SellingandSalesManagementcollege4.pptVIP

SELLING and SALES MANAGEMENT;Recruitment Selection;13.1 Importance of Selection;13.1 Process Recruitment;Figure 13.1a Important qualities of salespeople;Figure 13.1b Continued;Specification;Multiple personal inventory;Figure 13.2 How companies attract applicants from outside the company ;;13.5 Interview techniques;SELLING and SALES MANAGEMENT;14 Motivation Training;Motivational theories;Content Theories;Content Models;Process Theories;Process Models;Table 14.1 Maslow’s hierarchy of needs;;Herzberg dual factor;Herzberg dual factor;Figure 14.1 The Vroom expectancy theory of motivation;Adam’s inequity theory;Likert’s sales management style ;Figure 14.2 Methods of conducting sales meetings;Figure 14.3 Sales force motivation;Figure 14.4 Motivating factors for salespeople;Motivation in Practice;Question;Table 14.2 Motivational factors for salespeople in industrial and consumer goods markets;Figure 14.5 Summary of differences between sales directors and sales representatives;Im a poor lonesome cowboy ;Table 14.3 Topics salespeople would like to discuss more with their sales managers;Table 14.4 Positive and negative strokes;Peter’s principle;Leaders have / are:;Table 14.5 Six leadership styles and key characteristics;Table 14.6 Skills development;14.3 Sales challenges;Table 14.8 Topics covered in sales training programmes;Figure 14.6 Criteria used to evaluate training courses;Table 14.7 Methods used to train sales managers;SELLING and SALES MANAGEMENT;15 Organisation Compensation;Figure 15.1a Organisation structures: (a) geographical structure – the area sales manager level is optional: where the number of salespeople (span of control) under each regional manager exceeds eight, serious consideration may be given to appointing area managers; (b) product specialisation structure;Figure 15.1b Organisation structures: (c) industry-based; (d) account-size;15.2 Workload approach;Calculation;Category salespeople and motive;Figure 15.2 Compensation and