effective use of sales compensation

Monetary compensation
Straight salaries, commissions and bonuses
Commissions and bonuses as motivators
Secrecy Vs openness in pay differentials

 Incentive programs as motivators

Use appropriate motivational frills
Contemporary challenges

Planning, organizing and

controlling the sales
function

Actualizing the marketing concept

Sales force automation (SFA)

The industrial selling environment

Identifying buying center members
Making the sales presentation
Identifying prospects
Gaining access to buying center members
The sales presentation

 Developing and maintaining

customer support
Dyadic interaction

Managing the industrial sales force

Planning for sales force development

 Estimating company sales potential

Adjusting market potential

Expected value analysis
Evaluating strategy choices
The heavy half

Work load analysis

Estimating the number of sales calls that can
be made

Return on time invested

Determining ROTI

 The sales resources planning grid

 Organizing the sales force

Organization by territories
Organization by products
Organization by customer groups
Organization by function
Organizing to serve National Accounts
Team selling
Organization
Changing organization structure

Assigning the sales force to territories

Personalities after customer relations
Buyer-seller interactions
Territory sales response

 Route analysis

 Controlling sales force activities

Management by exception
Control charts

Management by objectives
Key elements of MBO
Making MBO work

The future of sales force strategy

Intrepreneurial philosophy
Sales force structure